< Previousthe decision and information with the name and address of the agency that produced the information. Approved by Staff Senate: January 14, 2019 5)As a consequence of discovery of misrepresentation and/or failure to appropriately disclose, the individual will be considered ineligible for future employment and/or future consideration of employment with UA- PTC, unless the Chancellor approves the continued employment based upon appropriate rationale. BACKGROUND CHECKS Creating a safe and productive work environment is important to the College. Satisfactory background checks for all faculty and staff are required as a condition of employment. The following pre-employment background checks are required for employment: For all positions: •Employment verification •Social Security and I-9 Eligibility to Work in the United States verification. •Education verification and license and/or certification verification. •State and county criminal record search. •Child abuse check. For certain identified financial or safety sensitive positions: •Credit Reports. For positions requiring the operation of a motor vehicle or a commercial vehicle: •Department of Motor Vehicles record check. The Office of Human Resources administers these checks through services provided by an external background check provider. Candidates for employment are informed of the policy and are asked to sign a release authorizing pre-employment screening. The procedure is administered consistently and fairly throughout the employment process. The results are received and reviewed by a Human Resources representative. The Human Resources representative will contact the applicant to seek additional information and clarification if there are any questions about the results of a check. In the event the results provide adverse information, a Human Resources representative will contact the individual to discuss the results. Should the College make a decision not to hire an individual based on the outcome of a pre- employment background check, the individual will receive an explanation of a.For most regular positions, a Request to Fill Vacancy will be submitted to for overall consideration of resource usage. The Request to Fill Vacancy form, accompanied by an updated Position Description, will be Approved by Staff Senate: January 14, 2019 Individuals have the right to contact the organization to dispute the accuracy or completeness of any information provided by the agency. If the individual disagrees with any information on the report, s/he may obtain a free disclosure of the file from the agency if requested within 60 days. The results of completed background checks are kept in a confidential envelope separate from the personnel file. BACKROUND CHECK FORM https://portal.uaptc.edu/ICSFileServer/SharedDocs/HR/Pre-Employment- Forms/Arkansas-State-Police-Background-Check.pdf 5.2 General Hiring & Recruitment Process All vacant positions at UA-PTC will move through the basic steps, beginning with a clear identification of functional/operational need and concluding with a formalized hire. 1)Identification of Staffing Need a. When an operational function is being impacted due to a staffing gap (vacancy in an existing position) or the need to enhance service fulfillment (vacancy in a new position*), a supervisor may initiate the recruitment and hiring process. b.A proposed new Regular Position at UA- PTC must be submitted through the HR Position Priority Process unless otherwise allowed for by exception upon approval of the Chancellor. (A supervisor may re-purpose an existing position to better fulfill operational needs within their area of responsibility with guidance, review and approval of Human Resources and the Area Administrator.) 2)Define Position – In preparation for recruitment and hiring, the position must be defined via a Position Description (PD); PD forms, samples and guidance are available here . a.A Position Description defines the responsibilities, tasks, duties to be performed, the necessary knowledge, skills, and abilities (KSAs), and qualifications (education and experience) that will allow an individual to successfully perform the responsibilities identified, as well as physical and mental demands. b.Every position within UA- PTC must have an up-to-date position description; it is the responsibility of the position supervisor, in collaboration with Human Resources, to ensure every position within their area of responsibility has a current position description. 3)Initiate Recruitment – Planned and intentional recruitment activities will ensure appropriate support and acknowledgement regarding intent to search and select a qualified individual to join the UA- PTC team in a specifically identified role.time. During the intermittent appointment, UA- PTC will then undertake the normal hiring process. If no qualified current employee is available for the emergent need, a qualified non-employee may be considered; however Fast- ii. Approved by Staff Senate: January 14, 2019 reviewed by; upon approval, recruitment will be considered properly initiated; the supervisor may begin working with Human Resources to open active recruitment. b.In the case of an emergent need, a supervisor should contact Human Resources for guidance as to options available under a temporary hire. c.For positions that are not considered to be Regular (e.g., Adjunct, Student, etc.), a Request to Fill Vacancy need not be completed for consideration; however, a Request to Initiate Recruitment must be completed, approved by the area Administrator, and forwarded to Human Resources to trigger active recruitment. 4)Recruitment Opened – The identified position is considered open and applications will be accepted for consideration regarding potential match with the position expectations. a.Internal Recruitment – If it is determined that recruitment for the identified position should begin with an active internal search initially, an “Internal Only” positing may be issued. An internal posting will include a specified closing date. A viable candidate pool must be obtained by the posted closing date for the hiring process to continue on the basis of an “Internal Only” posting. A viable candidate pool typically consists of a minimum of three candidates who meet minimum qualifications. In the event that a viable candidate pool does not emerge, the recruitment must be opened externally. b.External Recruitment – Unless an “Internal Only” posting is utilized, the default recruitment for open positions at UA- PTC will be that of external posting and advertisement. Human Resources will coordinate advertisement and active external recruitment activities. All advertisements will be in compliance with Equal Employment Opportunity and Affirmative Action requirements. c.Emergent Need – In rare and occasional situations, it may be necessary to engage in Fast-Track Minimal, or no, Recruitment activities. These types of situations arise when there is insufficient time to utilize a normal recruitment and hiring process, abrupt programmatic need emerges due to the sudden departure of an incumbent employee, and/or when an unexpected opportunity arises. Emergent need requests must be prior approved by the CFO, Provost, and Chancellor. i.In these rare and occasional circumstances, the Hiring Manager/Supervisor may appoint a qualified employee temporarily to the intermittent position for a limited amount ofApplicants who have submitted materials in response to open recruitment for an identified position are screened regarding minimum educational qualifications by Human Resources. a. Candidates that meet the minimum educational qualifications are forwarded as viable candidates to the Screening Committee and/or Hiring Manager/Supervisor as Approved by Staff Senate: January 14, 2019 Track recruitment must be followed (guidance regarding Fast- Track is available in HR – Fast-Track in general follows basic hiring steps such as application, application review and candidate vetting). Fast-track recruitment is only available for temporary, intermittent position fulfillment. iii.An employee holding such a temporary appointment shall have no expectation of continued employment in the position beyond the specified end date; the employee accepting such a temporary appointment may be afforded a right to return to their prior position upon completion of the temporary intermittent appointment, should they have been employed at UA- PTC prior to the temporary appointment. An individual who was not employed with UA-PTC prior to the temporary appointment will have no expectation of any future employment with UA- PTC once the temporary intermittent appointment concludes. 5.3 Candidate Screening and Selection Process ESTABLISHMENT OF SCREENING COMMITTEE (if applicable) For regular positions, a Screening Committee will be utilized; for positions such as Federal Financial Aid Work Study Student, Adjunct, and urgent temporary hires, a Screening Committee may be utilized, but is not required. a.In partnership with Human Resources, the Hiring Manager/Supervisor over the vacant position will establish a Screening Committee to assist in the review of submitted applications. A Screening Committee will consist of a minimum of three and, except in special circumstances, no more than seven committee members. b.In most cases, the Committee Chair will be the Hiring Manager/Supervisor over the position. c.Committee members will be required to complete a brief training session that covers basics such as review of UA- PTC applications, obligations and expectations of committee members, record-keeping in hiring, and basic interview techniques. The Hiring Manager/Supervisor must coordinate with Human Resources to ensure all committee members have successfully completed any required training prior to committee service. d.Committee make-up should include cross-organizational representation, including both vertical and horizontal member representation, whenever possible. QUALIFIED CANDIDATE POOL FORMED are available from Human Resources. c.Top tier candidate information will be compiled by the Hiring Manager/Supervisor, with the assistance of Screening Committee members, as appropriate. Top tier candidate information will be forwarded to Human Resources for Approved by Staff Senate: January 14, 2019 may be applicable. b.Candidates who do not meet the minimum qualifications are dropped from further consideration and receive notification of such from Human Resources. INITIAL CANDIDATE REVIEW Screening Committee and/or Hiring Manager/Supervisor (as may be applicable) review of submitted applicant materials. a.Utilizing scoring rubric forms (available through HR), submitted materials are reviewed for higher and lower levels of preferred qualification, knowledge, skills and abilities (KSAs), and additional aspect fulfillment. b.Candidates who are determined to better fulfill needs are moved forward for further consideration. INTERVIEW SEMI-FINALIST CANDIDATES (when applicable) Screening Committee and/or Hiring Manager/Supervisor (as may be applicable) will reduce the candidate pool on the basis of established criteria. a.Utilizing initial interview methods, the Screening Committee and/or Hiring Manager/Supervisor (as applicable) engage in live interviews with top tier qualified candidates. b.Initial interviews may be by phone, by videoconferencing, or in-person, as may be determined to be most appropriate for the candidate pool. Guidance on interview methods and assistance with scoring rubrics/matrixes are available from Human Resources. c.Viable candidate pool should be reduced from beginning count to a group of three to five candidates considered to be most viable. Candidates who are no longer under consideration will be notified of such by Human Resources. d.Candidates who will be brought on-campus for interviews will be contacted. The Hiring Manager/Supervisor will coordinate any interview schedules and committee schedules in partnership with Human Resources. INTERVIEW FINALIST CANDIDATES (when applicable) Top tier candidates will be brought on- campus for interview opportunity, as well as any skill demonstration/testing and or other assessment method, as may be deemed appropriate. a.In partnership with Human Resources, the Hiring Manager/Supervisor will work with the established Screening Committee, when applicable, to develop the on-campus interview schedule. b.Utilizing approved on-campus interview methods, the Screening Committee and/or Hiring Manager/Supervisor (as applicable) engage in on-campus interviews with finalists. Guidance on interview methods and assistance with scoring rubrics/matrixesThe hiring process will be concluded with the formalized offer communication to the new hire. a. In general, employees hired into regular positions will received a formal acknowledgement of offer from Human Resources to secure acceptance of the offer that was made verbally; a contact (when applicable) or other Personnel Action Form (PAF) indicating employment status (when applicable) will be Approved by Staff Senate: January 14, 2019 the candidate vetting process. CANDIDATE VETTING (Checks and Verification) Education, employment, demographic information verification, reference checks, and background checks will be completed prior to a final selection. a.Candidates will be contacted for acknowledgement of the vetting process. Once consent has been provided, Human Resources will conduct a background check, education verification, and personal demographic verification. b.Hiring Managers/Supervisors will begin the professional reference checking process. A minimum of three professional references will be contacted and information gathered (professional reference check guidance and sample forms are available through HR). FINAL SELECTION The Hiring Manager/Supervisor arrives at the candidate of best fit and forwards final selection forward for review to the next level Manager/Supervisor and/or the Chancellor, as may be applicable. The determination of best fit will be based on full consideration of: a.Submitted materials, b.Initial interview, c.Secondary interview (if applicable), d.Skill demonstration (if applicable), e.Reference information, and f.Background check information. When the final selection is approved, the Hiring Manager/Supervisor must partner with Human Resources to determine the specifics of any employment offer. All documents utilized within the hiring process must be gathered by the Hiring Manager/Supervisor and forwarded to Human Resources for appropriate record storage and retention. 5.4 Offer of Employment Once the final selection is reviewed and approved, and the specifics of the employment offer have been established in partnership with Human Resources, the offer may be extended. a.An offer of employment must not be extended without prior establishment of specific details through Human Resources. b.When an offer of employment has been extended and accepted, all other candidates will be notified of the conclusion of the hiring process by the Hiring Manager/Supervisor using appropriate and permissible communication.equally qualified. You may not request a transfer if you have received a disciplinary action in the past twelve months or in your initial probationary period. Approved by Staff Senate: January 14, 2019 offered to the employee on their first day of employment. b.In general, all other hires will be formalized via acknowledgement and signature on a PAF generated by Human Resources. c.Start dates established by the Payroll Office must be followed. The College relies upon the accuracy of information contained in the employment application, as well as the accuracy of other data presented throughout the hiring process and employment. Any misrepresentations, falsifications, or material omissions in any of this information or data may result in the College’s exclusion of an applicant/candidate from further consideration for employment. If a decision to hire is based on inaccurate or incomplete information, the College may decide to terminate employment. 5.5 Employment after Retirement Former employees who retired from the college pursuant to the Early Retirement Incentive Program, Act 187 of 1987, may not be re-employed by the college. Any former employee who retired from the college and is rehired will be considered a new hire or a rehire and eligible for benefits including insurance, sick leave, annual leave, and career service bonus, consistent with state policy. Any former employee who retired from a state agency, institution, board, or commission and is rehired in an extra- help position is ineligible for benefits. For additional information, contact Human Resources. 5.6 Reemployment Former employees who gave adequate notice and who left with satisfactory performance records are eligible for consideration for rehire. A former employee of any UA System campus, unit or division who abandoned his/her position or is discharged for cause will not be rehired. 5.7 Promotions and Transfers It is UA-PTC’S practice to transfer and promote from within the College, whenever possible and operationally efficient. Selection for position(s) will be made based on merit, education, and experience. Members of the workforce with good performance records, needed skills, and who request a transfer during the time period the position is open for applications, are given preference over applicants from outside, if they are 6.4 Supervisor’s Role A “Supervisor” employee means any individual having authority in the interest of Approved by Staff Senate: January 14, 2019 6 Onboarding and Personnel Action Procedures 6.1 Orientation for New Employees All UA-PTC new hires or former employees rehired will participate in an orientation program. Orientation will take place on the first day of employment or within a reasonable timeframe from initial date of employment. The goals of the orientation are to: • Help employees adjust to new job duties • Provide information about UA-PTCs mission and goals as an institution. • Explain employee responsibilities in carrying out the College’s goals All employees will receive a link to this handbook. A paper copy is available upon request from Human Resources. Read this handbook carefully and consult with an immediate supervisor or Human Resources regarding any questions. 6.2 Change in Status Procedures 6.3 New and Transfer Hires Probationary Periods New Employees New employees have a ninety (90) working day probationary period. Within thirty (30) working days of beginning their employment at UA-PTC, the staff employee will meet with their supervisor to review and sign their job description. A copy will remain in the department, a copy will be given to the employee, and the original will be sent to Human Resources. During the first three months of employment, the new employee will meet with their supervisor and discuss performance expectations, performance criteria and the evaluation cycle. Current employees Current employees who transition to a new position are subject to an additional thirty (30)working day probationary period in the new position. For more information, see section 13.1 under Performance ManagementAll individuals working for the College should treat other employees and those persons accessing the College’s services and programs as customers deserving of respect, courtesy, consideration, and prompt assistance or response. Behavior which is uncivil, disrespectful, rude, discriminatory, or disruptive will not be tolerated, nor will any Approved by Staff Senate: January 14, 2019 the College to hire, transfer, suspend, layoff, recall, promote, discharge, assign, reward, or discipline other employees of the college; or the responsibility to direct other employees of the college, to adjust their grievances, or to effectively recommend an action if the exercise of authority is not of a merely routine or clerical nature, but requires the use of independent judgment. On the first day of employment, the immediate supervisor, should discuss, at a minimum, the New Hire Checklist with the employee. To view the New Hire Checklist online, visit: The supervisor should ensure that the staff employee is given adequate time to gain a clear understanding of the information and ask questions. When complete, the supervisor will place a signed copy of the New Employee Checklist in the staff member’s personnel file. The supervisor will also make introductions to co-workers, and offer introductory on-the-job training. Additionally, the supervisor should share department specific information with the staff member, which might include an organizational chart, a brief overview of the department, the department’s purpose statement and an office telephone directory. The supervisor should provide an opportunity for the staff member to ask any questions about the Staff Handbook. Departmental Checklist The UA-PTC departmental checklists will lists tasks that need to be completed to ensure a new hire has a successful introduction to UA-PTC and can feel comfortable and productive in their new role. Supervisors should review this list in advance of the new employee arriving on campus to ensure that all the necessary arrangements have been made and to create a smooth transition when the new hire arrives for their first day at work. 7 Employee Responsibilities and Conduct 7.1 Civility and Courtesy 6.Smoking on any College property including building, grounds, and vehicles; 7.Operating state-owned vehicles, equipment or private vehicles on state business without proper license or operating any vehicle on College property or on College business in an unsafe or improper manner; Approved by Staff Senate: January 14, 2019 behavior which creates a hostile working or learning environment. Collaboration and collegiality should take precedence over competition and individual advancement at others’ expense. Employees who exhibit inappropriate behavior are subject to disciplinary proceedings. 7.2 Personal Conduct Employees should always conduct themselves in the workplace so as to promote the orderly and efficient operation of the College. Violations will be regarded as cause for disciplinary action, up to and including discharge. Discharge may result from an accumulation of minor infractions as well as for a single serious infraction. Any employee may be subject to immediate dismissal and may not be considered eligible for reemployment for dishonesty, insubordination, incompetence, violence, unprofessional conduct, or other unacceptable behavior. In the event termination is necessary, the supervisor should review all information regarding termination with Human Resources. All terminations are subject to approval by the Chancellor or UA- System Legal prior to action. Behaviors That May Result In Disciplinary Action Employees are prohibited from engaging in conduct listed below and may receive discipline up to and including termination for such behavior. This list has been established to serve as examples of behavior that could warrant a range of disciplinary sanctions and is not exclusive. Appropriate levels of discipline may be based on the severity of employee behavior. 1.Violating any System Policy set by the Board of Trustees or any operating policy, procedure, rule, regulation, or guideline established by the College; 2.Displaying disrespectful and/or inappropriate behaviors toward a student, employee, or supervisor; 3.Refusing to do assigned work or failing to carry out the reasonable assignment of a manager, supervisor, or department head; 4.Being inattentive to duty, including sleeping on the job; 5.Falsifying timesheets, interviews, reports, and other College record, or giving false information to anyone whose duty is to make such record;Next >