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PROCEDURES
Personnel and Employment Procedures


5.3 Probationary Period Procedure

All regular full time individuals receiving initial appointments to permanent or time-limited positions serve a probationary period of at least 90 calendar days from the date of hire. A probationary period does not apply for a RIF priority candidate who is reemployed, or a former CVCC employee having a break in service not greater than 31 days. The probationary period serves as an extension of the selection process. It provides time for the new employee to adjust and allows the supervisor time to ensure the new employee can satisfactorily meet performance expectations before granting permanent status. The probation period provides an opportunity for a new employee to demonstrate the ability to perform the essential functions of his/her job.

A new probationary period may not be imposed as a result of the following employee changes:

  • promotion of a permanent employee,
  • transfer of a permanent employee,
  • demotion of a permanent employee,
  • RIF priority re-employment with less than a 31-day break-in-service, or,
  • reassignment of a permanent employee, or
  • return from leave without pay.

An employee with reduction-in-force (layoff) re-employment priority status and who has had a break in service, of 31 days, may be required to serve a new probationary period if:

The essential duties and responsibilities of the position into which the employee is being re-employed are significantly different from those of the position held at the time of reduction-in-force notification, or in the judgment of the hiring department, a new probationary period is justified, and the hiring department has received prior approval in writing from the President’s office.

The layoff/RIF re-employment employee shall be notified in writing of the decision to require a new probationary period. A decision by the hiring department to require a new probationary period will not nullify the employee’s right to another future period of priority status should that employee receive notification of separation through reduction-in-force while serving in probationary status.

Supervisors are required to work closely with employees during this period. Frequent discussions on employee progress are also required. The employee must be notified in writing of the successful completion of their probationary period.

Probationary employees are not subject to (or protected by) the successive disciplinary steps required for permanent employees.

Exception to the 90-Day Probationary Period

A department’s management may extend the initial probationary period if it can justify the need for additional time to determine the new employee’s ability to meet performance standards. If justified, departments can extend the 90 calendar-day probationary period by 30 calendar-day increments. The probationary period cannot last more than 270 calendar days. Any extension of the probationary period must be based on one or more of the following conditions:

1. The complexity of the work is such that the employee has not had sufficient time to acquire or demonstrate possession of the full range of skills required for the position. It is allowable for a department with specialized and/or scarce skills requirements to establish a standard six-month probationary period as a condition of employment. This must be explained to candidates during the job offer process.

2. The employee is progressing, but the department would like additional time to assess the new employee’s performance.

3. The employee is progressing, but the department would like to give the employee more time to acquire additional skills.

4. An extended illness, accident or other intervening event (typically more than two weeks) has prevented the employee from acquiring or demonstrating the full range of skills required for the position.

5. A performance and/or conduct issue has occurred that makes management want to have more time to assess the new employee’s suitability for continued employment. The performance/conduct issue must be documented.

The employee must be notified in writing of the extension of the probationary period prior to the end of the active probationary period. If management fails to provide written notification of the probationary extension to the employee on or before the last day of the active probationary period, then the probationary period will be considered satisfied.

Hiring Procedure

CVCC uses an advertising, recruiting, screening, and interview process to hire full-time positions. The Personnel Office coordinates the hiring process for all full-time positions. Interviews are conducted by a hiring committee specifically assembled for each position hired. The committee makes a hiring recommendation to the President. The President makes the final decision on all offers of full-time employment.

A part-time instructor for a class is generally hired by the CVCC administrator for the school responsible for the class.

Part-time non-teaching positions are generally hired by the supervisor(s) for the area in which the employee will work.

Veterans are provided a preference in hiring decisions in accordance with Section 128-15 North Carolina General Statutes.

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5.6 Faculty Teaching Load Requirements

The following procedures concerning faculty contracts and teaching loads are applicable for full-time curriculum instructors and exclude department heads. Faculty teaching continuing education courses will be provided separate contracts, and these continuing education hours will not be included in determining teaching loads.

Faculty Teaching College Transfer and Technical Courses

Nine-month faculty teaching college transfer and technical courses must teach a minimum of 40 contact hours over two semesters prior to receiving overload pay. Overload pay will be computed and adjustments made after teaching loads are finalized for the last semester of the academic year that the courses are being taught. In addition, a minimum of nine (9) contact hours must be taught each semester as a part of the 36-40 hour range. If it is determined that faculty cannot meet minimum loads, supervisors will be expected to schedule alternative work assignments. Should alternative work not be available or be performed, adjustments may be made to the individual salary.

Faculty Teaching Vocational Courses

Nine-month faculty teaching vocational courses must teach a minimum of 50 contact hours over two semesters prior to receiving overload pay. Overload pay will be computed and adjustments made after teaching loads are finalized for the last semester of the academic year that courses are taught. In addition, a minimum of twelve (12) contact hours must be taught each semester as a part of the 46-50 hour range. If it is determined that faculty cannot meet minimum loads, supervisors will be expected to schedule alternative work assignments. Should alternative work not be available or be performed, adjustments may be made to the individual salary.

Faculty Teaching Associate Degree Nursing Courses

Nine-month faculty teaching ADN courses must teach a minimum of 40 contact hours over two semesters prior to receiving overload pay. Overload pay will be computed and adjustments made after teaching loads are finalized for the last semester of the academic year that courses are taught. In addition, a minimum of nine (9) contact hours must be taught each semester as a part of the 32-40 hour range. If it is determined that faculty cannot meet minimum loads, supervisors will be expected to schedule alternative work assignments. Should alternative work not be available or be performed, adjustments may be made to the individual salary.

Faculty Teaching Open Lab Courses

Nine-month faculty teaching open lab technical courses must teach a minimum of 56 contact hours over two semesters prior to receiving overload pay. Overload pay will be computed and adjustments made after teaching loads are finalized for the summer semester. In addition, a minimum of nine (9) contact hours must be taught each semester as a part of the 20-28 hour range. If it is determined that faculty cannot meet minimum loads, supervisors will be expected to schedule alternative work assignments. Should alternative work not be available or be performed, adjustments may be made to the individual salary.

Twelve-month faculty teaching open lab vocational courses must teach a minimum of 84 contact hours over three semesters prior to receiving overload pay. Overload pay will be computed and adjustments made after teaching loads are finalized for the summer semester. In addition, a minimum of twelve (12) contact hours must be taught each semester as a part of the 69-84 hour range. If it is determined that faculty cannot meet minimum loads, supervisors will be expected to schedule alternative work assignments. Should alternative work not be available or be performed, adjustments may be made to the individual salary.

Faculty Teaching in Correctional Facilities

Twelve-month faculty teaching technical and/or vocational courses in correctional facilities must teach a minimum of 96 contact hours over three semesters prior to receiving overload pay. Overload pay will be computed and adjustments made after teaching loads are finalized for the summer semester. In addition, a minimum of sixteen (16) contact hours must be taught each semester as a part of the 75-96 hour range. If it is determined that faculty cannot meet minimum loads, supervisors will be expected to schedule alternative work assignments. Should alternative work not be available or be performed, adjustments may be made to the individual salary.

Calculation of Teaching Contact Hours for the Summer Semester

Multiply the course contact hours by 1.6. For example, ENG 111 has the following hours - 3 0 0 3 or 3 contact hours. Multiply 3 by 1.6, which equals 4.8 contact hours.

Faculty Overload Pay

All overload pay will be based on the maximum amount on the part-time instructors’ pay scale at the appropriate level based on degree. It will be calculated per additional contact hour over the maximum allowed for that instructional assignment. For example, if a nine-month faculty member (technical) teaches 44 contact hours, the overload pay would be for the additional hours over the maximum of 40 hours. (4 additional hours x 16 weeks of the semester x the appropriate amount.)

Faculty teaching in programs not covered by standard curriculum procedures may have a different set of hour requirements. For some programs, the semester is not the definitive schedule. In these programs, the range may be from 35 to 45 hours per week since the program runs less than a normal semester.

Faculty Teaching Adjunct Contracts

Faculty can teach 1 extra course per semester (2 per year) at the adjunct rate. They have to meet their full-time course load requirements before the extra course can be contracted. Department Heads can also teach an extra course but since their normal work schedule of a department head is 8:00 am-5:00 pm, the extra course must fall outside of their normal work schedule (ie. evenings or weekends). If it is an online class, they may not enter the course during their normal work hours.

Note: The three-semester sequence is fall, spring, and summer. Any adjustments in compensation will be made in May for nine-month faculty, or during the last month of their contract period, and in June for twelve-month faculty.

5.8 Procedure Secondary Employment

Employee shall formally notify the President or designee by submitting a Secondary Employment Form located on the Human Resources website, located under employee forms. The notification should include sufficient information to appropriately identify the position and work requirements of the secondary employment. The purpose of this notification is to determine that outside employment does not have an adverse effect on an individual's full-time CVCC responsibilities. Employee notification of secondary employment shall be treated confidentially for all purposes other than review and action by appropriate supervisory personnel. Acknowledgment of the notification will be provided to the employee. The notification requirement applies to persons holding secondary employment at the time this directive is published as well as any person seeking to accept secondary employment.

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5.10 Professional Development

Section 1. Introduction

Catawba Valley Community College’s professional development structure has been developed to support the mission and vision of the college through targeted developmental and educational opportunities. Ongoing professional development supports life-long learning and will aide employees in achieving excellence in job performance. Each employee is expected to engage in and take the initiative to attend professional development activities that will meet individual performance evaluation targets as well as enhance current and future performance. All full-time employees are required to establish and complete professional development plans in accordance with guidelines established by the President’s Executive Council.

Section 2. Professional Development Defined

Professional development is the systematic and comprehensive approach to continuous learning that will ensure employees remain abreast and current in their field, enhance knowledge and skills, and engage in activities that will contribute to the sustained growth of Catawba Valley Community College. Each employee is responsible for developing an annual professional development plan that aligns with the Catawba Valley Community College short and long term goals.

The following, though not an exhaustive list, are examples of professional development activities that will aide faculty and staff in building professional development plans:

  • Presenting at approved workshops, seminars, conferences
  • Completing approved college/university courses
  • Attending professional presentations/programs at the local, state, or national levels
  • Publishing of books, articles, and papers related to work area
  • Submitting grant proposals
  • Groups and Team Meetings
  • Participating in CVCC facilitated leadership/development academies
  • Serving in professional associations and organizations at local, state, or national levels
  • Completing mandatory compliance training
  • Serving on appointed, elected, or voluntary college committees
  • Providing programs or workshops for faculty, staff or students
  • Presenting workshops/programs at the college, to civic organizations or groups
  • Participating in community development activities
  • Performing arts performances

*All activities related to professional development must be authorized by a Supervisor.

The college reserves the right to require individuals who are funded by the college to complete professional development activities to share those experiences and/or offer training to the college community in the specific area for which the individuals received development training.

Section 3. Professional Development Requirements

Required Hours

All full time CVCC employees are required to complete and document professional development hours each year.

Per calendar year, requirements are as follows:

  • Supervisory Staff (Supervisors who do not have teaching responsibility)- 30 hours
  • All Faculty (including Supervisory )- 30 hours, includes 20 discipline specific hours
  • All other Staff - 15 hours
  • New full time employees hired after January 1 of the calendar year will still be required to complete professional development; the required hours will be prorated based on hire date.

Section 4. Professional Development Planning

Employees can update or change their professional development plan throughout the year in partnership with their supervisors. During performance reviews or at any other time deemed necessary, supervisors have the right and responsibility to assign specific professional activities and topics for talent management purposes and/or to improve unsatisfactory job performance.

Professional development plans should include activities should be related to:

  • Employee’s job description
  • Department goals
  • Strategic plan
  • QEP
  • CVCC Mission and Vision
  • Professional upgrading and certification
  • Community service

One outcome from the performance evaluation process is the creation of a Professional Development Needs List pertaining to the overall development of the department. Leaders will communicate identified departmental needs and recommended development activities to the HR Training and Development Officer for strategic planning.

Section 5. Reporting Requirements

Professional development hours should be recorded by all employees, time period will follow designated evaluation time frames. Hours tracked will follow the fiscal year. Each employee must submit a summary of annual development activities to their direct supervisor; to be reviewed as part of the annual performance evaluation. It is the direct supervisor’s responsibility to ensure that employees within their area of supervision follow the Professional Development Guidelines specific to their role; in accordance with the college’s prescribed guidelines.

It will often be the case that an employee will exceed their minimally required professional development hours as continuous development is part of the mission of the college. However, hours exceeding the minimum requirement cannot be rolled over to the next fiscal year.

Section 6. Professional Development Organizational Structure

The Human Resources Training and Development Officer presides over the Professional Development Advisory Committee. This committee advises the President and the institution on professional development needs and issues. It is expected that college personnel communicate with and advise Professional Development Advisory Committee members concerning the effects of the professional development activities on their respective institutional divisions.

The purpose of the Professional Development Advisory Committee is to provide leadership in assisting college personnel to fulfill their annual professional development needs. This purpose is accomplished by:

  • Recommending professional development opportunities stemming from the quarterly meeting
  • Recommending how internally managed professional development activities are designed, delivered, and evaluated
  • Working with the Director of Professional and Organizational Development to ensure appropriate professional development activities are identified and available for all employees

Section 7. Funding for Professional Development Activities

The Human Resources Training and Development Officer will manage the following four areas: 1) Chair the Professional Development Advisory Committee & Planning Committee 2) Oversee the professional development budgetary process 3) Develop and execute strategic plans for staff and faculty development in partnership with leaders 4) Proactively communicate planned activities and effectiveness of executed activities.

Section 8. Funding for Professional Development Activities

Catawba Valley Community College’s professional development program focuses on the individual employee and permits individuals to assess their own needs and to design plans to meet those needs. If an event is approved and has a direct benefit to the college and employee, the college may cover the cost within the rules and regulations of the applicable fund source. Allocation of funds is dependent upon availability and appropriate administrative approval.

Section 9. Professional Development Access

All Catawba Valley Community College sponsored professional development activities can be accessed through the Catawba Valley Community College website, intranet, email, or event tracking system.

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5.11 Employee Evaluations Procedures

Faculty and Staff evaluation forms are located on the Human Resources web page. Evaluations are to be conducted annually by supervisory personnel and submitted to the Human Resources Office base on a fiscal year. The annual Employee Evaluation Tracking form shall be submitted to the Human Resources Office by supervisory personnel on or before June 30 each year.

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5.13 Faculty Administrative Adjustment Procedure

The most efficient way of compensating individuals for these added responsibilities (faculty evaluation, schedule development, procurement of part-time faculty, covering classes for ill or absent instructors within the division, etc.) is to develop an administrative adjustment. These adjustments are intended to be provided to the person assuming the additional responsibilities, but stopped when those duties are relinquished. By using this method of compensation, CVCC ensures that it pays for the additional services provided by an employee when those services are provided and is not required to continue payment when the responsibilities are transferred to another individual. The faculty classifications identified for this practice and the monthly supplement are as follows:

  • Department Head $500
  • Director $200

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Updated 10.15.2014: Web Administrator