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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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5.8 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

The purpose of Catawba Valley Community College’s professional development structure is to support the mission of the college through planning and implementing workshops, seminars, and educational opportunities for college employees. Emphasis is placed on encouraging college employees to develop professional and personal skills and attributes to achieve excellence in job performance. Employees are expected to take the initiative in promoting their own growth by identifying and participating in professional development activities that will meet their needs and enhance their performance, as documented by regular performance evaluations. 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. Definition

Professional development is a planned program of activities and events that provides for and contributes to professional improvement of Catawba Valley Community College personnel in all job categories. The major responsibility for professional growth resides with each individual employee.
The following, though not an exhaustive list, are examples of professional development activities that will provide faculty and staff an opportunity for professional development:

  • 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
  • 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 pre-approved 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

The performance evaluation measures how the employee is meeting their responsibilities in regards to his/her position. During the evaluation, the employee and supervisor will identify areas in which the employee would most benefit from professional development. Using the data from the performance review, each employee will develop a professional development plan for the calendar year. Employees can update or change their professional development plan throughout the year with permission of their supervisors. 

During performance reviews or at any other time, 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
  • Division/unit goals
  • College goals
  • Professional upgrading and certification
  • Community service

One outcome from the performance evaluation is the creation of a Professional Development Needs List pertaining to the overall department:

  • Trends from individual performance evaluations will be assessed and added to the Needs List
  • Each Department Head and Staff leader will maintain the general pool of identified needs and share these needs with the Director of Professional and Organizational Development for the purpose of professional development activity planning.

Reporting Requirements

Professional development hours should be recorded by all Faculty and Staff using the College’s professional development tracking system. A transcript should be submitted to the direct supervisor to be reviewed as part of the annual performance evaluation.  It is the direct supervisor’s responsibility to ensure that faculty/staff 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 calendar year.

Section 5. Professional Development Organizational Structure

The major responsibility for implementation of CVCC’s professional development program resides with the Human Resources Training and Development Officer. 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

The membership of the Professional Development Advisory Committee will include the following individuals:

A. Permanent Members

1. Human Resources Training and Development Officer (Chair)
2. Director, Human Resources
3. Faculty Senate President or Representative*
4. (1) Dean
5. H.R. Specialist/Training and Development
6. Executive Officer of Accountability, Efficiency, and Effectiveness

*Faculty Senate President may elect to appoint a faculty senate member to serve on the PDAC at their discretion.

B. Faculty Members
(3) Faculty Members

C. Staff Members/Administrative Support
(3) Staff Members

Term Guidelines for Professional Development Advisory Committee members:

  • The term of service on the Professional Development Advisory Committee is two years for all members with the exception of the Faculty Senate, which is a  one-year term.
  • Each year two faculty and one staff member will rotate off the committee and be replaced.

Section 6. Human Resources Training and Development Officer

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
4) Proactively communicate planned activities and effectiveness of executed activities.

Section 7. 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 8. Professional Development Website

All professional development activities can be accessed through the Catawba Valley Community College website.

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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 05.07.2014: Content Editor