Personnel and Employment Procedures
CVCC Personnel and Employment
With implementation in Fall 2017, this procedure was established to honor those teaching professionals who have demonstrated the following:
- Commitment to CVCC based on their total number of years of full-time instructional service at the institution;
- Effective teaching as demonstrated by a composite score of 3 or better on their annual performance evaluations;
- Continued professional development and lifelong learning as demonstrated by meeting the required 30 hours of professional development in the previous year of service.
- Contribution to the campus and the community as demonstrated by meeting the required 96 hours of Recruitment and Retention in the previous year of service.
The faculty title system does not create a tenure system for CVCC faculty, it does not create a CVCC faculty union, nor does it bestow any additional authority upon titled professors, provide a guarantee of continued employment, or become a prerequisite for any other positions within the college.
Instead, it is created for the sole purposes of: 1) recognizing the professionalism of those who choose to be classroom educators; 2) recognizing commitment to CVCC based on total number of years of instructional service; 3) recognizing instructional effectiveness; and 4) advancing faculty morale.
The program would create the following, faculty titles for respective years of full-time service:
- Greater than or equal to twelve (12) total years of full-time instructional service: Senior Professor;
- Greater than or equal to seven (7) total years of full-time instructional service but less than twelve (12) total years of full-time instructional service: Full Professor;
- Greater than or equal to five (5) total years of full-time instructional service but less than seven (7) total years of full-time instructional service: Associate Professor;
- Greater than or equal to three (3) total years of full-time instructional service but less than five (5) total years of full-time instructional service: Assistant Professor.
The title "Instructor" shall remain for those educators who:
- Do not have the required number of years to qualify for at least the "Assistant Professor" designation in the faculty ranking system (i.e., less than three total years of full-time instructional service at CVCC);
- Do not request to participate in the faculty ranking system; or
- Are not recommended for participation in the faculty ranking system by their Department Head and/or Dean.
For the purpose of calculating total years of service, the following rules apply:
- Only full-time teaching experience as a faculty member at CVCC shall be used in calculating total years of service;
- The total number of years of instructional service need not be consecutive; instead, cumulative years of service shall be based on teaching experience as a full-time CVCC faculty member whenever those years occurred.
It is the responsibility of the instructor to request consideration for membership in the faculty ranking system by submitting a written request to be considered in the year in which he or she will earn the total number of years of teaching experience required for a particular faculty ranking. Requests can be submitted any time after a faculty member has reached the designated number of years. Membership in the faculty ranking system shall depend on recommendation by the educator's Department Head and approval by the appropriate Dean. Upon approving the educator for participation in the system, the educator's Department Head shall notify the appropriate Dean, who will either approve or deny the Department Head's decision. The applicant will receive a response to their application within 30 business days. The application form will be filed with Human Resources in the applicant’s employment folder.
In the event an educator is not recommended for participation in the faculty ranking system, it shall be the right of the educator to request review by a CVCC appeal board. The appeal board shall consist of five members: 1. The CVCC Executive Vice President of Instruction (non-voting member); 2. A member of the CVCC Human Resources Department; 3. A ranking officer of the CVCC Faculty Senate; 4. Two faculty members from the other two schools of which the applicant is not a member; and 5. A supervisory member of the CVCC staff. A simple majority vote shall prevail at the appeal hearing, and there shall be no other appeal.
Notice of appeal to the appeal board shall be made within thirty (30) days of the educator receiving notice that he or she has not been recommended for participation in the faculty ranking system, and the appeal hearing shall be convened within thirty (30) days of the notice of appeal. Within seven (7) calendar days after the appeal board decision, the CVCC Executive Vice President of instruction shall give the educator written notice of the board's decision.
This document is subject to amendment with respect to both substance and procedure. Approved by Faculty Senate on 16 November 2016.
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 re-employed, 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:
- 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.
- The employee is progressing, but the department would like additional time to assess the new employee’s performance.
- The employee is progressing, but the department would like to give the employee more time to acquire additional skills.
- 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.
- 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.
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.
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.
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.
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
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
- 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.
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.
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
Qualifying to Participate in Voluntary Shared Leave Program
To participate in the Voluntary Shared Leave Program, an employee shall meet the following conditions:
- A donor or recipient shall have a half-time or more permanent, probationary, or time-limited appointment (The limitation and leave balance for permanent part-time employees shall be prorated);
- A recipient shall apply or be nominated by a fellow employee to participate in the program;
- A recipient shall produce medical evidence to support the need for leave beyond the available accumulated leave; and
- The parent college shall review the merits of the request and approve or disapprove according to these Rules.
Application Process for Voluntary Shared Leave
- Application for participation shall be made using the Shared Leave Request Form available in the Human Resources office. A Certification of Health Care Provider Form available in the Human Resources office must be attached to the application. The HIPPA Privacy Rule makes medical information confidential. When disclosing information on an approved recipient, only a statement that the recipient has a prolonged medical condition (or the family member) may be made.
- The appropriate Vice President shall review the merits of the request and make a recommendation to the President for approval or disapproval.
Leave Accounting Procedures
The following conditions shall control the accounting and usage procedures for leave donations in the Voluntary Shared Leave program:
- To facilitate the administration of the program, donations of leave must occur no later than 30 days from the date Voluntary Shared Leave donations have been requested.
- The Human Resources office will be responsible for leave accountability, which will record leave donations and recipients’ use.
- All leave donated shall be credited to the recipient's sick leave account and is available for use on a current basis or may be retroactive for up to 60 calendar days to substitute for advanced vacation or sick leave already granted to the recipient, or to substitute for leave without pay. Donated leave shall be applied to advanced leave before applying it to leave without pay.
- At the expiration of the medical condition, as determined by the community college, any unused leave in the recipient's donated leave account shall be treated as follows:
- The recipient's vacation and sick leave account balance shall not exceed a combined total of 40 hours (prorated for part-time employees).
- Any additional unused donated leave shall be returned to active (working or on leave without pay) donor(s) on a pro rata basis and credited to the leave account from which it was donated.
- If a recipient separates due to resignation, death, or retirement from state government, participation in the program ends. Donated leave shall be returned to active donor(s) on a pro rata basis.
Temporary Change in Work Hours
Employees may request, and supervisors may grant, a change in an employee’s regular work schedule that is not permanent or ongoing in order to adjust for an unplanned short-notice or sporadic event. This change may include modifying normal work start and end times, or allowing work missed on one day to be made up on another (special consideration should be made here in regards to non-exempt employees and hours worked in relation to FLSA overtime provisions and CVCC’s compensatory time policy ). The flexibility helps the employee to avoid taking leave or other paid time off that would otherwise have to be accounted for in a given week. Supervisors have the discretion to grant temporary changes in work hours as long as the operational needs of the department are satisfied, and to discontinue such arrangements when deemed necessary.
Flexible Work Schedules
Flexible work schedules allow for adjustments to the employee’s reporting or departure times on a regular or recurring basis to respond to the work/life needs of an employee. The revised schedule must continue to support the operational needs of the College and allow for appropriate oversight of the employee’s work assignments. Supervisors are advised to be attentive to the need to ensure that adequate supervision is provided for situations where adjusted work schedules fall outside of normal work hours. Supervisors may revise or revoke flexible work schedules at any time; however, it is advised that supervisors to provide as much reasonable notice as possible in the event of a revision or revocation of a flexible work schedule to permit the employee to make alternate arrangements. Ten (10) business days of notice is generally expected as a minimum unless employee conduct or safety issues necessitate otherwise at the discretion of management.
Flexible Work Locations (“Teleworking”)
|Alternate Work Location: a worksite other than a central workplace can include employees’ homes and satellite offices where official State business is performed.|
|Central Workplace: an employee’s assigned place of work or duty station owned or operated by the State or a site that is the primary workstation for field based employees. Typically a central workplace is a duty station from which an employer along with employees in the same work unit perform the functions of their job. However an employee’s home, in instances in which it is the primary workstation for field based employees, may be considered the central workplace.|
|Telework/Telea working: flexible work arrangement in which supervisors direct or permit employees to perform their job duties away from their central workplace, in accordance with their same performance expectations and other approved or agreed-upon terms. It does not include work performed at a temporary work-site for limited duration.|
|Teleworker: an employee engaged in teleworking.|
|Teleworking Agreement: a written agreement that details the terms and conditions by which an employee is allowed to engage in teleworking|
|Work Schedule: The employee’s hours of work in the central workplace and/or in alternate work locations|
Conditions of Employment
The policies and procedures that normally apply to the central workplace shall remain the same for teleworking employees. This shall include but not be limited to performance management. Teleworking assignments do not change the conditions of employment or required compliance with policies and rules.
Employees requesting teleworking arrangements must have been employed with Catawba Valley Community College for a minimum of (12) months of continuous, regular employment, and must have exhibited above-average performance, as defined as receiving a rating of “meeting expectations” or “exceeding expectations”, in accordance with CVCC’s performance appraisal process.
Eligibility will be determined based on the nature of the position and the business needs of the College. The decision to allow a position or an employee to work in a teleworking arrangement is wholly within management discretion, and is not appealable as part of CVCC’s Employee Grievance Process .
Compensation and Benefits:
An employee’s compensation and benefits will not change when he/she teleworks.
Teleworking employees who are not exempt from the overtime requirements of the Fair Labor Standards Act will be required to record all hours worked in a matter designated by the organization. Teleworking employees will be held to a higher standard of compliance than office-based employees due to the nature of the work arrangement. Hours worked in excess of those specified per day and per workweek, in accordance with state and federal requirements, will require the advance approval of the supervisor. Failure to comply with this requirement can result in the immediate cessation of the teleworking agreement.
Safety and Liability
The employee shall designate a workspace within the remote work location for placement and installation of equipment to be used while teleworking. Prior to the start of a teleworking arrangement, supervisors are responsible for examining the alternate work location with the employee, and to provide reasonable assurance that materials, equipment and furniture supplied to the employee at the Alternate Work Location allow for successful completion of assigned work responsibilities, comply with work related safety standards, and minimize distractions to the work environment. The employee shall maintain the designated workspace in a safe condition, free from hazards and other dangers to the employee and equipment.
The College remains responsible for any work-related injuries under our state’s Workers Compensation laws, but this liability is limited to injuries resulting directly from work and only if the injury occurs in the designated work area. Employees shall report all injuries occurring during telework worktime must be reported to their immediate supervisor and the Human Resources office within 24 hours.
The College assumes no liability for injuries occurring in the employee’s teleworking site outside the agreed-upon work hours. The College is also not liable for injuries to third parties (including members of the employee’s family) at the teleworking site.
The College reserves the right to inspect and audit the teleworking site to ensure that is safe and properly secured.
A medical work release must be on file in the Human Resources Office prior to an employee participating in a Flexible Work Arrangement due to medical reasons.
Consistent with CVCC’s Technology Resources (Acceptable Use) policy, teleworking employees will be expected to ensure the protection of proprietary organizational and customer information accessible from the approved alternate work location.
Supervisors must grant permission for teleworkers to work on restricted-access information or materials at alternate work locations. Teleworkers shall agree to follow agency-approved security procedures in order to ensure confidentiality and security of data.
The total number of hours that employees are expected to work will not change, whether they are worked at the central or at the alternate work location. This does not, however, restrict the use of alternative work schedules. Non-exempt employees are responsible for fully and accurately reporting all hours worked on the approved form or using the approved method to timely submit time records of all worktime. All time worked by non-exempt employees must be submitted on a daily bases. Any non-exempt teleworker must obtain pre-approval to work any overtime in accordance with CVCC policy. Non-exempt teleworkers also must take the full and required meal period.
Supervisors are responsible for ensuring that employees who telework are recording time and timely submitting their timesheets.
Employees shall apply themselves to their work during designated work hours and not engage in other activities that are not work-related.
Teleworking is not designed to be a replacement for appropriate dependent care. Although an individual employee’s schedule may be modified to accommodate dependent care needs, the focus of the arrangement must remain on job performance and meeting business demands. Prospective teleworkers are encouraged to discuss expectations of teleworking with family members prior to entering into a teleworking arrangement.
Equipment and Software
Prior to the start, and at the termination of the teleworking arrangement, supervisors and employees are responsible for completing an inventory of equipment, software or other office or technology resources that are required for successful completion of work duties. If required, CVCC will set forth conditions by which the State will pay for telephone and services furnished to the employee engaged in the teleworking arrangement.
Equipment supplied by CVCC will be maintained by CVCC. Equipment supplied by the employee, if deemed appropriate, will be maintained by the employee.
CVCC accepts no responsibility for damage or repairs to employee-owned equipment. CVCC reserves the right to make determinations as to appropriate equipment, subject to change at any time.
Equipment supplied by CVCC is to be used for business purposes only. The teleworker should sign an inventory of all office property, and agrees to take appropriate action to protect the items from damage or theft.
Upon termination of the teleworking arrangement, or employment, all company property will be returned to CVCC. Supervisors and employees will sign off on conditional items related to the alternate work location, with employees being responsible for notification should any significant changes occur.
While working away from the office, employees must be accessible for communication during their regularly-scheduled hours (e.g., telephone, e-mail, etc.). This specifically includes the sufficient and reliable internet access at the telework site and cell or landline telephone capacity. Absent extending circumstances, the installation and recurring costs and fees associated with internet and telephone capacity is the sole responsibility of the employee. Specific requirements are subject to the needs of each department.
An employee must forgo telework if needed in the office on a day previously scheduled as a telework day. The employee may be called in to the office when necessary to meet operational needs of the College.
Commencement and Duration of Teleworking Arrangement
Either an employee or a supervisor can suggest teleworking as a possible work arrangement.
Any teleworking arrangement made will be on a trial basis for the first (30) calendar days, and may be discontinued, at will, at any time at the request of either the teleworker or the organization.
Teleworking arrangements that are approved for continuation beyond (30) calendar days must be re-evaluated in relation to business necessity and operational needs of the College, and requires pre-approval from the employee’s supervisor, Human Resources, Appropriate Vice President, and the President.
Termination of Teleworking Arrangement
The availability of teleworking as a teleworking arrangement for employees of CVCC can be discontinued at any time and for any reason at the sole discretion of management; however, it is strongly advised that supervisors provide as much reasonable notice as possible to permit the employee to make alternate arrangements. A minimum of ten (10) business days of notice is generally expected unless employee conduct or safety issues necessitate otherwise.
Termination of a teleworking arrangement by management is not appealable as part of CVCC’s Employee Grievance Process.
Requesting a Teleworking Arrangement
Before entering into any teleworking arrangement, the eligible employee and manager, with the assistance of the human resources department will evaluate the suitability of such an arrangement, paying particular attention to the following areas:
- Employee Suitability. The employee and manager will assess the needs and work habits of the employee, compared to traits customarily recognized as appropriate for successful teleworkers, such as, self-motivation, self-discipline, a history of dependability, and knowledge about computer software and hardware.
- Job Responsibilities. The employee and manager will discuss the job responsibilities and determine if the job is appropriate for a teleworking arrangement.
- Equipment Needs, workspace design considerations, and scheduling issues.
- Tax and other legal implications for the business use of the employee’s home, based on Internal Revenue Service (IRS) and State and local government restrictions. Responsibility for fulfilling obligations in this area rests solely with the employee.
- A Teleworking Agreement Form and a Supplemental Conditions of Employment, available through the Human Resources office, are required to be completed by the employee or supervisor requesting the teleworking arrangement. The Teleworking Agreement Form and the Supplemental Conditions of Employment will serve as a basis determining an employee’s eligibility to participate in a teleworking arrangement, as well as serving as a means of documenting the conditions of an arrangement.
- The President must approve, with recommendation from immediate supervisor, Human Resources, and the appropriate dean, and Vice President. Once all parties have agreed, (30) calendar day trial period will commence.
- The decision to grant or deny a request to telework is within the sole discretion of CVCC.
- The approval process must be completed prior to the start of the employee's telework schedule, and the employee must execute the Telework Workforce Agreement at the being of the trial period.
Evaluation and Follow-Up
Evaluation of teleworker performance during the trial period will include daily interaction by phone and e-mail between the employee and the manager, and weekly face-to-face meetings to discuss work progress and problems.
At the conclusion of the trial period, the employee and manager will each complete an evaluation of the arrangement, and make recommendations for continuance or modifications. Evaluation of teleworker performance beyond the trial period will be consistent with that received by the employees working at the office in both content and frequency, but will focus on work output and completion of objectives, rather than on time-based performance.
An appropriate level of communication between the teleworker and supervisor will be agreed to as part of the discussion process, and will be more formal during the trial period. After conclusion of the trial period, the manager and the teleworker will communicate at a level consistent with employees working at the office, or in a manner and frequency that seems appropriate for the job and the individuals involved.
Employees or supervisors with questions regarding flexible work arrangements should contact the Human Resources Director, or other appropriate Human Resources representative for assistance.
Teleworking Workforce Agreement
Employee Name: _________________________________________________ Date: _______________
The following terms have been agreed upon concerning your request for a work at home schedule on _____________ day(s) of each week beginning ________________. The workdays shall be _____ hours, with a _ minute required meal period each day.
You agreed that this will be your normal work schedule. You understand that if business needs change, with reasonable notice, you will be expected to adjust your work schedule to meet the needs of the College. You are also expected to make every effort to arrange your personal appointments either on your days off or after work hours. The work schedule is as follows:
You agree and acknowledge that you are responsible for fully and accurately reporting all hours worked on the approved form or using the approved method to timely submit time records of all hours worked, including any time worked outside the above agreed-upon work schedule or for any work time occurring over 40 hours in a given workweek. You also agree to submit your time worked each day on a daily bases.
A. The 30-day trial will run from _________________ to____________, unless the terminated earlier. Upon completion of this trial period, the College will evaluate the success of arrangement to determine whether it can be continued. If the College in its sole discretion determines this arrangement is not successful, the College may require you to return to a regular schedule and work location. If you are unable or unwilling to perform the job in the new work schedule as required by management, you will voluntarily terminate your employment.
If this arrangement continues after the trial period, the College reserves the right at any time to change the work schedule, including restoring it to a regular schedule in your original work location. Please note that a change in where you work (home versus office) without other changes, (such as increased hours or extra workdays) is not considered a significant work change.
Equipment and Supplies
You understand that the College is not obligated to provide basic necessary equipment or supplies in order for teleworking to be possible. It is your responsibility to obtain and maintain all equipment and supplies for use during the telework schedule. Any equipment provided by the College is the property of the College and must be immediately returned upon request, at the termination of the teleworking arrangement or upon termination of employment. Other household members or anyone else should not use any College-owned or supplied equipment and supplies except as formally authorized.
You agree to maintain the designated workspace in a safe condition, free from hazards and other dangers to the employee and equipment. You agree and understand that all injuries occurring during telework worktime must be reported to your immediate supervisor and the Human Resources office within 24 hours.
You understand that this Agreement does not constitute a contract of employment between you and the College and does not alter the basic employment at will relationship between you and the employer. CVCC’s s policies applicable to regular employees continue to apply to you unless this agreement states otherwise.
I have read and understand this Agreement and accept its conditions and the requirements of the Flexible Work Arrangement Policy
Employee Signature: ________________________________ Date: ________________
Supervisor Approval: ________________________________ Date: ________________
Human Resources Approval: __________________________ Date: ________________
Dean Approval: _____________________________________ Date: ________________
Vice President Approval: ___________________________ Date: ________________
President Approval: _________________________________ Date:_________________
(These processes apply to full-time employees)
Any college materials/property/equipment is to be returned and receipted by the employee’s immediate supervisor prior to the employees last day of work. Any IT assigned equipment is to be documented through the IT Ticket System by the employee’s immediate supervisor for inventory and reassignment.
Office desk/filing cabinet keys are to be turned in by the employee to their immediate supervisor.
Terminating employees are required to have the CVCC Check-Out Procedure Form completed and returned to the Human Resources Office on their last day of employment. (See Attachment).
All building keys/key fobs/electronic access/ID badges are to be turned into the Human Resources Office and documented on the Check Out Procedure Form.
Building keys are turned into the Maintenance Department by Human Resources Office staff.
Key Fobs/electronic access/ID badges are turned into the Office of Office of Safety, Security, and Health Department by Human Resources Office staff.
An IT Termination ticket is submitted by Human Resources Office Staff on the employees last day, which initiates IT/IS access points/rights to be terminated (i.e. network access, e-mail access, colleague access).
Safety & Security Protocols
Prior to an employee being placed on suspension, the Human Resources Office, or appropriate Vice President will notify the Office of Safety, Security, and Health Department to coordinate any meetings, or special considerations regarding the safety and welfare of the employee and the campus community related to the employee suspension.
Prior to an employee being placed on suspension, the Human Resources Office, or appropriate Vice President will notify the Chief Technology Officer to coordinate immediate suspension of access points to CVCC technology resources.
Upon notification of suspension to the employee, the Human Resources Office, or appropriate Vice President will communicate and coordinate the collection of any building keys/key fobs/electronic access/ID badges from the employee.
If and when an employee is reinstated following suspension, the Human Resources Office, or appropriate Vice President will notify the Office of Safety, Security, and Health, and the Chief Technology Officer, and will return any building keys/key fobs/electronic access/ID badges to the employee, as well as requesting reinstatement of access points to CVCC technology resources.
Terminations for Cause Involving Special Circumstances, or Additional Safety and Security Considerations
In the event an employee is Terminated for Cause, the Human Resources Office, and the appropriate Vice President will request a *meeting with the employee, with notification to appropriate supervisors, and the Office of Safety, Security, and Health to coordinate any special considerations regarding the safety and welfare of the employee and the campus community related to the employee termination.
In the event an employee is Terminated for Cause the Human Resources Office, and the appropriate Vice President will notify the Chief Technology Officer to coordinate immediate termination of access points to CVCC technology resources.
Upon notification of termination to the employee, the Human Resources Office, or appropriate Vice President will coordinate the collection of any building keys/key fobs/electronic access/ID badges from the employee.
In the event of a terminations for cause involving special circumstances, or additional safety and security considerations, the Human Resources Office will coordinate with the employee and the departmental supervisor to allow for the employee to collect personal belongings from their work space or office area.
The Human Resources will make all attempts to coordinate a day/time that will minimize disruptions to the work environment, and will also coordinate with the Office of Safety, Security, and Health to coordinate any special considerations regarding the safety and welfare of the employee and the campus community.
* In the event that attempts to contact or meet with an employee to execute the termination of employment are unsuccessful, additional considerations related to safety and security protocols, as well as securing college premises/property may be necessary.