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Policies and Procedures

Procedure for Promotion

I. Statement of Intent

Springfield College is committed to the development of its employees personally and professionally. The college supports internal promotion and transfer whenever possible. Job vacancies are listed in the Job Opportunities bulletin, published weekly and posted on bulletin boards at the College.

Employees who feel they meet the requirements of a posted position must contact the Office of Human Resources for an Application for Staff Employment.

II. Promotion and Transfer Defined

A. A promotion is defined as a job change, normally following the process of competitive recruitment, to a position at least one salary grade higher.

B. A transfer is defined as a job change to a position in the same salary grade. A transfer is sometimes referred to as a lateral job move.

III. Application for Promotion and Transfer

A. An employee may discuss career advancement, qualifications for a particular job and his/her potential for a particular job with the Manager of Employment and Equal Opportunity or other appropriate individual(s) in the Office of Human Resources without being required to submit an application. To apply for a vacant position for which the employee wishes to be considered, the employee must submit an Application for Staff Employment to the Office of Human Resources.

B. An employee must be in his/her current position for six (6) months prior to applying for promotion or transfer. The time period may be waived by mutual agreement of the employee, the department head, and the Director of Human Resources.

C. An employee who wishes to be considered for a transfer or promotion will be interviewed in the Office of Human Resources prior to being referred to the hiring department.

D. If an employee submits an application for a specific vacant position and is not selected, the employee will be so notified by the Office of Human Resources.

If an internal applicant does not identify a specific vacant position for which he/she is applying, it is the responsibility of that individual to review Job Opportunities bulletins and contact the Manager of Employment and Equal Opportunity, concerning specific vacant positions for which he/she wishes to be considered (see V. Status of Application).

IV. Selection Process

A. Whenever possible, internal candidates will be given preference over external candidates. Employees are expected to possess the required qualifications for the position and will be evaluated on the job-relatedness of their skills, knowledge, abilities, and work experience. If an employee is selected as the top candidate for a position, the employee will be notified by the Office of Human Resources or the hiring supervisor. Reference checks will then be conducted with the employee's immediate supervisor. It is recommended that the employee inform his/her supervisor that he/she is being considered for an internal opening and that a reference check is pending.

V. Status of Application

A. The application for transfer or promotion will be kept on file in the Office of Human Resources as an active application for a period of six (6) months. If an employee wishes to have his/her application remain active for longer than six months, he/she must notify the Manager of Employment and Equal Opportunity on a timely basis.

VI. Notice Period

A. Support Staff employees who are successful candidates for a new position (promotion or transfer), are expected to provide a minimum of two weeks notice to their current supervisor. In the case of Administrative/Professional Staff employees, one month notice is requested. The notice period may be extended upon agreement of both departments. If an agreement cannot be reached between the departments, the action will be reviewed with the Office of Human Resources.

VII. Compensation

A. Rates of pay upon promotion and transfer are in accordance with Springfield College's salary administration practices. Specific information can be obtained in the Office of Human Resources.

VIII. Introductory Period

A. Employees will be required to serve a six-month introductory period following a promotion. Transfer employees who have successfully completed their introductory period in another position are not required to serve a six month introductory period in their new position.

IX. Length of Service

A. The employee's length of service with Springfield College will remain intact.

X. Processing

A. A letter of confirmation of appointment will be sent to the employee from the Office of Human Resources. The employee must report to the Office of Human Resources for benefits orientation if he/she is changing from part-time to full-time status. Time and place for this orientation will be communicated to the employee by the Office of Human Resources through the letter of confirmation of appointment.

Dispute Resolution Procedure (Grievance Procedure)

If something about your job bothers you, quite often an open and honest discussion with your supervisor will provide the satisfaction you seek. Your concern, regardless of how small, is important and deserves careful attention. Our desire is to solve it with you in the best interest of all as we seek to restore harmony within interpersonal relationships in the workplace. Each employee has an obligation to make every effort to resolve problems as they arise. If informal problem-solving is unsuccessful, you may choose to utilize the formal procedure.

The College's dispute resolution procedure for Staff employees is designed to afford a method of resolution of disputes, grievances, or complaints that arise between employees and their supervisors. The procedure is open to all full- and part-time Staff employees to express feelings of unfair or disparate treatment, or dissatisfaction with job-related issues. Matters such as classification, rate of pay, and title are generally handled administratively rather than through the grievance/dispute resolution procedure. If you are uncertain as to whether or not you have an issue that is appropriate for this procedure, or if you have questions concerning the process, you are encouraged to direct your concerns to a member of the professional staff in the Office of Human Resources.

The Office of Human Resources staff, for purposes of this procedure, assumes a neutral role (takes no sides) and is available to discuss your problem with you. A member of the Human Resources staff will help you put your grievance in writing if you wish.

Springfield College has a three-step grievance/dispute resolution procedure which must be initiated within ten (10) workdays from the date of the condition or occurrence giving rise to the complaint: (Step 1 - Supervisor; Step 2 - Department Head; Step 3 - Dispute Resolution Advisory Committee).

Use of the dispute resolution procedure is encouraged. Under no circumstance will you be discriminated against for using this important procedure.

Dispute Resolution forms are available from the Office of Human Resources.

All employees may appeal directly to the Affirmative Action Officer, regardless of length of service, in cases of alleged disparate or discriminatory treatment based on race, sex, sexual orientation, age, color, religion, national origin, disability, or status as a veteran.

Counseling And Disciplinary Action Policy

Policy:

It is the policy of Springfield College that all employees maintain established standards of conduct and performance suitable to Springfield's work environment. It is the responsibility of the supervisor to initiate appropriate corrective action. Such action is considered a dimension of performance evaluation and may be administered against Administrative/Professional Staff and Support Staff employees.

Procedure:

The goal of the Springfield College Counseling and Disciplinary Action Policy is to allow employees every opportunity for improving levels of performance before it becomes necessary to consider dismissal action. Although corrective action usually consists of the constructive sequence as outlined below, an employee may be subject to dismissal action after or during any of the steps if no improvement is displayed. Consideration will be given to the seriousness of the incident and extent of prior offenses. Serious misconduct may result in immediate discharge.

• a verbal warning, supported by file documentation;
• a first written warning;
• a second written warning which may include a suspension without pay (maximum of five working days)
• a letter of dismissal preceded by a formal meeting between the employee and the supervisor.

Each warning need not result from the same type of violation or misconduct. Each will be documented by the supervisor; the employee shall receive the original copy of each notice, and a copy will be placed in his/her official personnel file in the Office of Human Resources. If no additional action is taken against the employee within 12 months from the incident, the problem is considered resolved.

Supervisors should utilize the following process in implementing corrective action:

1. Discuss problem privately with employee; explain rules of conduct and/or performance standards. Give oral warning. Document the discussion for supervisor's "incident file"; retain along with any documentary evidence of the problem.
2. If oral warning proves insufficient, supervisor should consult with the Director of Human Resources or representative before proceeding further. After consulting with HR, a written warning may be prepared and discussed with the employee. Letter should include description of the problem, suggested courses of action, time period for resolution, and possible consequences of noncompliance.
3. If the problem continues, supervisor may take additional action, following consultation with the Office of Human Resources. Such action may include a second written warning. It may also include a suspension, or temporary or permanent demotion.
4. An employee may be dismissed as a result of two (2) warning letters on file. Before dismissal occurs, however, the supervisor must have the prior approval of his/her supervisor and the Director of Human Resources. The supervisor should meet with the employee, explain the reasons for the action, and provide the employee with a letter of termination.

Examples of Misconduct:

NOTE: All examples used in this policy statement are examples only and are not to be all inclusive.

• A continual record of poor attendance, tardiness, or early departure
• Violation of any departmental work rule or procedure
• Unwillingness or inability to work in harmony with others, discourtesy, or conduct creating disharmony, irritation, or friction
• Disclosure of information considered confidential by Springfield College
• Neglect of assigned duties, unsatisfactory performance of the job
• Insubordination; refusal to obey orders from an immediate supervisor or department head
• Deliberate destruction or misuse of Springfield College resources
• Dishonesty or theft, including falsification of records, including employee time records, and punching another employee's timecard or deliberately falsifying timecards
• Use, possession, or distribution of alcohol or controlled substances
• Possession of firearms, or other weapons
• Fighting or other disorderly conduct on Springfield College premises; threatening, intimidating, coercing, or disrupting the work of other employees
• Restricting or holding back productivity on the job, including loafing on the job and engaging in personal business on work time without permission
• Violation of Springfield College's discrimination and sexual harassment policy or any College policy, including safety rules, instructions, or common safety practices, including failure to report an accident or injury
• Absence from work without approval for three consecutive work days
• Sleeping on the job during work time
• Conviction of a crime involving dishonesty or violence that impairs suitability for employment.

01/22/97

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