(A) Selection procedures
(1) Classified positions
at the university are filled through a competitive process. The process may
include a written examination, test of skills, or an interview in the
department of human resources or the hiring department. The process is designed
to measure the knowledge, fitness, skills, abilities and worker characteristics
necessary for successful performance on the job.
(2) The procedures at CSU
have been established to provide equal employment opportunity. Because each
applicant must be ranked according to the same basis of comparison, it is
essential that each applicant undergo all of the processes currently required
for a particular position.
(B) Job change or promotion
(1) Employees who seek
advancement are encouraged to do so through available the competitive selection
process at the university. In order to be considered for a vacant position,
employees must apply for posted vacancies in the online position management and
(2) When a position
becomes available, human resources recruitment will post the notice of position
vacancy. A current CSU employee can apply for listed positions during the
application period. Employees who apply for the vacancy, meet the minimum
education, training, and experience requirements, and pass all criteria within
the recruitment process, will be considered for the vacancy. Employees must
have a current, satisfactory performance evaluation on file in human resources,
indicating that the employee's overall performance meets
(3) A current employee
may be allowed necessary time off the job for interviews at CSU, without loss
of pay, when an interview is scheduled during the workday (up to two interviews
during any one calendar year). Employees may use vacation or compensatory time
if needed for additional interviews at CSU. The employee's supervisor must
approve the release time.
(4) If an employee is
selected for a new position, it is the employee's responsibility to notify
his or her current supervisor. The department of human resources will
coordinate the date of transfer.
compensation. A promotion constitutes advancement to a job with greater duties
and responsibilities in a higher pay grade. An employee who is promoted shall
receive an increase of five per cent in base pay, but not less than the minimum
of the new pay range, whichever is greater.
(C) Lateral transfer.
A lateral transfer is movement of an employee
from one classified position to another in the same pay grade through position
audit or the competitive selection process. An employee who transfers from one
position to another in the same pay grade shall suffer no loss in pay due to
A demotion is the movement of an employee from a
position in one classification to a position in a classification with a lower
pay range through position audit or the competitive selection process. When an
employee is demoted, the employee will receive a five per cent decrease in pay
rate. If the top of the new pay range is less than the five per cent decrease,
the maximum pay rate of the new pay range will be applied.
(E) Probationary period.
(1) When an external
applicant is hired, or when a non-bargaining unit employee successfully
competes for a promotion, a probationary period of one hundred and eighty days
must be completed before such appointment is considered final. In most cases
the probationary period is computed in calendar days beginning on the date of
hire. Intermittent employees (those who are not assigned a regular, fixed
schedule) serve a probationary period, which is computed on an "hours
(2) The probationary
period provides employees with the opportunity to learn the duties of the new
position and to demonstrate that the duties and responsibilities of the
position can be undertaken satisfactorily. The employee's job performance
is evaluated twice prior to completion of the probationary period. However, if
a new employee receives an unsatisfactory performance rating, the department
may request a probationary separation prior to the completion of the
probationary period. If within thirty days of starting in the new position, an
employee who has been promoted is unable to fulfill the responsibilities of the
new classification, a demotion to the former position or similar classification
may be allowed, at management's sole discretion.
evaluations must be conducted at the midpoint of the probationary period and
one month prior to the end. An employee who receives a probationary separation
is not eligible for consideration for rehire for one year unless deemed
eligible by the department of human resources.
(F) Position duties and
(1) The duties of a
classified position are determined and assigned by the supervisor or department
head. A summary of these duties and the recommended classification are
contained in the most recent audit report prepared by the department of human
resources. However, over a period of time, these duties may
(2) Changes in the
regular job duties of a position sometimes result in a change in the
recommended classification of the position. On other occasions the changes
involve duties which fall within the scope of the current
(3) Few positions require
the entire variety of job duties appropriate to their classifications.
Likewise, many positions require some duties which are also contained in other
classifications. On occasion, temporary job duties will be assigned for such
reasons as a shortage of staff, a reduction of regular duties, or a temporary
increase in workload. Such changes do not affect the classification of a
position. A classification is not reduced when temporary duties appropriate to
a lower classification are assigned. Similarly, a classification is not
increased when temporary duties appropriate to a higher classification are
(4) An employee who is
temporarily assigned to all the duties of a position with a higher pay range
than their own is eligible for a temporary pay adjustment. Entitlement to the
temporary pay adjustment depends upon the amount of continuous time the
employee performs the temporary duties. The employee will receive a five per
cent adjustment above the current base pay rate, or an adjustment to the
minimum rate of the pay range of the temporary position, whichever is greater.
An employee temporarily assuming a professional staff classification will
receive a five per cent adjustment above their current base rate of pay, or an
adjustment to the minimum rate of the professional staff position wage scale,
whichever is greater.
(G) Performance evaluation.
evaluations are a part of employees' permanent record. Performance
evaluations are completed twice during employees' probationary period and
(2) An evaluation
contains an assessment of an employee's performance in specific areas of
responsibility and conduct, and includes a portion for employee
self-evaluation. The supervisor completes their evaluation of the
employee's performance. Their comments are reviewed by the next level
supervisor. The employee and supervisor then meet to discuss the
(3) The evaluation serves
the following purposes:
(a) It serves as a means of communication between employee
and supervisor to establish annual goals, clarify standards of expected job
performance, and the employee's continued development;
(b) It gives the supervisor and the employee an opportunity
to discuss specific performance accomplishment problems and to set goals for
(c) It serves as the basis for merit increase
(d) It forms a basis for a determination of promotion
eligibility for an employee who wishes to participate in the universitys
internal promotion procedure. An overall rating of "2" or below makes
an employee ineligible to be considered for other positions.
(H) Position audit.
(1) A position audit,
also called a reclassification review, is a review of a classified
employee's regularly assigned duties and responsibilities to determine
whether the position is properly classified. To be eligible for a
reclassification review, changes in duties must be significant, and they must
be continuous or recurring. An employee must perform the new duties for a
period of four months to be eligible for the reclassification review. An audit
is not conducted for assignments of a temporary nature. A request for an audit
of a position may be made not more than once in a twelve month period or by
employees in probationary status.
(2) This review may be
requested by the employee, or the employe's supervisor, by
submitting a completed position audit/reclassification request
(3) A human resources
staff member will conduct a job audit interview and prepare a draft job
description for review by the employee and supervisor. Once all parties agree
to the job description, human resources will evaluate the position. The job
classification which most accurately describes the duties performed shall be
assigned to the position.
(4) Potential outcomes of
the reclassification process are: promotion to a higher grade, with a
promotional increase; a lateral change (new title but no change in grade or
pay); denial of request; or demotion. Any changes resulting from a
reclassification request is effective the first pay of the period following the
date of submission.
(5) The decision rendered
on position audits for non-bargaining unit positions may be appealed to the
state personnel board of review. Bargaining unit position decisions may be
appealed through the grievance procedure.
(I) Pay rate adjustments.
Changes in the rate of pay for employees who are
members of bargaining units are set through the collective bargaining process.
The university's board of trustees authorizes compensation rates for
employees who not members of a bargaining unit. Any pay rate adjustment shall
only be given to individuals who are employed at the time the adjustment is
(1) Wage increases. The
total salary pool for wage increases is distributed as a combination of across
the board and merit increases. Merit increases are given at the sole discretion
of the university and directly tied to the performance evaluation process.
Employees must have completed at least six months of employment to be eligible
for a merit increase, and the performance evaluation must have an overall
rating of "Exceptional Performance" or "Excellent
Performance" for an employee to receive a merit increase.
(2) Market adjustments.
In order to maintain market competitiveness, or to aid in the recruitment or
retention of employees, it may be necessary for the university to adjust pay
rates. Such adjustments will be based on survey data or other facts documenting
retention issues or the inability to recruit a qualified pool of applicants at
current pay rates.
(3) Equity adjustments.
An equity adjustment is a special salary action to correct an inequity that
cannot be corrected within normal wage administration guidelines. This
adjustment is used to react to sudden changes in the competitive market where
the hiring rate of a new candidate may cause an internal inequity. An equity
adjustment may be applied to an individual employee or a specific
classification affected by the inequity.
An employee planning to resign or retire shall
provide a written notice of intent to the employee's immediate supervisor
at least thirty days before the end of service. Fewer than thirty days'
notice may be given with approval from her/his supervisor and human
(K) Lay off and recall.
(1) The provisions
concerning layoff and recall for bargaining unit represented employees are
specified in the applicable collective bargaining agreements.
(2) For non-bargaining
represented employees, procedures shall conform to the provisions set forth in
the Revised Code.
(3) A layoff can occur
for reasons such as lack of work, lack of funds, reorganization, efficiency of
operation, or any other legitimate reason as determined by the
employees shall be laid off first, followed by part-time employees, and then
full-time regular employees.
The order of lay-off is based on retention
points (length of service within classification). An employee to be laid off
may choose instead to displace (bump) an employee with fewer retention points
in the same or a lower classification of the same series. Employees who have
been laid off retain reinstatement rights for a period of one year from
(L) Progressive corrective action and
(1) Each university staff
member is responsible for constructive self-awareness and self-discipline.
These traits contribute to a cooperative working atmosphere in which employees
can and do perform their duties efficiently.
(2) When an
employee's performance or behavior requires correction, progressive action
should be taken. Progressive corrective action may include verbal and written
warnings, suspension, or termination of employment. Nothing limits the right of
the university to bypass progressive corrective action and suspend or terminate
an employee for any offense that, in the university's sole discretion, is
of such a nature that use of progressive corrective action is not appropriate
(3) Dismissal for cause:
Employees may be dismissed for cause. The following list includes, but is not
intended to be an all-inclusive list, of examples of cause that justify
accelerated disciplinary action. Cause shall include, but is not limited to the
(a) Unsatisfactory performance or neglect of assigned
duties and responsibilities;
(b) Violation of recognized standards of professional
conduct or performance;
(c) Personal conduct that impedes the individual's
proper fulfillment of assigned duties and responsibilities;
(d) Personal conduct that violates state or federal law
including, but not limited to:
(i) The use of illegal
substances or abuse of prescribed medications.
(ii) Possession of
illegal substances, the illegal possession of drugs and medication for the
purpose of the sale of those substances or drugs.
(iii) Sexual, ethnic,
racial, or religious harassment, or any other harassment prohibited by law or
(e) Personal conduct that interferes with the operations of
(f) Conviction of a crime as defined in section 2901.01 of
the Revised Code, or a substantially equivalent offense under a municipal
ordinance, which is committed on or affects persons or property of the
(g) Conviction of an infraction or crime which affects
persons or property on the university campus, or any other infraction or crime
that adversely affects performance of job duties and
(h) Concealing, falsifying, altering or removing university
records, including electronic data records.
(i) Viewing, recording, copying, or otherwise using
university records for which the individual does not have a business purpose to
(j) Producing fraudulent or falsified
(4) Employees subject to
potential disciplinary action at the suspension and termination levels will be
offered an opportunity for a pre-disciplinary review hearing, to be conducted
by the senior vice president for business affairs and finance, or designee.
Suspensions and terminations must be authorized by the senior vice president
for business affairs and finance, or designee.
(M) Appeal of disciplinary
Bargaining unit employees may appeal an action
through the grievance procedure, as specified in the applicable collective
bargaining agreement. Non-bargaining unit employees may appeal certain
disciplinary actions, in accordance with the procedures set forth by the state
of Ohio state personnel board of review.
(1) The university seeks
to respond promptly to employee complaints in the interest of sound employee
relations. Any employee who has a complaint on the job should first discuss the
matter with the immediate supervisor. If the problem is not resolved, the
employee may consult with the department of human resources, or may proceed
under the appropriate complaint resolution procedure.
(2) Any claims of
unlawful discrimination or harassment under federal and state civil rights
laws, regulations, executive orders or university policy shall not be processed
through this complaint resolution procedure. Such claims will follow the
procedures of the office for institutional equity.
(3) Complaint resolution
procedures. A complaint processed through this resolution procedure is defined
as a dispute or disagreement concerning the alleged misapplication,
misinterpretation, or failure to comply with provision(s) of this policy
(4) Complaint resolution
steps and process. The complaint resolution process is an internal fact finding
procedure. As a result, parties may not have legal representation present at
any step in the complaint process. The staff member may invite a support person
(e.g., relative or friend) of his/her choice to attend meetings, but the person
may not act as the staff member's representative or present argument on
the member's behalf. The support person may only consult with the
(5) When complaints
arise, the following procedure shall be followed.
(a) Pre-step: The staff member and his/her immediate
supervisor shall meet to attempt to work out the complaint on an informal
basis. If the complaint is not resolved under this informal method, the staff
member shall proceed as follows.
(b) Step one. The staff member shall first present a
written complaint to the staff member's department head, or designee,
within ten working days of the event upon which the complaint is based. Within
ten working days after receipt of the complaint, the department head, or
designee, will schedule a meeting with the aggrieved classified staff member to
discuss the complaint and listen to the complainant's explanation.
Following the meeting, the department head, or designee, shall issue a written
response to the complaint within ten working days.
(c) Step two. If the complaint is not satisfactorily
resolved in step one, the aggrieved employee may file a written appeal with the
assistant vice president for human resources, or designee, within ten working
days after the receipt of the step one decision. The assistant vice president
for human resources, or designee, will schedule a meeting with the aggrieved
staff member, supervisor, department head and/or other appropriate University
personnel within ten working days after the receipt of the appeal and will
render a written decision within ten working days after the close of the
meeting. A copy of the written decision will be sent to the complainant. Such
decision will be final.
(d) Step two of the complaint resolution procedures is the
final step of the internal appeals process.
classification and promotion is based solely on appropriate qualifications and
performance. Relationship by family, marriage, or partnership shall constitute
neither an advantage nor a deterrent to appointment in the university, provided
the individual meets and fulfills the appropriate appointment standards. It is
not the intent of this policy to encourage the employment of relatives within
the same unit, but rather to reemphasize the concept that the selection of
personnel shall be solely on the basis of merit in accordance with the state of
Ohio conflict of interest statutes.
(2) The university, on a
full-time or part-time basis, may employ members of the same immediate family
so long as neither family member is responsible for the decision to hire,
supervise, direct, evaluate or make recommendation to merit increases for the
other, or is in a position to influence those decisions.
An employee who is required to wear a uniform is
provided uniforms. Generally, five uniforms remain in the possession of the
employee during the period of active university employment. It is the
responsibility of the employee to provide for the cleaning and repair of
uniforms. Unserviceable uniforms are replaced at the discretion of the
university. Uniforms must be returned upon the employee's termination of