STATEMENT OF ADMINISTRATIVE GOALS RELATING TO CLASSIFIED PERSONNEL

Colorado State University shall endeavor to promote an environment within which each staff member can perform to maximum capability. This document is an expression of the standards toward which the institution will strive, acknowledging the constraints of available resources. The goals incorporated herein constitute an essential part of the CSU administrative philosophy.

Colorado State University will endeavor to provide the following to each state classified employee:

1. A safe and healthy working environment.
2. Adequate resources, instructions and training for performance of assigned duties.
3. Courteous, respectful and considerate interactions with others within the University community.
4. Administrators who:
5. know and practice administrative due process under the Rules and Regulations of the Colorado State Personnel System, CSU Human Resources Manual, and the CSU State Classified Personnel Handbook, and
6. are fair to the individual supervised.
7. Open two-way communication with administration which includes:
8. provision of appropriate information concerning the employee’s job, organizational unit, CSU, and the Colorado State Personnel System.
9. timely information concerning promotional opportunities; and
10. reasonable answers to rational questions and suggestions.
11. Assistance from administration, when appropriate, in achieving deserved and timely job advancement and promotion based upon merit, ability, and opportunity.
12. A current job description and a clearly defined, realistic performance plan.
13. Regular and objective evaluations by the immediate supervisor of the employee’s job performance, based on the current job description and performance plan.
14. A job classification and pay rate that corresponds to the primary job duties performed.
15. A working climate characterized by basic ethical and legal principles.

APPOINTING AUTHORITY DELEGATION

The President of Colorado State University has delegated Appointing Authority powers for all actions affecting the University’s employees covered by the State Personnel System requiring such power to the Vice President for Human Resources and Associate Director of the Human Resources Department. Any involuntary separation of a state classified employee from the University or any other action contemplated which may affect an employee’s pay, status or tenure must be forwarded to the Vice President for Human Resources for consideration and appropriate action. The President has also delegated to the Vice President for Human Resources the authority to further delegate authority over matters of discipline to those University officials who, in her/his opinion, possess the judgment and the knowledge of the rules of the State Personnel System to properly exercise such authority. This may include re-delegation of authority for discipline to a specific individual within a particular department or to other employees within the Human Resources Department not specifically outlined in the President’s Appointing Authority Delegation – State Personnel System.

Nothing in this delegation should be interpreted to affect the ability of academic and administrative department heads to make decisions implementing policy which affect their subordinate State Classified employees including, but not limited to, assignment of duties, scheduling of work hours, approvals of time off, etc., whenever such authority is exercised in accordance with Federal or State laws, University policy and State Personnel rules and procedures. However, the Vice President for Human Resources shall have the authority to modify or rescind the operational decisions of academic and administrative department heads which in her/his judgment, are inconsistent with such rules, policies or procedures.

The President has also delegated Appointing Authority power in grievance and performance pay dispute matters affecting employees covered by the State Personnel System to the Provost, Vice Presidents and Deans. Should the cognizant Provost, Vice President or Dean be unavailable or unable to deal with the issue due to a conflict of interest, the Vice President for Human Resources shall delegate this authority to another University official on a case-by-case basis.

Classification System

The system provides a basis upon which all employees are graded and compensated. The system is comprised of classes and each class is comprised of positions that have comparable duties and responsibilities.

Positions

Every position within a class shall: bear the common descriptive title of the class; be subject to the same class definition of duties, responsibilities, and authority; require the same minimum training and experience; and be subject to the same compensation range. See the University compensation plan on the Human Resources Department web site for job titles, codes, pay grades and salary ranges (Appendix 5 –8 of this manual).

Assignment of Duties and Responsibilities

The University shall be responsible for assigning position responsibilities, authorities, and duties which may be temporary or permanent, incidental or essential. Further, the University may determine the location of work for the position, the tools and equipment to be furnished, and set the hours of work and work conditions. The classification plan of the State Department of Personnel may in no way be construed to limit or to interfere with the University’s authority and responsibility as outlined above.

Position Classification

Positions are classified on the of complexity, decision-making, and line/staff authority.

Assignments may be periodically reviewed for changes in duties and responsibilities which may impact classification. If a person believes his/her position warrants such a review, the employee should submit to his/her supervisor an original Position Description Questionnaire (PDQ). After review and signature from the supervisor, department head and any other required University official, the PDQ should be forwarded to the Employment Unit of the Human Resources Department.

The University may, at any time, request a job description of any position to ensure that it has been properly classified, i.e., allocated to the appropriate class.

All occupied position descriptions must have a completed Employee Certification of Position Description form on file.  It certifies that the employee agrees to the duties listed in the PD and the employee understands the true representation of what is expected of the position.

Positions within the Personnel System

Positions within the personnel system may be:

1. Regular full-time positions which are established for a full-time schedule.

2. Regular part-time positions which are established for less than a full-time schedule where the schedule is fixed. Positions of this type may be established for reoccurring periods of less than 12 months such as full-time 9-month positions.

3. State classified hourly positions which are established to staff on call or irregular work schedules, thus making it impractical to establish a regular part time (salaried) position. The same basic policies that apply to state classified salaried personnel for establishing a position, methods of filling a position, hiring rates, etc., also apply to state classified hourly personnel.

 

Methods of Filling Positions

State classified positions may be filled by a qualified and eligible transfer, reinstatement or voluntary demotion candidate. Additionally, positions may be filled from an eligible list which is a ranked list of qualified open competitive candidates at the completion of a comparative analysis. The comparative analysis often includes candidates eligible for transfer, reinstatement, or non-disciplinary demotion. Specific information related to eligible lists and referrals may be obtained from the Employment Unit of the Human Resources Department by calling (970) 491-6947.

Establishing a Position

Before a state classified appointment can be made, a position must be established through the Human Resources Department. The department must complete a Position Description Questionnaire (PDQ) form, describing the duties and responsibilities of the position, and submit it to the Employment Unit for classification.

Appointment Process

1. Be sure there is a provision in the departmental budget and FTE for the position. The fact that a position appears on the department budget does not mean that the job is established with the State Classified Personnel System.

2. Check with the Employment Unit of the Human Resources Department to determine your options for filling the position. An eligible list may need to be developed if one does not already exist. If an eligible list does exist, a referral will be generated with the names of applicants’ eligible to interview. The vacancy will be posted on the weekly transfer bulletin.

3. If the individual you wish to appoint is not from an eligible list (i.e., transfer, reinstatement, reappointment, demotion) obtain clearance from the Records Unit of the Human Resources Department before making an offer of employment to ensure the individual is eligible to be hired.

4. Certain eligible list referrals require clearance from the Office of Equal Opportunity prior to an offer being extended. This additional requirement is clearly noted on such lists.

5. After selection of the individual, the new hire completes the top portion of the State Classified Personnel Action Data Initial Employment form and this information, along with the appointment data the department supplies (found on the bottom of the form), is entered by the department into         the Personnel/Payroll System and submitted for electronic approval. The required new hire forms described later in this section must be completed and forwarded to the Records Unit as well before final approval of the action can be made. If the appointee is a transfer and the Employee Group remains the same, the new department must initiate the transfer through the Personnel/Payroll System. If the appointee is transferring and the Employee Group is different, or the appointee will be working both jobs, the new assignment must be set up as a new Concurrent Assignment in the Personnel/Payroll System.

 

Comparative Analysis

1. Comparative analysis, required for each classification, is designed to assess the knowledge, skills, and abilities that applicants possess relative to the duties of the position. Comparative analysis results in the establishment of an eligible list of applicants in order of score attained. In some cases, a physical examination, background security check or polygraph may be requested by the department as a requirement of employment. If required, such physical comparative analysis, background security checks or polygraphs are paid for by the University.
2. The comparative analysis for classified positions at the University is administered and/or oversight is provided by the Human Resources Department and/or other State agencies.
3. Open competitive comparative analysis is open to all applicants, including current and former employees who meet the minimum requirements for the position.
4. Qualified applicants shall have an equal opportunity for entry into the state personnel system through fair and open competition.
5. Promotional comparative analysis is open to current classified Colorado State University employees, and former classified employees with reemployment rights who meet the requirements.
6. Applications for comparative analysis is available from the Employment Unit of the Human Resources Department, located at 555 S. Howes St., Fort Collins, CO 80523; at State of Colorado Job Services Centers; or at any authorized State agency in Colorado.

Probationary Period

The probationary period for all new employees, including reinstated employees, will be 12 months. Earlier certification may be granted at any time with a written request from the employing department and completion of a written performance evaluation of Level 2 or higher, subject to approval by the Vice President for Human Resources. Continued employment and certified status will depend upon the employee successfully completing the probationary period. Supervisors with performance issues relating to probationary employees should consult with the Associate Director of Human Resources.

Employees on a probationary appointment are entitled to the same rights and privileges as certified employees, except for the:

1) right to a hearing to review a disciplinary action which is based on unsatisfactory performance,

2)  right to be placed on a reemployment list

3) privilege of reinstatement. They do, however, have the privilege of being considered for transfer.

Trial Service Period

Current certified employees, who are promoted, reinstated or transfer to a different class must serve a trial service appointment period of no more than six months. Certified status may be granted at any time with a written request and completion of the trial service rating form indicating an acceptable level of performance, subject to approval by the Vice President for Human Resources. Certification may not be granted retroactively. If an employee’s performance is not satisfactory during the trial service period, the employee shall be reverted to a vacant position in the previously certified class with no right to a hearing or, if no vacancy exists, shall be accorded any retention rights to which the employee may be entitled under the layoff provisions. At the discretion of the Vice President of the Human Resources Department, corrective or disciplinary action may be administered instead of reversion or administrative separation.

 

Early Certification

A request for certified status (sooner than the full 12-month probationary period or the 6-month trial service period) should be submitted by the employing department in writing, to the Human Resources Department. A performance evaluation or a trial service rating form, as appropriate, should accompany the request. Early certification will not be granted if a layoff is in progress in that job classification. Certification will be granted upon resolution of the layoff.

Promotions

Employees may be promoted in the following ways:

1. Open competitive and promotional comparative analysis which put the employee on eligible lists for referral to vacant, higher level, positions.
2. Reclassification based on changes in job duties and responsibilities, provided the incumbent employee meets the minimum qualifications for the new level of the position.
3. Satisfactory completion of training in a class identified as an Intern class.

Reinstatement

Certified employees who either resign or voluntarily demote in good standing have the privilege of being considered for reinstatement to any class which is at the same level, or lower, than the class previously certified at, providing they meet the minimum qualifications for the position. Current and former employees interested in reinstatement opportunities contact the hiring department directly for consideration.

Reinstated former certified employees must serve a one-year probationary period before being certified. They will also receive a new service date as the date of rehire unless they have documented continuous state service, including state employment outside the state personnel system but excluding temporary and student employment, or they reinstated within 90 days of the date they left the state personnel system.

Separation

Employees may separate from the University by resignation, retirement, lay-off, physical inability, dismissal or death. Broad definitions are given below. More detail may be found in the Personnel Board Rules and Personnel Director’s Administrative Procedures of the Colorado State Personnel System.

Resignation

Resignation is the voluntary termination of employment by an employee. An employee may resign by submitting a written resignation through the supervisor to the Vice President for Human Resources at least ten working days prior to the effective date. Upon mutual agreement by the supervisor or department head, less written notice may be accepted. If the employee does not give ten working days’ notice or gives less notice than mutually agreed upon, the employee is considered to have resigned with prejudice and the employee’s records shall reflect the same.

Retirement

Retirement is the termination of employment and transfer to retired status. An appointment should be made with the Benefits Unit of the Human Resources Department, 60 to 90 days prior to the anticipated retirement date.

Lay-off/Job Abolishment

The head of any University department contemplating the abolishment of a state classified position due to lack of work, lack of funds or administrative reorganization should so notify the Vice President for Human Resources in writing with a copy to the appropriate area dean or vice president at least 70 days prior to the anticipated effective date.

Layoff provisions in the State Personnel System are very complex and retention rights are determined by Human Resources. In making both layoff and any subsequent retention rights decisions a ranking formula (matrix) is utilized for the affected areas. The matrix is consistently applied to any employee affected by the layoff process. Only certified employees whose age plus years of service credit equal 75, on or before January 1, 2013, have retention rights and retention rights are limited to university positions. Eligible certified employees must meet the minimum qualifications and any special qualifications to exercise retention rights against a position. Employees are ranked on seniority, performance, and applicable veteran’s preference, each weighted in accordance with the layoff matrix. Employees with lower rankings must be displaced before employees with higher rankings, except no veteran can be displaced before a non-veteran regardless of rank.

Administrative Separation for Physical Inability

When an employee has exhausted all accumulated paid leave, Family Medical Leave, and Short- Term Disability Leave and continues to be unable to perform the essential functions of their job, the department may request that the employee be administratively separated for physical inability to perform the job. All such requests must be forwarded in writing to the Vice President for Human Resources for consideration. When a certified employee has been administratively separated for physical inability and subsequently recovers, he/she has reinstatement privileges.

An employee with a disability as defined by the Americans with Disabilities Act (ADA) may be entitled to employment accommodations under that act. The Office of Equal Opportunity is responsible for determining whether an individual qualifies for protection under the ADA. Any employee who believes that he/she has a qualifying disability must submit a request for determination to that office.

Dismissal

Dismissal is the disciplinary termination of employment and requires the approval of the Vice President for Human Resources or their designee.  Individuals dismissed for cause are ineligible for future employment at CSU in any capacity.

 

Compensation of State Classified Employees

New Hires

The hire rate for all classes will be set to the minimum of the pay grade (refer to the CSU Compensation Plan). These hire rates will be reviewed periodically to determine if, due to recruiting difficulties, adjustments are necessary for individual classes, occupational groups, geographic areas or across the board. Salaries of new hires must be set in accordance with the guidelines outlined below unless prior authorization from the Vice President for Human Resources has been obtained.

1. “General Use” Classes: In the case of a “general use” class where competition for the same applicant pool could occur between departments, new hires will all be paid at the hire rate. These “general use” classes are defined as Administrative Assistant Intern-III, the Accounting Technician series, Custodian I-II, and Dining Services I-III.

1. All Other Classes: For all classes except “general use” classes described above, departments will have the flexibility to make an employment offer anywhere from the hire rate to 10% above the hire rate when recruitment difficulty or other unusual conditions exist, without prior authorization from the Vice President and Chief Human Resource Officer of the Human Resources Department.

A new hire with current or past time in series (TIS) that can be verified with the state entity will be hired into the same job family at their TIS step pay rate. Upon the request of the employing department and a showing of recruiting difficulty or other unusual condition, the Vice President for Human Resources may authorize the appointment of a person at a salary in the pay range higher than the hire rate, or in the case of a non “general use” class, higher than 10% above the hire rate. When an individual salary above the hire rate is established, it shall apply only to the person for whom it is established.

Note: For “general use” classes, acceptable grounds for approving starting salaries above the hire rate typically must include geographic differences where local salary rates exceed those prevalent in the Fort Collins area.

Transfers

Salaries of transferring employees will remain at the employee’s current pay rate, or the hire rate of the class, whichever is higher. If the employee is transferring from another state agency, however, pay cannot exceed the maximum of the pay grade.

Note: When an employee transfers from another state agency after receiving a final overall rating under that agency’s performance pay program, the University is obligated to pay the employee a base and/or non-base salary adjustment based upon the terms of the CSU plan for the performance rating level received.

Reinstatements

Salaries can be set anywhere from the hire rate of the class being reinstated into, up to a salary rate which reflects the relative position within the pay grade the employee was previously certified at, adjusted for salary survey and occupational study changes. In the case of the reinstatement of a current employee, if the current salary exceeds the previous rate described above, the current rate is the maximum rate.

Note: The new salary cannot be set above the pay grade maximum of the new classification.

Demotions

Demotions resulting from individual classification review will not affect existing base pay, but if the current salary is above the pay grade maximum of the new class, base pay will only be saved above pay range maximum for up to three years as per the provisions of the State Personnel Rules and Administrative Procedures. Salaries for voluntary demotions will remain at the employee’s current pay rate, or the new pay grade maximum, whichever is lower. For disciplinary demotions, pay at the new level will be determined by the Vice President and Chief Human Resource Officer or Associate Director of the Human Resources Department, as appropriate.

Promotions

Upon promotion from either an eligible list or via individual position audit, the employee will receive an increase equal to the percentage difference between the pay grade maximum of the current class and the new class, not to exceed a 10% increase over the employee’s current salary. Once the promotional salary is determined, if the calculated salary is below the appropriate step, the salary would be adjusted to the applicable step rate.

Note: The new salary cannot be set below the hire rate, or above the pay grade maximum (in the case of saved pay situations), of the new pay grade.

System Maintenance Studies

Classification changes resulting from the implementation of system maintenance studies will not affect the pay of employees in those classes unless the hire rate in the new class is above the employee’s current salary, in which case the pay will be adjusted to the hire rate. In cases where the employee’s current base pay exceeds the pay range maximum of the new class, base pay will be saved above pay range maximum for up to three years as per the provisions of the State Personnel Rules and Administrative Procedures.

In-Range Salary Movements

In-range salary movements may be used to increase base salaries of employees who remain in their current classes and positions when there is a critical need, due to salary range compression not addressed by any other pay mechanism. Salary range compression occurs when longer-term employees are paid lower in the range than new hires over a period resulting in documented ongoing retention difficulties. In these unusual circumstances, there is a valid need to increase one or more employee’s base salary in recognition of contributions equal to or greater than the newly hired employees. To be eligible, an employee must be performing satisfactorily as evidenced by the most recent final overall performance rating. Salary movements of this type are discretionary, subject to available funding and must be approved by the Human Resources Department.

Supplemental Pay

The use of supplemental pay requires prior authorization from the Human Resources Department. Supplemental pay is a non-base building temporary form of payment in addition to base pay that may be used when: an employee assumes the full set of duties of a higher-level position that is vacant or the incumbent is on extended leave for a period of one to nine months (i.e., acting/interim appointment), or; an employee is assigned to a long-term project that is not an expected or customary part of the employee’s regular assignment and is critical to the mission and operations of the University. Supplemental pay may not be used to substitute for a promotional or position classification review process.  Employees who are eligible for overtime and who are performing additional temporary duties that are like their regular assignment are entitled to overtime payment for any hours in excess of 40 in a given work week and cannot be paid supplemental pay in lieu of overtime.

Merit Pay

Colorado State University believes that it is very important that its performance management plan provides merit pay that rewards employee commensurate with demonstrated performance. Merit pay may consist of both base and non-base building adjustments.

Prior to the payment of merit pay, the State Personnel Director will specify a percentage for base and non-base achievement pay according to available statewide funding. Merit pay increases are based on an employee’s final performance evaluation and salary position within the pay range. If the final overall rating is Level 1 (needs improvement), the employee is ineligible for merit pay.

An employee granted merit pay shall not be denied the payment because of a corrective or disciplinary action issued for an incident after the close of the previous performance cycle. All merit pay is effective on July 1. The employee must be employed on July 1 to receive payment. The current pay ranges set by the Colorado Department of Personnel are listed in the CSU Compensation Plan located on the Human Resources website.

Employees hired on or before the last working day in December will be evaluated through the formal evaluation process for their partial year of employment. Employees hired on or after the first working day in January will have an informal review for the purpose of giving feedback and beginning the formal performance planning and evaluation process.

The current compensation plan and performance management program are determined by the Colorado Department of Personnel and are located on their website.

Overtime Payment.

Refer to Section 1, General Provisions, for a complete discussion of overtime.

Shift Differential Pay

Employees whose classification is eligible for shift differential shall be paid as follows:

Classification	Shift	Differential
Non-Health Care Services (Class codes NOT beginning with “C”)	1st Shift	Not applicable
	2nd Shift	7.5% differential
	3rd Shift	10% differential
Health Care Services (Class codes beginning with “C”)	1st Shift (Weekdays)	Not applicable
	2nd Shift (Weekdays)	7.5% differential
	3rd Shift (Weekdays)	14% differential
	1st Shift (Weekend/Holiday)	7.5% differential
	2nd Shift (Weekend/Holiday)	14% differential
3rd Shift (Weekend/Holiday)	20% differential

If one-half or more of the hours worked fall between 4:00 p.m. and 11:00 p.m., 2nd shift differentials apply. If one-half or more of the hours worked fall between 11:00 p.m. and 6:00 a.m., 3rd shift differentials apply. If hours worked are evenly divided between shifts, the higher rate will be paid for all hours worked during the assigned daily shift. Shift calculations are based on when an employee begins and ends the workday.

Shift Differential Overtime

If overtime is earned for work on a day in which the employee was entitled to shift differential pay, the overtime rate shall be calculated by multiplying 1.5 times the base hourly rate plus the applicable (2nd or 3rd) shift differential amount.

Example:

Brown has a regular hourly rate of $6.00 and a shift differential rate of 0.45¢ per hour. Brown works 40 hours to which shift differential is applicable, and two hours overtime in one week. The overtime rate is 6.00 x 1.5 = 9.00 plus the shift overtime of 0.45 x 1.5 = 0.68, or $9.68 per hour.

Shift differential shall not apply to any paid leave (including jury duty) or holiday leave.

Call Back Pay

Any employee whose classification is eligible for overtime compensation and who is called back to work before their scheduled shift or after leaving the place of work upon completion of the shift, shall be compensated for two hours or actual time worked, whichever is greater. This compensation shall be at the hourly equivalent of the standard rate of pay, subject to such overtime policies as contained in this manual. For overtime purposes the minimum of two hours of compensation shall be counted as two hours worked in computing the total number of hours in the work week.

Therefore, if an employee is called back under the conditions stated above for thirty minutes of actual work, credit will be given for working two hours. If overtime for the week results, it will be compensated for as outlined in this Manual.

This provision shall not apply in those cases where an employee is required to report early or to extend the shift because of an emergency and when such early or late work results in continuous duty. Normal overtime provisions will apply when these conditions exist.

Employees exempt from overtime are not normally eligible for call back pay; however, under special circumstances it may be authorized by the State Director of Personnel. Specific cases should be referred to the Vice President for Human Resources.

On-Call Pay

Some positions require that an employee be subject to call to duty but not actually performing work. The Vice President for Human Resources must approve individual positions eligible for on-call pay and will consider the prevailing labor market practice for the job and the degree of restricted activity of the employee. Only time while actually on- call shall be paid at the on-call rate of $2 per hour. In call-back situations, employees eligible for both on-call and call-back pay shall receive call-back pay only.

Positions Brought into State Personnel System

Employees of state government who enter (applies to a state employee who moves from a position outside the state personnel system, i.e., academic faculty, administrative professional, non-CSU state job, to a position within the personnel system), or are brought into (applies to the movement of an existing state position along with the incumbent of that position into the state personnel system), the state personnel system are credited with their previous state service for purposes of accumulated leave, leave earning rates, longevity and other benefits, excluding retirement credit, afforded employees within the state personnel system providing there has been no break in service. In these cases, the employee must be appointed from an eligible list and the salary can be set anywhere from the pay grade minimum to the current salary of the individual, except that the salary cannot exceed pay grade maximum.

 

Payments to State Classified Personnel

Pay Schedule

State classified personnel will be paid on the last workday of each month for regular time worked during the month, except for the month of June, in which the pay date will be delayed to the first working day of July. Excess regular hours and shift differential should be reported monthly and will be paid the month following the work. Overtime will be paid the same way unless compensatory time off is granted. State classified hourly personnel should be reported bi-weekly. Refer to Appendices 1 and 2 for the salaried and hourly payroll schedules.

Regular Full Month’s Pay

Employees who work all scheduled workdays of a month, who are on paid leave all scheduled work days of a month, or who work some of the scheduled work days and are on paid leave the remaining scheduled work days shall be compensated for a full months work at the appropriate monthly rate.

Partial Month’s Pay – Full-time Employees

Full-time salaried employees shall be compensated on a monthly pro rata basis if the number of days worked plus the number of days on paid leave are less than a full month; the salary is to be computed by multiplying the daily rate times the number of days to be paid for the month. The daily rate is determined by dividing the monthly base pay by the number of workdays in the month.

Permanent Part-time Employees Who Work a Regular Part-time Monthly Schedule

These employees shall be compensated at the appropriate pro rata rate. Permanent part-time employees who work a full-time schedule for a month shall be paid at the monthly rate. If the schedule worked is less than a full month, compensation shall be as prescribed in item 3 above.

Permanent Part-time Employees Who Work an Irregular or Intermittent Schedule

These employees shall be compensated at the appropriate hourly rate for time worked.

 

Processing Excess Hours, Shift Differential and Overtime

Excess hours, shift differential and overtime for salaried employees are normally reported on the Hourly Timesheet and then processed for payment via the Monthly Time File. Time worked is entered by employees and approved by supervisors and other designated approvers in the timekeeping system, where shift differential and overtime are automatically calculated for eligible employees. Excess regular hours for part-time employees are entered and approved by a department HR user. Time files will be electronically transferred monthly from the timekeeping system, and employees will be paid in the month following the month the excess hours, shift differential or overtime occurred.

 Processing Hours Worked by State Classified and Admin Professional Hourly Employees

 

Hours worked by state classified hourly employees should be entered by employees and approved by supervisors and other designated approvers in the timekeeping system. Hourly time files will be electronically transferred biweekly, and employees will be paid biweekly according to the schedule shown in Appendix 2

Example	Saturday	Sunday	Monday	Tuesday	Wednesday	Thursday	Friday	Total Hours Worked	Hours for Pay	Overtime Hours	Shift Diff Hours	Shift Diff OT Hours
A	0	0	8	8	8	8	8	40	40	0	—	—
B	0	0	10	10	10	8	8	46	46	6	—	—
C	0	0	10	10	10	10	TO	40	40	0	—	—
D	8	8	8	L	8	8	8	48	56	16	—	—
E	0	0	8	10	12	12	L	42	50	10	—	—
F	0	0	8	8	CT	CT		24	40	0	—	—
G	0	0	H	L	8	8	8	24	40	0	—	—
H	0	0	*8/H	8	8	8	8	40	48	8	—	—
I	0	0	*8/H	8	TO	8	8	32	40	0	—	—
J	0	0	8	8	8	H	L	24	40	0	24	—
K	0	0	8	8	10	H	L	26	42	2	24	2
L	4	8	4	8	4	4	8	40	40	0	—	—
M	0	0	8	8	8	8	11	43	43	3	40	3

L	Paid Leave
H	Holiday (Not Worked)
TO	Time-Off (Unpaid)
CT	Compensatory Time (for previously worked overtime)
*	Holiday Worked

Performance Planning and Evaluation 

The performance of state classified employees must be evaluated annually using the performance planning and evaluation procedures outlined in the University’s Performance Pay Program User Guide. The User Guide is located on the Human Resources website. The performance planning and evaluation cycle includes performance planning, mid-year review and evaluation. 

Performance planning 

Performance plans should be completed during the month of April and are effective for one year. For new employees, a performance plan should be created within 30 days of the date of employment. 

The performance plan establishes a common understanding between the employee and the supervisor of the employee’s work priorities and expected outcomes for the coming year. 

Mid-year review 

Supervisors must conduct a formal meeting with state classified employees in October to review the employee’s progress, modify the performance plan if needed, and give the employee feedback and coaching. 

Performance evaluation 

In April, the supervisor evaluates the employee’s annual performance based on the goals and standards for performance established in the performance plan. After securing approval from the reviewer (academic or administrative department head or the dean or vice president for employees in those central administrative offices, or their designees) supervisors of state classified employees will meet with the employee to discuss the employee’s overall job performance and final rating (level 1, level 2, or level 3). 

The performance planning and evaluation process is conducted on a cycle from April 1 – March 31. Effective January 1, 1990, State Law (CRS-24-50-118), requires all supervisors of state classified employees to complete timely performance evaluations on a yearly basis. Failure to do so will result in sanctions against the supervisor. 

More frequent evaluations may be required whenever an employee’s overall performance evaluation is less than acceptable. Additionally, interim evaluations are required whenever the working relationship between an employee and the supervisor is broken. This situation can occur in the case of transfers, promotions, demotions, terminations or other changes in reporting relationships. 

A detailed explanation of the performance planning and evaluation process, relevant forms, definitions, dispute resolution process, and the performance pay program is in the Performance Pay Program User Guide. Additional information is available by contacting the Human Resources Employee Relations Manager. 

Leave Policies 

The granting of all leave or time off from work by state classified employees except annual and sick leave, family medical leave, injury leave, short-term disability leave, bereavement leave, military leave, jury duty leave, administrative leave, holiday leave, and leave without pay shall be at the discretion of the Governor. No department or agency head in the Executive Branch of Colorado State Government shall approve time off from work for circumstances not expressly covered by statute or a rule or regulation of the State Personnel System without the approval of the Governor. 

Department heads are responsible for: maintaining records of sick and annual leave earned and taken for all eligible employees in their departments; retaining written requests for bereavement leave showing relationship to the deceased and reason for the number of days requested; retaining documentation on military leave; retaining copies of court summons which require jury leave; documenting the need for, and use of, unpaid victim protection leave, short-term disability leave or any other type of unpaid leave; retaining documentation on the use of administrative leave; and, for placing covered employees on Family Medical Leave and monitoring the use of such leave. Requiring an employee to maintain a specified leave balance is prohibited. 

Employees will be paid for approved time off on accumulated sickness or annual leave. Department heads, however, must ensure that a leave without pay personnel action has been processed through the Personnel/Payroll System when the employee has used all leave and has not returned to work. Failure to submit the action on a timely basis could result in over payment to the individual. In the case of illness, accumulated sick leave will be used first, then accumulated annual leave and finally leave without pay. 

 Annual Leave

Years of Service *	Hours Earned Per Month	Maximum Amount
1 – 36 months	8 Hours	192 Hours
37 – 60 months	9 Hours	216 Hours
61 – 120 months	11 Hours	264 Hours
121 – 180 months	13 Hours	312 Hours
181 months or Greater	16 Hours	384 Hours

Scheduling annual leave is the responsibility of the department head. Annual leave should be scheduled so as to least interfere with effective operations of the offices concerned but desires of the employees should be considered since annual leave is provided for an employee’s personal needs. Annual leave may not be denied, however, when it results in forfeiture of accumulated annual leave.  If approved leave is cancelled and results in forfeiture, the forfeited hours must be paid before the end of the fiscal year. 

Employees may use annual leave as it is accrued. Accumulation of annual leave starts with the beginning date of employment. Leave is credited on the last day of the month in which it is earned and is available for use on the first day of the next month; Annual leave is not accrued during periods of leave without pay. Terminating employees shall be compensated for leave earned through the last date of employment. 

The annual leave earning/accrual schedule for full time employees is as follows: 

• Computed from the first calendar day of the month following hire unless the employee began work on the first working day of the month, in which case the first calendar day of the month of hire is used.

Part-time employees who work regular, non-fluctuating schedules earn leave on a pro-rated basis based on the percentage of the regular appointment, rounded to the nearest 1/100 of an hour. Leave for part-time employees who work irregular, fluctuating schedules and full-time employees who work or are on paid leave less than a full month is calculated by dividing the number of hours worked by the number of work hours in the pay period. The percentage is then multiplied by the employee’s leave earning rate (number of hours a full-time employee would earn per month) to derive the leave earned. Overtime hours are not included in leave calculations.  

Formula:

Example:

A full-time employee who earns 10 hours of annual leave per month has 8 unpaid hours in August 2005 which has 23 workdays.  

Applying the formula: 

Movement to the next higher leave earning rate is adjusted one month forward for each 173.33 working hours of leave without pay in a 12-month period. Leave usage is to be recorded in terms of eight-hour days only (rounded to the hour). For example, the workday of annual leave taken by a half-time employee should be recorded as 4.00 hours. State regulations require that state classified employees be notified of their annual leave balances in writing as of July 1 of each year. 

On July 1 of each year, employees forfeit all accrued annual leave more than maximum accrual limits. An employee continues to accrue leave after July even though the maximum accrual has been attained and loses only the excess on July 1 of the following year. 

Annual leave earning and accrual rates are restored to former employees who are eligible for and exercise reinstatement or reemployment privileges. 

Upon termination or death, unused annual leave is paid out up to the maximum accrual rate in a lump sum. 

Sick Leave

Sick leave is provided for use when time off is needed for health reasons. Sick leave is granted when an employee is absent for treatment of illness or injury or is unable to perform assigned duties due to illness or injury. Sick leave may be used for all medical and dental appointments as well as for the treatment of illnesses including alcoholism and drug addiction. Accumulated sick leave may also be used for the health needs of the employee’s child, parent, spouse, injured military service member, legal dependent, OR a person in the household for whom the employee is the primary care giver. Sick leave may also be used to care for a family member who suffered a serious injury or illness while on active military duty. The department head or appointing authority may request documentation of the familial relationship. A physician’s statement is required for any absence from work of more than three consecutive workdays. If an employee has exhausted all sick leave and continues to be unable to return to work for health reasons, accrued annual leave must be used. 

Employees may be sent home, and sick leave charged if it is determined the employee has an illness or injury that either impacts the employee’s ability to perform the job or the safety of others. 

As of July 1, 1988, full-time employees earn 10 days sick leave per year (6.66 hours per month). Part-time employees who work regular, non-fluctuating schedules earn leave on a prorated basis based on the percentage of the regular appointment, rounded to the nearest 1/100 of an hour. Leave for part-time employees who work irregular, fluctuating schedules and full-time employees who work or are on paid leave less than a full month is calculated by dividing the number of hours worked by the number of work hours in the pay period. The percentage is then multiplied by the employee’s leave earning rate (number of hours a full-time employee would earn per month) to derive the leave earned. Overtime hours are not included in leave calculations. 

Formula:

* Based on full-time employment

Example:

 

A full-time employee who earns 10 hours of annual leave per month has 8 unpaid hours in August 2005 which has 23 workdays. 

 

 Applying the formula: