e) reviewing the operation of this policy and making changes from time to time as it may deem appropriate.
OUTSIDE EMPLOYMENT
Part-time or temporary employment outside the College is acceptable as long as it does not interfere with your position at the college or is it a conflict of interest. Refer to the “Conflict of Interest” policy for further information.
ATTENDANCE
Being absent or tardy places an unfair burden on your fellow workers who must do your work during your absence. Continued absence and tardiness, for insufficient reasons, will limit your chances for advancement and may result in dismissal.
If you will be delayed in arriving on time, or if you will not be present because of illness or other unavoidable cause, notify your supervisor early so your work will not be delayed.
If you are absent for three consecutive work days, without contact to the College or to your supervisor, the College will consider you to have voluntarily resigned your position.
PROMOTION AND TRANSFER
The college encourages employees to apply for positions within the college that they are interested in and they feel they are qualified for. The College will attempt to notify the campus of available vacancies when they occur. If you are interested in applying for a position within the college, follow the application process listed on each individual job posting. Your qualifications, past performance, and capacity to assume the responsibilities of the open position will be evaluated when you are being considered for either a promotion or a transfer.
PERFORMANCE IMPROVEMENT POLICY
Certain standards of performance and conduct must be maintained in any team. Generally these standards are recognized and observed by individual members of the team without any need for action by a supervisor. However, correcting unsatisfactory performance is a vital function of management.
Except in cases of serious misconduct, the following procedures should be followed when dealing with performance or behavior issues. The steps are designed to encourage employees to succeed and to correct the employee’s conduct and work performance. Supervisors should assume that all employees want to be productive. The first step is verbal counseling the employee regarding the unsatisfactory performance. In most cases, no further action will be required. If, however, the unsatisfactory performance has not been corrected, the employee should receive a written reminder emphasizing the importance of the situation, describing the deficiency, specifying the time to correct the deficiency, and describing the consequences of
40
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66