4.1 EMPLOYMENT CHANGES: TRANSFER, PROMOTION, DEMOTION, AND TERMINATION
Once an individual is employed by D19 CSB, movement within the organization into other positions may occur. Such movement may be initiated by either the employee or employer and may include transfer, promotion, demotion, or termination. Policies governing such movements are specified below.
Transfer is defined as the lateral move of a D19 CSB employee from one position to another position with the same grade. A transfer may be initiated by management due to organizational needs. When the transfer is directed by management, documentation showing that the transfer is in the best interests of D19 CSB must be placed in the employee's human resources record with a copy provided to the employee.
Transfers within the same grade may also occur at the request of the employee. In these cases, the employee must request the transfer in writing to their supervisor, with a copy of the request to the Human Resources Director. Whether an employee's request for the transfer is granted or denied, written notification of the action must be sent to the employee and a copy in the employee's personnel file. Transfers at the request of the employee also include those transfers when a position has been recruited, and an employee has made application for and been selected for another position within the same grade. In these cases, the justification for the transfer is part of the selection process. Employees employed less than one year will not be allowed to make a lateral transfer unless it is initiated by management and is due to specific organizational needs.
Requests for transfers must be approved by the Disability Director and Executive Director. Employees must possess minimum levels of knowledge, skills, and abilities of position being transferred into.
Salary Action. There is no change in the employee's salary when a transfer is conducted.
Promotion is the selection of an employee to fill a position in a higher classification as a result of posting and filling a vacant position. It is the policy of D19 CSB to encourage employees to seek positions with higher responsibility contingent upon employees' meeting education, experience and credential requirements.
Salary Action. Salary action should relate to the number of grades promoted, i.e. 10% increase based on current salary for 1- or 2-grade promotion; 15% increase based on current salary for 3 grade promotion; 20% increase based on current salary for 4-grade or higher promotion. If an employee's salary is still below the minimum of the new salary grade, the employee's compensation is raised to the minimum level of the new pay grade.
4.1.3 Demotion: Voluntary, Disciplinary, Layoff
Demotion is the movement of an employee from a position of a higher classification to a position of a lower classification. This movement may be initiated by the employee (voluntary) based upon a position vacancy, or at the direction of the Disability/ Division Director with approval of the Executive Director. If initiated by management, such action may be taken due to a either a reduction in staff (layoff) or as a disciplinary action for "second or third group offenses" in lieu of termination (disciplinary). The Human Resources Director will ensure EEO compliance.
Salary Action. In the case of a layoff or other organizational needs, the employee's salary does not change, as long as that salary does not exceed the maximum level of the lower grade classification. If the employee's current salary is above the maximum of the new salary grade, compensation will be reduced to this maximum level on the effective date of the demotion.
In the case of a voluntary or disciplinary demotion, the demoted employee's pay is reduced by the number of grades demoted: 1 grade = 10% of current salary, 2 grades = 10% of current salary, 3 grades = 15% of current salary, 4 grades = 20% of current salary, not to exceed 20%.
If an employee (non-clinical or non-supervisory) desires to leave employment in good standing, he/ she should submit a written notice of resignation at least two weeks prior to the effective date of his/ her resignation. In cases where a holiday/ weekend would be the date of the resignation (two weeks notice), the effective date will be the last workday preceding the holiday/ weekend. In the case of employees in clinical or supervisory positions, notice of resignation should be submitted at least four weeks prior to the effective date of resignation. The Human Resources Office will send a letter acknowledging acceptance of the resignation with a copy to supervisor, Executive Director and Human Resources Files. Use of annual leave does not count toward notice of resignation requirement unless approved by the Director of the program.
To be eligible for re‑employment at a later date, the employee's prior resignation must be submitted within the time requirements as noted above, providing the date of and reason for resignation.
At the time of termination, the employee will be paid for the time worked during his/ her final pay period, and will be compensated for any unused annual leave and unused compensatory leave (up to the maximum accrual limits allowed by the Board's leave regulations). To be eligible for reimbursement of unused sick leave, the employee must have been employed with D19 CSB for at least five years. Sick leave will be reimbursed at the following rates:
A minimum of five years of service, but less than 10 years:
25% of the dollar amount of unused leave, up to a maximum of $2,500.
10 years of service, but less than 15 years: 25% of the dollar amount of unused leave, up to a maximum of $3,750.
15 or more years of service: 25% of the dollar amount of unused leave, up to a maximum of $5,000.
The employee's final check will be available at the next pay day following his/ her last day of work. Insufficient notice of an employee's resignation may cause a delay in processing his/ her final pay check.
Terminating employees must make an appointment with the Board's Human Resources Director prior to his/ her last day of work in order to complete paperwork related to termination and continuation of benefits. This "exit interview" is mandatory.
Should it be necessary to terminate an employee because of lack of work or because of inability to perform the job satisfactorily, two weeks advance notice will be given by the Board. The only exception to this advance notice policy is the Board's termination of an employee for disciplinary purposes or for work performance deficiencies of a serious nature. In this latter instance, an employee may be terminated immediately, especially when an employee's continuing presence on the job may jeopardize the safety of clients or may seriously disrupt the operation of services.
Employees who are removed will be paid in full for the current pay period in which termination takes place. (See Section 7.2.5, "Notice to Employee and Severance Pay (Non-probationary Salaried Employees.")
All terminating employees are expected to have exit interviews with Human Resources Director. (For those employees who are terminated for disciplinary reasons, the exit interview process may be waived.)
The exit interview process is an opportunity to learn more about the separating employee's viewpoint on subjects such as pay, benefits, and working conditions which may result in more satisfying employment for other employees. Information obtained during the exit interview is regarded as confidential. The information may be summarized and passed on to the Leadership Team for their consideration relating to organizational needs.
The exit interview with the Human Resources Director is also necessary to complete forms related to such items as Consolidated Omnibus Budget Reconciliation Act (COBRA) continuation, refund of retirement benefits, life insurance conversion and reimbursement for unused annual and compensatory leave, if applicable. The "Termination Interview Checklist" (ADMINPERS #12) should be completed at this time.
4.1.7 Group Health Insurance Continuance upon Termination
Group Health Insurance coverage will be made available to terminated employees and their dependents, as well as to employees who change from full to part-time employment, consistent with the provisions of the COBRA and amendments thereof. As of July 1, 1990, legislation requires that an extension of benefits of 18 to 36 months, depending upon the circumstances, be made available to the terminating employee and/ or his/ her family.
It is up to the employee to notify the Human Resources Director when eligibility for continuous coverage will be requested. The Human Resources Director will then work with the employee to establish eligibility and complete necessary paperwork for enrollment in this plan. The cost of continued coverage is borne solely by the individual, and will be the rate paid by D19 CSB plus a 2% administrative fee. The premium must be paid monthly in advance and is due in the Board office by the 21st of each month to ensure continuous coverage. Specific information will be provided to the terminating employee in writing by the Board's Human Resources Director.
Employees may continue their health insurance coverage for 18 months if they:
Enrolled family members may continue coverage for 36 months if they are:
An employee or dependent is not eligible for this special group coverage if one of the following occurs:
Revised 9/24/98
Revised 6/25/98
4.2 EMPLOYMENT CHANGES: "ACTING" STATUS
When a regular position becomes vacant, the Disability/ Division Director, in conjunction with the supervisor/ Recruiting manager of the vacant position, shall determine how the responsibilities of the position shall be performed during the period of the vacancy. Any one of the following arrangements may be made to assure that program operations are not unduly interrupted during this period until the vacancy can be filled:
< the supervisor may assume the responsibilities of the vacant position, and split his/ her time between two positions;
< the responsibilities of the vacant position may be assumed in part by the supervisor, and in part, through delegation of duties to two or more other employees;
< part-time or temporary employees (e.g., "relief" workers) may be employed during the vacancy period;
< an employee in a lower classification may be appointed as "acting" in the vacant position, and split his/ her time between two positions.
Should a decision be made to appoint an employee to "acting" status, recruitment for this position does not follow the formal recruitment procedure, but is an abbreviated procedure, as follows:
Salary Action. When an employee is selected for "acting" status for a position of a higher grade classification, the employee in the "acting" status is eligible for a salary increase. This increase in salary shall begin on the date of the start of "acting appointment." At this point in time, and until the time at which the employee is relieved of his/ her "acting" status, the employee's compensation is increased to either the range minimum of the higher grade or 10% above his/ her current compensation, whichever is greatest, up to the maximum level of the higher grade classification. In no case, shall the employee's "acting" pay exceed the highest level of the salary range for the higher grade classification.
The "acting" pay supplement shall end prior to the effective date that the vacancy was filled. No compensation to the acting employee shall continue after this date even though the acting employee may continue to perform some of the duties of the position during the orientation or training of the new incumbent.
Performance Evaluation. To the extent possible, the employee's performance evaluation is to be based upon performance of duties required in his/ her regular, regular position. The fact that the employee performed dual roles for at least a part of the performance evaluation period may be taken into consideration in evaluating overall performance (i.e., may be cited under "factors beyond the employee's control"). If the acting assignment is anticipated to last for a period, which represents a substantial portion of the annual performance cycle (i.e., six months or more), performance standards may be revised to reflect the duties of the acting assignment.
Conclusion of the Acting Assignment. Upon completion of the acting assignment, the employee shall be returned to the rate of pay he/ she would have been earning had the assignment not been taken. Should the employee be promoted at the conclusion of an acting assignment, the salary action shall be based upon the employee's regular rate of pay, not including the acting pay. If the employee leaves D19 CSB service during the acting period, leave balance payments shall also be paid on the employee's regular rate of pay and not based on the acting pay rate.