UCL Employee Guidelines

Performance Evaluation (Performance Expectations)

University departments are expected to conduct regular performance management discussions and evaluations with staff members as part of a performance management plan using the University of Utah Performance Management (UUPM) system. A performance management plan may include regular meetings to set and review expectations, an annual performance evaluation, training needs assessment, and goal setting. 

Your HR Management Team can help you implement a performance management plan and answer questions about staff employee performance evaluations. Evaluation tools and templates are available by contacting your HR Management Team. 

Find Your HR Contact (links to external site)

University Connected Learning (UCL) performance evaluations are completed on a calendar year basis, with plans starting in January and closing in December. Shorter plans segmenting the calendar year into quarters or halves are also allowable if that makes more sense for the situation. The opportunity for employees and supervisors to meet and seriously discuss performance and goals is a key element to ensuring that the UCL staff can all work effectively and collaboratively. 

UCL Staff Development Guide Workbook Review 

Employee Expectations 

The following areas address what standard you will be held to regarding communication, performance management, and professional development as a UCL employee. You will also see what you can expect from your manager. 

Communication 

• What My Manager Can Expect from Me:  

  • Professional and appropriate verbal and non-verbal communication. 

  • Complete and accurate information and communication regarding the status of my work. 

  • When I go to my manager with a problem or concern, I have some ideas of how to proceed or address the issue. 

  • I will exercise discretion in discussing work matters with colleagues and abide by FERPA regulations in keeping communications regarding students and/or student data confidential. 

• What I Can Expect from My Manager:  

  • Professional and appropriate verbal and non-verbal communication. 

  • Will listen to and respect a variety of opinions. 

  • Confidentiality (unless disclosure is mandated by the University or appropriate under the law). 

  • When I ask why decisions were made my manager will genuinely share with me all the information they can. 

Performance Management 

• What My Manager Can Expect from Me:  

  • Accountability for my work. 

  • Effort to meet and/or exceed expectations of my position. 

  • Communication of support I need to meet expectations. 

  • Proactively scheduled meetings to discuss concerns and/or expectations. 

  • Personal adaption of UCL’s culture values in my work. 

• What I Can Expect from My Manager:  

  • Twice yearly meetings to discuss my performance. 

  • Clear expectations. 

  • Training, tools, and resources to meet the expectations of my position. 

  • Clear, ongoing communication about how I am performing. 

  • Opportunities to correct areas of concern and explore areas of growth. 

  • Demonstration of UCL’s culture values in their management style and work. 

Benefited staff employment begins with a six-month probationary period. Employment is at-will during the probationary period. This is an essential learning time for new employees and the employer. During this probation, you will have the opportunity to enhance and discuss your strengths, as well as define the areas or skills that need further development considering UCL mission and goals. Non-benefited staff and academic non-faculty employees (i.e... Associate Instructors, Instructional/Research Staff, Research Associates, Grad TAs/RAs, etc.) do not serve a probationary period and are considered at-will employees. 

Professional Development 

• What My Manager Can Expect from Me:  

  • Active engagement in my career development, which includes letting my manager know of opportunities I would like to engage in or skills I would like to develop/utilize in my role. 

  • Application of information/tools learned from trainings. 

  • Interest in seeking out both formal training and other growth opportunities (including presenting at staff/team meetings on a special topic, serving on a UCL committee, reading an appropriate book and detailing information learned, etc.). 

  • Participation in cross-training. 

• What I Can Expect from My Manager:  

  • Time to attend training courses (dependent on scheduling, budgetary constraints, etc.). 

  • Opportunities to apply new ideas. 

  • Support of opportunities to represent UCL on a University level. 

  • A thoughtful organizational strategy that distributes professional development funds in the most equitable manner possible. 

While we want to see everyone do their best, sometimes things do not work out; failure to meet these standards may result in corrective action. You can see University policy regarding corrective action and termination on the HR website at https://regulations.utah.edu/human-resources/5-111.php (links to external site).

This commitment goes both ways and if you feel your manager is not meeting these expectations, you are encouraged to meet with HR (or a member of the leadership team if appropriate) to discuss solutions to move forward. 

Personal Appearance Guidelines (Professionalism)

At University Connected Learning (UCL), we believe the dress code can be as simple as “dress appropriately.” 

What does this really mean? Our office is comprised of a number of different programs that all have different considerations when it comes to dress. Our Youth employees, for example, need to be ready for a full day on their feet and often dress on the more casual end of the spectrum in jeans and a t-shirt. Professional Education employees, however, while meeting with professional instructors or employers, will dress in business attire. 

We ask that you use your best judgment in determining what to wear on any given day. Big meeting with a prominent staff member on campus? Get your business wear out of the closet. Normal day in the office? Wear what is comfortable for you, keeping in mind that all UCL employees are expected to project a professional image. Employees are asked to practice standards of good grooming including cleanliness, neatness, and professionalism. Moderation, good taste, and appropriateness in dress, grooming, and manner contribute both to the impression you make and the departmental image of UCL and the University of Utah as an organization. 

Footwear: 

As a safety consideration, if a position includes lifting, transporting, or moving equipment, closed toe shoes must be worn during work hours.  

Code of Conduct & Customer Service (Conduct)

Code of Conduct for Staff: Policy 5-205: (links to external site).

With Customers (Policy 5-205 linked above)

UCL's reputation on campus depends on the quality of service each customer receives from our staff, either good or bad. Our customers, whether internal (coworkers) or external (faculty or staff from other departments or programs), have the right to expect UCL staff to be courteous, respectful, knowledgeable, and to provide them with the best service possible. UCL staff are encouraged to pursue excellence as they exercise their responsibilities and should make a genuine effort to meet our customers' needs. 

With Fellow Staff Members (Policy 5-205 linked above)

Most duties require considerable cooperation and interaction with other UCL employees. Just as with our customers, courtesy in dealing with one another when performing our assigned duties will contribute to job satisfaction and success. UCL staff members must be willing to assist each other in their growth and development. They must be willing to share their expertise to ensure that the department is always improving and contributing to the overall excellence of the University. 

Human Resources: Ethical Standards & Code of Conduct (links to external site) 

Employee Problem Solving Regulation (Performance Expectations)

Policy 5-203 ‘Staff Employee Grievances” (links to external site) 

It is your primary responsibility to maintain an efficient operation and ensure that each customer's needs are met and that they are satisfied. To do this we must have the cooperation and support of each UCL staff member. Your supervisor is committed to helping you do a good job. You, in turn, have the responsibility to help them accomplish this task. They are here to provide advice and instruction. Do not hesitate to ask for assistance with work-related problems or concerns. Your supervisor is responsible for treating all their employees with respect, dignity and fairness, and providing the best working conditions. 

If you have a problem or concern: 

1. Try to resolve problems at your own level whenever possible. 

2. Talk to your supervisor in an open and frank manner. It is their responsibility to understand and help resolve problems that are related to your work. You and your supervisor should be able to resolve your problems. 

3. If your problem is not resolved with your immediate supervisor, you can escalate the issue to a higher-level manager or HR Rep. That manager or HR Rep will gather all the facts and endeavor to solve the problem in a fair and equitable manner or may ask that you and your supervisor continue to work toward a resolution. 

4. The manager or HR Rep will carefully review the facts and circumstances and will meet with all involved parties. The most workable solution will be implemented. 

Although every effort will be made to resolve problems at the lowest departmental level in an expeditious manner, you have the right to contact the Human Resources Department for guidance, assistance, or informational inquiries at any time. You may also contact the Employee Relations Office to explore your options under University Regulation Library Policy No. 5-203:  Staff Employee Grievances and Appeals, which is intended to provide an effective means of ensuring fair treatment for benefited staff employees seeking to resolve work-related problems or conditions of employment believed to be unfair, inequitable, or a hindrance to effective job performance. 

Staff Grievance Procedures: Employee Guidelines (links to external site)  

Remote or Hybrid Work Guidelines (Attendance)

UCL Philosophy on Alternative Work Arrangements
Alternative work arrangements can benefit both UCL and the employee by promoting an effective work/life balance, increasing space utilization, reducing impact on the environment, and increasing employee recruitment and retention. Alternative work arrangements (hybrid/full-time remote) are not a university employee right nor a universal employee benefit and may be modified or discontinued at any time in accordance with University policy. It is the manager’s responsibility and discretion to determine the work location schedule for their team members based on business needs. 

General UCL Expectations for Alternative Work Arrangements 

• All employees, regardless of ongoing alternative work arrangements, will attend identified in-person events throughout the year. Absences at in-person events must be only by exception and approved in advance by the manager. 

• A signed telecommuting agreement with the employee and manager is required for all alternative work arrangements. Telecommuting agreements should be reviewed on at least an annual basis. 

• Before approving any ongoing alternative work arrangements outside Utah, managers will receive approval from ELT (Executive Leadership Team) and through all other required University approval processes. HR policies may apply. 

• Employees approved for alternative work arrangements may no longer expect a dedicated space in the office and may be required to share space in the office with other employees with alternative work arrangements. Further guidance for desk sharing is provided in a separate document. 

• Managers will maintain a general schedule for their team members regardless of work arrangement and will share this information through the leadership team. A member of the senior leadership team will need to approve team plans. 

UCL manager guidance for determining alternative work arrangements
Considerations for a hybrid work arrangement are role-specific, based on the purpose of the position within UCL, and should be considered on a non-discriminatory, case-by-case basis. As such, it is possible that some positions within a unit may be appropriate for a hybrid arrangement while others are not. The following will be considered:  

• The key “customers” of the work, where/how they interact with the role (e.g., on-campus? virtual?), and how the work is most effectively delivered.  

• The relational/interpersonal requirements of the role (independent or collaborative work or supervising on-site workers) and the degree to which the interpersonal interactions include problem solving, innovating, coaching, etc.; and customer preferences for interactions.  

• The physical/spatial requirements of the role (e.g., required physical presence on-campus for in-person staffing or access to campus-based resources including facilities, equipment, technology) to most effectively perform the job. 

• Managers are responsible for checking with their own managers to ensure their team plans work within a team of teams.  

• Managers are responsible for developing productivity and accountability measures to evaluate the performance of employees who telecommute, as they would do for an employee working in the office. The UUPM system will serve as the tool to record these measures. 

Resources: 

Types of telecommuting 

University Telecommuting Guidelines 5-140a 

Telecommuting Plan and Agreement form 

Work Reimagined FAQ - Employee

Work Reimagined FAQ – Supervisor  

Employee Exit

Voluntary/Involuntary Termination of Employment 

Policy 5-109 Staff Separations (links to external site) 

Separation occurs when an employee is no longer an employee of the University, due to retirement, resignation, job abandonment, or an employee's unavailability. 

All University Property (including uniforms, keys, computers, and any equipment owned by the University) must be returned on the last day of employment. 

Upon separation, benefitted staff members receive a payout for any vacation accrued up to the maximum accrual based upon their exemption status and years of service “Vacation Accrual Table” (links to external site). Sick leave and personal preference days will not be paid out at the end of employment. 

Employee Records

It is expected that all UCL staff members keep the following personal information up to date in CIS. Changes or updates can be made in CIS on the employee tab “Change Bio/Demo Info.”   

Open

Below is a list of information that can be changed using “Change Bio/Demo Info” 

• Name 

• Address 

• Contact Details 

• Phone number 

• Email Address 

• Emergency Contacts 

• Disability 

• Veteran Status 

Reduced Tuition

Reduced Tuition Program - Policy 5-305 (links to external site) 

Eligibility for Reduced Tuition Program - Policy 5-305A (links to external site) 

Full-time employees can enroll in university courses at reduced tuition rates. To be eligible for reduced tuition for yourself as an employee, you must complete six consecutive months of full-time employment (.75 FTE or higher) at the University of Utah. Your supervisor's approval is required for taking classes during scheduled working hours. Except where class attendance has been approved as a training program within the employee's working assignment, the employee must arrange with the supervisor to make up such time. An employee's spouse is eligible after one consecutive year of full-time service and children (unmarried, dependent children under the age of 26) are eligible after three years of consecutive full-time service of the employee. The ‘Reduced Tuition’ form must be completed before the first day of the semester to receive the discount. 

Telephone

Policy 4-005, Section III (links to external site) the University-owned telephone systems and equipment are provided for the conduct of official University business. The use of these facilities for personal business should be kept to a minimum.  

University Connected Learning (UCL) uses several different types of phone systems. The type of phone you are issued with will be based on the business needs of your unit, your position/role, and your work location. All the members’ extensions and the main unit phone number must be on the same phone system for the unit members to have access to answer the main phone number. You must have your own extension to answer the main unit phone number. 

Types of phone systems: 

• Avaya (required if taking credit card information over the phone) 

• Workplace softphone (on your computer) 

• Hard Desk phone set (required if taking credit card information over the phone) 

• Polycom 

• Teams softphone (on your computer) 

• Hard desk phone set (optional) 

Types of Phone Extensions 

• Main unit phone numbers  

• Typically, a secondary extension without a hard phone set 

• May be answered by unit individual phone extension/s with access to that number 

• May have a unit voicemail box accessible by unit individual phone extension/s  

• Individual phone extensions (phone number) 

• May have personal voicemail box 

• May have domestic long distance 

• May have international long distance (if applicable) 

• May have main unit phone number as a secondary line on that extension to answer incoming calls to the main unit phone number and access to the voicemail box (if applicable) 

Cell Phone Reimbursement 

If your position/role requires the use of a cell phone, please discuss with your supervisor if you are eligible for a cell phone reimbursement. 

Faculty and staff at the University may be eligible for cell phone reimbursement. Cell Phone Reimbursement Instructions and Form (links to external site).  

To submit an online request, login to CIS (links to external site) and on the Employee tab, locate Employee Self Service Apps section and then click on Cell Phone Reimbursement link. 

The following steps should be followed in completing the Cell Phone Reimbursement form: 

1. The employee and his/her supervisor should meet to review the employee's most recent cell phone bill.  

2. Based on the review the employee and his/her supervisor should determine the appropriate reimbursement amount.  

3. Once the completed eForm is submitted, it will route to the employee's supervisor for review and approval. 

4. For documentation purposes the employee must provide their department with a copy of the calculations and the cell phone bill, to determine the employee's reimbursement amount to be kept on file.  

5. The approved eForm is valid for 12 months. To continue reimbursement, the employee must submit a new eForm and repeat the same review process with his/her supervisor/department. 

Cellular phones are never to be used while driving a vehicle on university business.