The factors actually used in determining the salary of a new academic employee at the University of Oregon shall be recorded and placed in the faculty member's file.

At the University of Oregon, each component of a faculty member's salary adjustment shall be recorded and placed in a faculty member's files.

Procedure:

Overload compensation is any compensation, other than an administrative stipend, paid to a faculty member for additional services for campus sponsored addition to full-time salary.

1. The following activities are typical sources of overload compensation:

a.-continuing education

b.-extension service

c.-consulting

d.-seminars and similar services

2. Activities involving overload time shall not exceed more than one day in a seven day week on an average or its equivalent during the academic year or other period of appointment.

3. All overload compensation and the income and expenses of the activities for which the compensation is to be paid shall be channeled through the regular institution accounting processes.

4. Regular on-campus classes as well as time spent in support of grant and research activities shall not be allowable activities for overload compensation except under extraordinary or emergency circumstances.

5. Overload compensation will not be based on the number of students per class or any similar ratio except for correspondence or independent study courses.

6. Institution Presidents may not delegate approval of overload compensation requests below the level of a college, school or division dean or equivalent officer.

7. Overload compensation amounts will be determined by the campus President.

8. Presidents, Vice-Presidents, Deans and other equivalent level officers are not eligible for overload compensation.

When the University seeks to fill a position through a local, regional, national, or internal search process, any of the University's current employees who meet the published qualifications and are interested in the position are encouraged to apply for it. Participation as a candidate makes participation in the candidate review and evaluation process improper, however. Therefore, internal candidates must observe the following guidelines:

1. Individuals who accept appointment to a search committee and participate in any of its deliberations may not enter that process later as a candidate. If, however, the search fails to find a suitable candidate, a member of the search committee may accept a temporary appointment to the position on an acting basis.

If after an unsuccessful search, a second search, effort is commenced, a member of the first search committee may stand as a candidate, so long as he or she does not become a member of the second search committee.

2. Internal candidates should not participate in the evaluation of other candidates. However, an internal candidate who is asked by another candidate to submit a recommendation may do so, but should disclose her or his own candidacy to the other candidate, and allow that person to withdraw the request. Any such references submitted should include notice of this disclosure and of the candidate's own status in the search.

3. An internal candidate should not participate in any meeting, presentation, or other event at which another candidate is being evaluated. This is not to say that an internal candidate may not attend a meeting of his or her own discipline or profession if interviews will be conducted there. Rather, the candidate should not attend those sessions at which other candidates may be performing or being interviewed.

4. When an internal candidate is officially informed that she or he will not be considered further as a candidate within the search process, she or he may begin to participate as a non-candidate within the search process.

5. An internal candidate, who is asked to give any kind of evaluative comments for another candidate by a member of the search committee or by anyone else involved in the selection process, should decide on the grounds of his or her own candidacy.

6. This policy should not be allowed to disenfranchise units from participating in the search process. Therefore, when a candidate, who because of his or her current position would have represented a unit in the evaluation process, is unable to take part, an alternate participant should be identified and asked to represent the unit.

7. This policy is not intended to require changes in the traditional internal selection processes for department heads, program directors, or other internally determined leadership positions. Examples are if department heads are traditionally elected, or if the responsibility for certain administrative processes is rotated, or when the unit has some other process than one in which candidates "apply," so long as these local processes have the ongoing approval of the members of that unit.

The following policies, which apply only to the ranks of Instructor and

Senior Instructor, supplement the policies contained in Oregon Administrative

Rule 580-20-005 and the policies contained in the University of Oregon

Faculty Handbook, Fifth Edition (1983).

Policy on Appointment and Promotion of Instructors in Non-Tenure-Related Positions (Effective July 1, 1984)

For faculty members who are appointed with the rank of Instructor and whose selection was made from a candidate pool of local applicants, rather than as a result of a national search , the following conditions will apply to their appointments:

1. The initial appointment will be for one year and, if service is considered fully satisfactory, subsequent appointments as Instructor may be made until the faculty member has served eighteen terms (counting only those terms in which the appointment has been at 0.5 FTE or above). During the year in which the faculty member will attain eighteen terms of service at .5 FTE or above, a thorough review will be conducted by the department and/or dean to determine if a recommendation to continue the appointment of the faculty member is to be made to the Provost. (The criteria by which the faculty member will be evaluated should be appropriate for the responsibilities of the position and should be clearly defined at the time of first appointment by the department.) If a recommendation to continue is made and approved by the Provost, the faculty member will be promoted to the rank of Senior Instructor without tenure. If a recommendation is made not to continue the appointment of the faculty member, timely notice of termination will be given and no further appointments will be offered the faculty member.

2. Following promotion to Senior Instructor, the faculty member thereafter will be given at least two-year appointments if service is considered fully satisfactory and a suitable position is available (see 3. below).

3. Following promotion to Senior Instructor, the faculty member thereafter will be assigned seniority by cumulative years of service at .5 FTE or above as an Instructor and Senior Instructor in the department.

The department head is responsible for designating positions that are to be offered at the rank of Instructor or Senior Instructor. Those positions designated at the rank of Senior Instructor will be offered at no less than .5 FTE for each appointment period. When an appointment or appointments are offered by the department, school, or college, the seniority ranking of the Senior Instructors who are qualified for the particular position will determine the order in which they are given the opportunity to accept such appointments. The FTE for positions with the rank of Instructor will be determined for each appointment at the discretion of the department head.

4. A faculty member in a non-tenure-related position with the rank of Instructor or Senior Instructor may be a candidate for a tenure-related position for which a national search is conducted.

5. A faculty member in a non-tenure-related position with the rank of Instructor or Senior Instructor will be eligible for consideration for sabbatical leave, and will be eligible for leave without pay. A leave taken without pay will not affect the departmental seniority of the Senior Instructor.

6. A faculty member in a non-tenured-related position with the rank of Instructor or Senior Instructor will be eligible for salary adjustments at the same time all other faculty members are considered for salary adjustments.

Policy on Appointment and Promotion of Instructors and Senior Instructors in Tenure-Related Positions (Effective July 1, 1984)

1. Appointment or Promotion to Rank of Senior Instructor

Oregon Administrative Rule 580-20-005 (2)(c) states:

"Senior Instructor": This rank may be used for the appointment or promotion of staff members who have special skills or experience needed in the instructional programs of the institution, but who would not normally be appointed or promoted to professorial ranks. Promotion to the rank of senior instructor will not be made effective before the end of the third year of service. Appointment or promotion to the rank of senior instructor may be made with or without indefinite tenure. Appointment to this rank does not preclude subsequent advancement in rank under appropriate conditions. Because the University of Oregon is dedicated to maintaining its position as a major research as well as an instructional institution, it is expected that the number of faculty members who will be considered for indefinite tenure at the rank of Senior Instructor will be very limited.

2. Establishing a Tenure-related Position

When an academic department determines that the appointment of a faculty member at the rank of Instructor or Senior Instructor in a tenure- related position would benefit its overall academic program and can be funded within the department's budget, the department head and/or dean should obtain the approval of the Provost to establish such a position. If approval is given, the department must then conduct a national search to establish an applicant pool from which the selection of the faculty member may be made. Under exceptional conditions, a regional search may be conducted with the approval of the Provost.

3. Consideration for Tenure

The appointment to a tenure-related position may be made at either the rank of Instructor or Senior Instructor, and consideration for tenure at the rank of Senior Instructor may be given no earlier than three years following the initial appointment, except with the written approval of the Provost.

The university will conduct criminal, credit and related background checks on finalists for designated positions as necessary to ensure a safe and secure work environment in which university faculty, staff, students, resources and assets are protected. In addition to the background checks described here, reference checks on employment history and other checks will also be conducted as appropriate. Note: the criminal background checks covered by this policy do not include nationwide fingerprint-based criminal records checks.

The University of Oregon, Office of Human Resources will be responsible for administering, interpreting, and maintaining this policy. Questions regarding this policy should be directed to the Director of Talent Acquisition and Development, Human Resources, 677 East 12th Avenue (PeaceHealth North Building), Eugene, OR 97403.

Applicability:
This policy will apply to finalists for job searches conducted after August 1, 2008 on:

• Applicants for designated positions in unclassified, classified, graduate teaching fellow, and student employment; volunteers.
• Current employees applying for internal promotion or transfer to designated positions. (See SEIU Collective Bargaining Agreement, LOA "Criminal Background Checks Policy Implementation" for classified employees.)

Types of background checks and designated positions:
Criminal background checks will be conducted to ensure that the candidate does not have relevant criminal convictions that would make him or her unsuitable or ineligible to perform the responsibilities of a specific position. A conviction includes a plea of no contest, plea of guilty, or court determination of guilt.

Criminal background checks will be conducted for positions that include the following access and/or with the following responsibilities:

• Unsupervised access to children (does not include university students under 18) and vulnerable adults (persons 18 years of age or older who have substantial mental or functional impairments and are unable to protect themselves).
• Access to computer infrastructure, systems or applications that have data deemed to be sensitive, as well as anyone involved in providing computer security services;
• Broad and extensive access to personally identifying information about students, faculty, staff, alumni, donors, or research subjects;
• Direct access to and handling of cash and cash equivalents (i.e., checks, credit card receipts, negotiable securities);
• Ability to modify business or financial records after transactions have been processed through regular approval queues and/or review processes;
• Public safety and campus security;
• Unrestricted access to building master keys, security systems or areas where people have reasonable expectation of privacy;
• Direct access to controlled substances and potentially hazardous chemicals; and
• Access to animal research facilities.

Credit background checks will be conducted to ensure that the candidate's background has no financial irregularities that would make the individual unsuitable or ineligible to perform the responsibilities of a specific position. (Note: Federal law prohibits discrimination as a result of bankruptcy.) Credit background checks will be conducted as appropriate for positions with the following responsibilities:

• Broad and extensive access to personally identifying information about students, faculty, staff, alumni, donors, or research subjects;
• Direct access to and handling of cash and cash equivalents (i.e., checks, credit card receipts, negotiable securities);
• Public safety and campus security.

Designated positions:
The Associate Vice President (AVP) for Human Resources, the Assistant Director of Human Resources, or the Human Resources Employment Manager, will designate those positions requiring criminal and/or credit background checks, using the criteria described above and in consultation with the hiring supervisor. The designation will be applied after reviewing specific job duties and requirements and, in most cases, will not be applied generally to all jobs in a classification or employment category. This process will apply to both criminal and credit background checks.

Determination of relevance of criminal and credit background information: Not all criminal convictions or financial problems will preclude applicants from university employment. The criminal and/or credit background report(s) will be reviewed for the type of offense (if any) and its relevance to the position and a determination made if the information received in the background check disqualifies the candidate from that specific job. This decision will be made by at least two of the following: the AVP for Human Resources, the Assistant Human Resources Director, and/or the Employment Manager in consultation with the hiring supervisor. In addition, staff in the Department of Public Safety, Business Affairs Office, and/or Office of Affirmative Action and Equal Opportunity may be consulted.

An unsuccessful finalist will be informed that he/she is not eligible to fill the position based on the unsatisfactory results of a check and notified of the appeal process.

Position posting notification and release authorization:
Recruitment announcements and job postings for positions designated as requiring one or more background check will include a standard statement notifying potential applicants of the intent to conduct a criminal and/or credit background check(s).

A finalist for a position requiring criminal and/or credit background check(s) must sign the university release authorization form. The release form will inform the applicant that criminal convictions do not necessarily preclude employment. In addition, the release form will provide the finalist a summary of rights, including the right of access to credit and/or criminal background check(s) information and a description of the appeal process.

As part of the recruitment process, applicants will be informed of the university policy on confidential handling of documents related to background checks.

Confidentiality and restricted access to records:
Information received from criminal and credit background checks will be considered sensitive and disclosure will be restricted. Files pertaining to background checks will be maintained in Human Resources.

Appeal Process:
Applicants who are denied employment based on unsatisfactory results will receive notification of rights under the Fair Credit Reporting Act, including his/her right to review the results and obtain information about contacting agencies that provided the background check(s) results.

Unsuccessful applicants will also be given the opportunity to submit a statement in writing to the AVP for Human Resources describing how the information in the report is incorrect or irrelevant to the position in question. In consultation with the appropriate vice president or designee, the AVP will make the final determination of the appeal.

Legally mandated checks:
Some university positions carry legally mandated background check requirements imposed by outside entities. The university will ensure that these checks are conducted for those engaged to work in these positions, which include, but are not limited to, the following programs:

• Child care centers;
• Programs that work with children (e.g., Youth Enrichment/TAG, Psychology research labs working with minors, and Child and Family Center); and
• Communication Disorders and Sciences
• Programs that involve work requiring background checks by federal or state agencies such as Homeland Security, Drug Enforcement Agency, or the Nuclear Regulatory Agency.

A written reprimand is a serious disciplinary action. A written reprimand, a letter from a responsible University supervisor to an employee of the University in which that employee's unsatisfactory or unacceptable behavior or work performance is described and the necessity for change is noted. A reprimand also warns of future disciplinary procedures that shall be taken in the absence of improved performance. A written reprimand is often in order when previous oral or written warnings have not had their hoped for effect. Certain circumstances may warrant issuing a written reprimand as the first disciplinary action taken against an employee. A written reprimand can be distinguished from a written warning or admonition in that a reprimand is placed in an employee's personnel file and retained there for a predetermined amount of time.