Important Policies
1. Verification of Employment and Letters of Reference
2. Personnel Records
3. Lay-Off Due to Reduction, Suspension or Withdrawl of Funds
4. Employee Separation Documentation
5. Discipline and Discharge
6. Mandated Trainings
7. Administrative Action Review
8. Attendance
9. Notification When Absences are Unavoidable
10. Tardiness
SDSU Research Foundation's human resources department assists employees, supervisors and PIs with a wide range of employee relations issues including areas such as affirmative action, reorganization, lay-offs, job restructuring, staff development, administrative action review procedures (grievances), and disciplinary action. Any needs in the area of employee relations should immediately be brought to the attention of human resources.
- Equal Employment Opportunity and Affirmative Action
- Code of Ethics Policy
- Conflicts of Interest Policy
- Drug-Free Workplace Policy
- Policy Against Unlawful Harassment
- Workplace Security and Anti Violence Policy
- Annual Asbestos Notification
- Required Notices regarding Benefits
- Requirements to Provide Training on the Federal and State False Claims Acts
- Notice of Employees Rights to Organize and Bargain Collectively with their Employers
- Password Policy
- Voice Mail/E-Mail/Computer Access
- Data Classification and Handling Policies
- Auto Insurance & Use of Vehicles on Foundation Business
- Safety Bulletin
1. Verification of Employment and Letters of Reference
From time to time, SDSU Research Foundation may receive inquiries from outside individuals regarding the status of an employee’s employment. For example, we may receive calls from banks, credit agencies or prospective employers, asking us whether an employee is employed with SDSU Research Foundation, her/his current position with SDSU Research Foundation, salary, and why the employee may have left their employment. Employees should be aware that when we receive such inquiries about their employment, SDSU Research Foundation has a strict policy of providing only limited information. Indeed, it is the policy of SDSU Research Foundation that salary information, records concerning performance and other personal information are treated confidentially. Consequently, no one (other than certain authorized people in human resources) may provide any information regarding current or former employees to any non-employee without the specific written approval of human resources. This includes letters of reference. The only information we provide is an employee’s dates of employment and position with SDSU Research Foundation. SDSU Research Foundation’s strict policy prohibits us from revealing any information about why an employee may have left their employment.
2. Personnel Records
All personnel records must be kept in the employee's personnel files maintained in human resources. Duplicate files should not be kept in departmental offices or project sites.
3. Lay-Off Due to Reduction, Suspension or Withdrawal of Funds
It is the responsibility of the supervisor or PI, in consultation with human resources, to decide which positions are most necessary for the continuation of a project that must operate within a reduced work scope or budget. The employee(s) filling the position(s) to be eliminated will be the individuals laid off. If there is more than one employee in the same classification performing the same tasks, lay-off may be determined by seniority or performance at the discretion of human resources. Human resources must approve and take action on all suspensions, terminations or lay-offs.
4.Employee Separation Documentation
Whenever an employee's service is terminated for any reason, voluntarily or involuntarily (such as for lack of funds or lack of work), it is critical that human resources be promptly notified in writing. The written notice should include the final day worked and the reason for separation. The completed time report must be sent to human resources at least two days before the employee’s last workday in order to process the final paycheck.
5. Discipline and Discharge
SDSU Research Foundation has established guidelines concerning standards of conduct and work rules for the benefit and protection of the rights and safety of all employees and to assist in the orderly and productive operation of each department or project.
The inappropriate conduct or infractions of work rules listed below normally call for some form of disciplinary action. In some cases, the action may result in either verbal or written warnings or reprimand, followed by suspension and discharge if repeated. In other cases, the employee may be subject to immediate discharge. All disciplinary actions are at will and do not require prior notice. Only human resources has the legal authority to impose discipline such as suspension, demotion or discharge.
The types of misconduct or infractions identified below are merely examples of conduct that may lead to disciplinary action. They are not a complete list of all types of conduct that can result in disciplinary action, up to and including discharge.
The following violations are examples of actions, which normally result in immediate discharge without warning:
- obtaining employment based on false or misleading information;
- falsifying information in, or making material omissions in, any documents or records;
- deliberate or reckless action that causes actual or potential injury, loss, destruction or damage to SDSU Research Foundation or university property or supplies, or the property of another employee, or visitor;
- theft or unauthorized removal from SDSU Research Foundation or university premises of property that belongs to or is in the possession of SDSU Research Foundation, the university, another employee, or a visitor;
- threats of violence;
- bringing or possessing firearms, weapons, or any other hazardous or dangerous devices on SDSU Research Foundation or university property without proper authorization;
- absence of three (3) or more days without authorization from either the appropriate supervisor or human resources;
- failure to return from an authorized leave of absence on the date such a leave ends;
- dishonesty;
- misuse of funds or property;
- loss of trust;
- insubordination;
- disclosure of confidential information;
- falsifying or destroying any time-keeping record;
- fighting or provoking a fight, threatening, intimidation or coercing any person on the job or on SDSU Research Foundation or university property;
- working under the influence of alcohol, narcotics, illegal drugs or other intoxicants;
- violation of the Drug Free Workplace Policy or Alcohol Policy;
- discrimination prohibited by law;
- harassment; especially sexual, racial or other harassment prohibited by law, to include behavior or language offensive to others.
The violations listed below are examples of actions, which may result in immediate discharge, particularly if repeated or uncorrected, but would often, depending upon all pertinent facts and circumstances, result in other forms of disciplinary action:
- unsatisfactory job performance as defined by the cognizant supervisor;
- failure or refusal to perform the normal and reasonable duties of the position as assigned by a supervisor, or failure or refusal to perform work in the manner described by a supervisor;
- carelessness or negligence when performing duties;
- lack of cooperation;
- excessive or unauthorized absence from or tardiness to work;
- abuse of lunch or break periods;
- leaving one's job during working hours without obtaining permission from the appropriate supervisor;
- working unauthorized overtime;
- non-compliance or disregard of any established safety rule;
- violation of any safety, health, security or policies, rules or procedures of SDSU Research Foundation or the university;
- failure to follow SDSU Research Foundation policies as outlined in this guide or any newly instituted policies.
Disciplinary action against any SDSU Research Foundation employee may be recommended by a PI or supervisor; however, all such actions must be approved by and taken by human resources. Disciplinary action may include written warning, denial of a merit award, suspension, demotion, and dismissal.
If a warning is given, it normally begins with a verbal warning. The PI should document verbal warnings with a copy forwarded to human resources. Verbal warnings should be given in a private setting where they may not be overheard by the general public or the employee's co-workers. Documentation of warnings will normally include:
- the date conversation occurred
- the specific work-related reason for the warning;
- the PIs statement of what change in behavior is expected and the specific action that must be taken by the employee to meet those expectations;
- a specific follow-up date when the problem will be reviewed;
- if written warning, the signatures of the PI and the employee.
If, after a reasonable length of time, there is no improvement or correction of the problem following appropriate verbal and/or written warnings, an employee may be suspended or dismissed by human resources.
SDSU Research Foundation reserves the absolute right to initiate the form of discipline it deems to be appropriate. Nothing in this policy alters SDSU Research Foundation’s policy of at will employment. Either SDSU Research Foundation or an employee may terminate the employment relationship at any time for any reason.
6. Mandated Trainings
SDSU Research Foundation requires all employees and supervisors to participate in mandatory training courses at least once every two years.
All employees are provided with a username and password to access the online training modules. Training can be accessed anytime at www.targetsafety.com/sdsurf.
The following are course descriptions for mandatory training:
Workplace Diversity – Ethnic diversity is racial, national and religious variety of groups of people who have varying backgrounds or cultures. An awareness about different cultures and backgrounds helps bring unity and tolerance to the workplace or community.
This training course has 7 learning modules with a ten-question exam.
Drug-Free Workplace – Drug abuse can have dangerous and costly effects in the workplace. This course highlights these impacts, and provides useful information about the different types of drugs that are commonly abused and how to evaluate each element and subsidiary component of a safety and health program.
This training course has 10 learning modules with a ten-question exam.
Workplace Violence – Workplace violence has emerged as an important safety and health issue in today’s workplace. Its most extreme form, homicide, is the fourth-leading cause of fatal occupational injury in the United States. On average, 1.7 million workers are injured each year, and more that 800 die as a result of workplace violence (WPV) [Bureau of Justice Statistics 2005; BLS 2005]. According to the Bureau of Labor Statistics Census of Fatal Occupational Injuries (CFOI), violent acts made up 18 percent of all fatal work-related injuries in 2005.
Death or injury should not be an inevitable result of one’s chosen occupation, nor should these staggering figures be accepted as a cost of doing business in our society.
This training course has 10 learning modules with a ten-question exam.
Sexual Harassment Awareness – Sexual harassment is a serious problem in the workplace. Victims of sexual harassment can suffer physical and emotional damage while companies can suffer financially from the negative publicity and litigation costs as well as from the loss of job productivity and deteriorated work environment for its employees.
This course has been designed to help prevent incidents of sexual harassment in the workplace as well as provide guidelines on what to do if such an incident occurs. It aims to help employees recognize the seriousness of violations or sexual harassment policy.
After completing the course, you should have a good idea of what sexual harassment is, how it affects the workplace environment, what your role is in preventing it, and what to do if you are a victim.
This training course has 10 learning modules with a ten-question exam.
California state law requires at least 2 hours of sexual harassment training for all supervisory employees every two years and within 6 months of becoming a supervisor.
Ethics in the Workplace – In our ever changing society, ethics is something that must be a part of the working world, whether the setting is corporate, medical, educational, or governmental. This course focuses on ways to incorporate ethical principles into the workplace in order to create a more positive atmosphere for both employees and employers.
7. Administrative Action Review
If an employee has a work-related problem, every effort should be made to resolve the problem with the employee's supervisor or PI. If not resolved, the issue may be referred to human resources. If the employee believes that the problem remains unresolved, a request for administrative action review can be filed. Appropriate forms and problem-solving counseling are available from human resources.
8. Attendance
SDSU Research Foundation employees are expected to have regular attendance and to report to work in accordance with their established work schedule. Both PIs and department supervisors are dependent upon each employee's presence and punctuality in scheduling work and meeting deadlines.
9. Notification When Absences are Unavoidable
Employees unable to report to work or those who will be more than 30 minutes late must notify the appropriate supervisor or human resources as far in advance as possible. And in any case, notice should be given no later than 30 minutes after the expected start time. When reporting an absence, the employee should also state the date or time (s) he expects to return to work.
Further, repeated unscheduled absences, especially if they are Monday/Friday absences, and/or where sick leave is being used as it is accumulated, employees may be subject to disciplinary action to include termination of employment. Employees who are absent or tardy without proper notice may not be paid for the time they are absent. Such employees may also be subject to disciplinary action to include termination.
Absence for three days without notification or approval is considered a voluntary resignation.
10. Tardiness
Employees are expected to be ready to begin and end work on schedule. Arriving late or leaving earlier than the scheduled work times, breaks or meal periods must be approved in advance by the appropriate supervisor.
If an employee is late more than twice during any thirty day period, it is considered excessive tardiness and may result in suspension without pay, and/or other disciplinary action, up to and including termination of employment.