Frequently Asked Questions

BPM - Grow Today

GENERAL QUESTIONS ABOUT THE eCOURSES?

How Does Berkeley People Management (BPM) Part 1: Grow Today Fit Into the Achieve Together Program?

BPM Part 1: Grow Today is part of the Foundational Skills Required Training for all people leaders on our campus. As such, completion of the courses is an important part of the Achieve Together performance program.

For policy-represented employees (PPSM) (i.e., those who are part of the Achieve Together performance program), if they have not completed their Foundational Skills Required Training, they should receive a "Needs Attention" in the Job Mastery Achievement Criteria. Receiving only 1 Needs Attention does not preclude someone from receiving a salary increase or merit. Please see the Achieve Together Salary Increase or Merit page for the criteria for PPSM employees to be eligible for a salary increase or merit. 

For Union Represented employees, if they have not completed their Foundational Skills Required Training, this should be noted in their annual performance review document as not complying with a key part of their job (required training). 

Where can I find a copy of the "Playbook" mentioned as a resource for a particular module?

Playbooks and other additional resources pertaining to a particular module can be found under Resources in the upper right-hand corner of the course window once the module has been launched.

Is the Berkeley People Management series about campus systems or people-to-people work?

The Berkeley People Management series and certificate program is about people-to-people work. It is designed to follow the arc of a person’s people management career at UC Berkeley – from aspiring to move into supervision to the knowledge needed to navigate policies and procedures at UC Berkeley, the skills necessary to engage teams, and finally, the leadership skills required for strategic success on our campus and beyond. 

QUESTIONS ABOUT THE BERKELEY PEOPLE MANAGEMENT (BPM) KNOWLEDGE ASSESSMENT?

Is the Berkeley People Management (BPM) Knowledge Assessment a quiz to check what I learned from the content of the Berkeley People Management (BPM) Part 1: Grow Today courses?

No, the BPM Knowledge Assessment is not a quiz that checks for learning from the BPM Part 1: Grow Today courses. Rather, each course has knowledge checks built in that check what you have learned.

Instead, the BPM Knowledge Assessment has been designed to provide you with a guide on where to go next. After completing BPM Part 1: Grow Today, the BPM Knowledge Assessment will help you determine where you might still have knowledge gaps related to critical people management areas and guide you to other learning opportunities to fill those gaps.

I completed the Berkeley People Management (BPM) Knowledge Assessment but do not see its completion on my training transcript; what happened?

The UC Learning Center is updated manually for every person who has completed the BPM Knowledge Assessment. Our Program Manager does this each month, approximately on the 15th and the 30th/31st. Check your status in the UC Learning Center shortly after the 16th or the 1st of the month to see your completion status.

Is there a minimum grade requirement for the Berkeley People Management (BPM) Knowledge Assessment to receive my Berkeley People Management (BPM) Part 1: Grow Today certificate?

The BPM Knowledge Assessment is not an exam (so there is no grade requirement). It is an assessment tool to help guide learning. The assessment helps identify your current knowledge (specific to UC Berkeley) in nine critical people management areas: Compensation and Classification, Complaints and Grievances, Disciplinary Action, Health and Safety, Leave and Disability Management, Payroll and Timekeeping, Performance Management, Personnel Policies and Contracts, and Recruiting and Hiring. 

In addition to receiving an overall score on the assessment, scores in each subsection are provided. Rather than focusing on the overall score, look specifically at the scores received in each sub-section. For any sub-section in which your score is less than 70%, it is suggested that you take advantage of the learning resources provided to shore up knowledge gaps related to that particular sub-section. 

As an aside, the assessment will allow you to send the report to yourself, or yourself and your manager. While sending the report to your manager is not required, we highly recommend it to start an ongoing conversation about your development needs and desires with your manager.

Once your identified gaps from the assessment are shored up, you can further develop your knowledge and skills in other areas of people management by exploring the resources available to you on our GROW page. You might, for example, decide to register for the workshops from BPM Part 2: Grow Your Knowledge and/or BPM Part 3: Grow Your Team. For senior campus leaders (M1s and above), there is also the BPM Part 4: Grow the Organization cohort-based program, designed to equip leaders with the skills and support essential for strategic success at UC Berkeley.

WHO IS REQUIRED TO PARTICIPATE?

Which staff and academic positions are required to complete Berkeley People Management (BPM) Part 1: Grow Today?

BPM Part 1: Grow Today is part of the Foundational Skills Required Training

Supervisors and Managers with direct reports listed in UCPath are assigned the 17 modules of the BPM Part 1: Grow Today training series through the UC Learning Center.  This assigned training series must be completed within six (6) months from when it is assigned to a supervisor or manager. 

Faculty and Lecturers with staff direct reports listed in UCPath are requested to complete (at a minimum) the BPM: Academic Leader Bundle through the UC Learning Center. This Bundle includes the six (6) UC Managing Implicit Bias courses and two (2) courses from the BPM Part 1: Grow Today series and will provide a great foundation of people management knowledge for campus faculty and lecturers who manage staff.  

Is there training geared explicitly to faculty or lecturers supervising staff?

Yes!  We have created specific training for faculty and lecturers who supervise staff. The BPM: Academic Leader Bundle includes the six (6) UC Managing Implicit Bias courses and two (2) courses from the BPM Part 1: Grow Today series. The BPM: Academic Leader Bundle is part of the Foundational Skills Required Training for Faculty and Lecturers. 

Would an individual in a non-supervisory role who is heading a team (with a handful of peers) be required to complete the Berkeley People Management (BPM) Part 1: Grow Today series (as a requirement for leading the team)?

The BPM Part 1: Grow Today training is assigned in the UC Learning Center to those with direct reports listed in UCPath. If someone is leading a team but is an individual contributor without direct reports, they would not be assigned to take the training. 

Any individual looking into moving towards people management, including supervising student staff, is welcome to complete courses in the BPM Part 1: Grow Today training series even if they have not been assigned the course in the UC Learning Center.

I only manage undergraduate student employees - am I required to take Berkeley People Management (BPM) Part 1: Grow Today?

Yes. The program provides a strategic level of foundational knowledge about leadership, management, and supervision that is helpful for all people managers as they navigate the opportunities related to managing anyone, regardless of the level or appointment percentage.

And since the BPM Part 1: Grow Today training is assigned in the UC Learning Center to those with direct reports listed in UCPath, it will be automatically assigned to you.

HOW CAN I CHECK MY TRANSCRIPT?

How do I know if I have completed Berkeley People Management (BPM) Part 1: Grow Today?

The 17 BPM Part 1: Grow Today modules are automatically assigned in the UC Learning Center to anyone with direct reports listed in UCPath (excluding Faculty and Lecturers). Because they are assigned as required courses, you can easily see your completion status by going to the UC Learning Center Home page and clicking the Required Training (Training Analysis) button. Be sure to scroll to the right side of the page to the Assignment Status column. If your Assignment Status is “Attended” then you have completed that course. 

Your manager or supervisor can also see your list of required courses on their Manager Dashboard and can assist you in knowing what courses in the BPM Part 1: Grow Today series you still need to complete.  

Another way to track your progress is to use this worksheet to see the courses that make up BPM Part 1: Grow Today and the approximate time to complete each course.

Please Note: Should you decide to restart any course in order to review the materials or refresh your learning (something that we encourage you to do, as needed), your “Completion Status” on your Transcript will not change; you will still be credited with completing the course. If you look at the Grow Today Bundle in the UC Learning Center, the status of “In Progress” will show for any course you have started/restarted and not completed, including a course you have previously completed. There is no need to worry about that status, as again, your transcript will remain unchanged. 

How can I print my Berkeley People Manager (BPM) Part 1: Grow Today Certificate?

Individuals can print the certificate of completion directly from their transcript in the UC Learning Center.

  • On the top of the page, change the Date Range to All
  • Hit Ctrl+F and type Grow Today in the search box.
  • You will see Curriculum: BPM Part 1: Grow Today.
  • Print your certificate by clicking the picture icon to the left of the name (which looks like a certificate).
  • Once selected, the certificate will pop up and allow you to print it. 

HOW CAN I FIND THE COURSES IN THE UC LEARNING CENTER?

What is the easiest way to find the Berkeley People Manager (BPM) Part 1: Grow Today eCourses in the UC Learning Center?

Here's the easiest way to find the BPM Part 1: Grow Today eCourses:

  • Go to the UC Learning Center

  • Enter “Grow Today Bundle” in the learning search bar

  • Click on Grow Today Bundle to view all 16 eCourses (this page will also tell you if you have completed a course, if it is in progress, or if you have not yet started it)

  • Enter “Berkeley People Management Knowledge Assessment” in the learning search bar

  • Click on Berkeley People Management Knowledge Assessment to start the last part of the requirement

You can use this worksheet to track your progress. 

For faculty and lecturers, here's the easiest way to find the BPM: Academic Leader Bundle:

  • Enter “Academic Leader Bundle” in the learning search bar
  • Click on BPM: Academic Leader Bundle to view the 8 eCourses that make up this bundle (this page will also tell you if you have completed a course, if it is in progress, or if you have not yet started it)

HOW DOES THIS FIT INTO POLICY?

Requiring internal candidates to complete the Berkeley People Management (BPM) Part 1: Grow Today series prior to applying means any current unit loses employee work time while the employee prepares for a job potentially in another unit. Is this fair?

Time spent on professional development is not a “loss of time” but a productive use of time because it enhances an employee’s skills and supports their professional growth.  Both benefit the University. Employees of UC Berkeley are employees of the entire institution, not just one particular department or unit. More than ever, continuous growth and development are critical to maintaining our staff's excellence and supporting the campus' mission. 

UC Berkeley supports staff professional development through systemwide Procedure 50, which states that "non-probationary career employees are eligible for up to 80 hours (non-exempt) or 10 work days (exempt) release time (prorated based on appointment) per calendar year for professional development, which should be career-ladder related." In addition, UC Berkeley has our own policy created to further support the professional development of all staff. The institution as a whole is absorbing the “cost” of professional development to support retention of a highly skilled workforce.

Why do candidates for supervisory/managerial positions at Berkeley have to take the BPM Part 1: Grow Today series before applying for an internal vacancy instead of having a 6-month grace period to complete the training once in the supervisory/mgmt role?

Aspiring campus leaders have the benefit of being able to prepare for a people management position in advance of interviewing for the role. While earning a certificate is not an assured path to being offered a new position, this requirement enhances the candidate’s skills, giving internal candidates an advantage in an incredibly competitive labor market while supporting UC Berkeley in developing talent from within. 

Can the university fund mandated training hours from benefits or other assessments? What about through vacation or sick leave?

Time spent on professional development is “regular work,” and therefore, it is recorded as “straight time,” not "vacation" or some other type of leave. UC Berkeley supports staff professional development through systemwide Procedure 50 (in accordance with Policy PPSM-50), which states that "non-probationary career employees are eligible for up to 80 hours (non-exempt) or 10 workdays (exempt) release time (prorated based on appointment) per calendar year for professional development, which should be career-ladder related." In addition, UC Berkeley has created our own policy to further support the professional development of all staff. The institution as a whole is absorbing the “cost” of professional development to support retention of a highly skilled workforce.

How does the Berkeley People Management (BPM) Part 1: Grow Today series compare with the UC Systemwide People Management Certificate (UCSPMC)?

The UC Systemwide People Management Certificate program is a systemwide program. To earn this certificate, a person must take 16 core courses and 4 elective courses across four UCOP-determined competencies. 

Included in the 16 core courses for the UCSPMC are the requirements for the UC Managing Implicit Bias Certificate, also a systemwide certificate series.

The BPM Part 1: Grow Today series includes the 16 core courses required for the UCSPMC and one additional requirement, the Berkeley People Management Knowledge Assessment. This means that once the BPM Part 1: Grow Today series is completed, an employee will have earned two certificates: BPM Part 1: Grow Today and UC Managing Implicit Bias. In addition, they will be only four courses away from completing a third certificate, the UCSPMC. Those who complete the UCSPMC are eligible to attend UCOP's  UC People Management Conferencein Los Angeles.

WHAT OTHER TRAINING IS AVAILABLE FOR PEOPLE MANAGERS?

I completed the Berkeley People Management (BPM) Part 1: Grow Today certificate; what should I do next?

Begin by reviewing your results from the Berkeley People Management Knowledge Assessment. Rather than focusing on the overall score, look specifically at the scores received in each sub-section of the Assessment. For any sub-section in which your score is less than 70%, use the learning resources provided to shore up knowledge gaps related to that sub-section. 

You should also visit UC Berkeley’s GROW webpage to explore all the learning and development resources available through Berkeley People & Culture.

As you explore, partner with your manager to create a professional development plan to strengthen any areas you wish to develop. The plan might include attendance in suggested workshops, individual coaching from your manager or a Career Coach from Berkeley People & Culture, participation in one of our campus’s many Staff Organizations, on-the-job stretch assignments, and so much more!

While I understand that Berkeley People Management Part 1: Grow Today is the only required series in the Berkeley People Management program, can you tell me more about the program as a whole?

The Berkeley People Management program consists of four certificate series, touched on briefly below:  

The BPM Part 1: Grow Today series is designed for everyone. This fully online workshop series is designed for all staff, from seasoned people leaders to those desiring to become managers, supervisors, or team leads. Seasoned people leaders can use these content refreshers for pertinent people management information. Aspiring leaders can use these quick learning experiences to gain a sense of the breadth of knowledge and depth of responsibility required for a campus leadership role.

There is no time limit for completing this series of courses unless you have been assigned this training because you are a manager/supervisor. Managers/supervisors have six (6) months to complete this training.

The BPM Part 2: Grow Your Knowledge and BPM Part 3: Grow Your Team series are best suited to individuals with current and/or previous people management experience. This can be the supervision of direct reports, volunteers, students, etc. and/or a leadership role in a staff organization or project team, in either a current or previous role. As long as the individual has engaged in overseeing the work of others in some capacity (now or in the past), they will have the background necessary for engaging in the interactive portions of each workshop.

The BPM Part 2: Grow Your Knowledge series provides instructor-led workshops using the Zoom platform to share and help participants learn and practice the knowledge necessary to navigate policies and procedures in our unique campus environment.

The BPM Part 3: Grow Your Team series (also delivered via an expert facilitator using the Zoom platform) provides learning and practice opportunities related to the skills needed to engage teams for ultimate group success at UC Berkeley.

Once the Part 2 or Part 3 series is started, an individual has two years to complete the entire series. This means that once a person takes their first workshop in either series, they have two years from that date to complete the remaining workshops in that particular series to be eligible to receive the certificate for that series.

For example, the BPM Part 3: Grow Your Team certificate has 10 components. If you started this series by taking BPM 207 Leading Change on July 9, 2024, you have until July 9, 2026, to finish all 10 components required for the BPM Part 3: Grow Your Team certificate.

We require a two-year window to complete BPM Parts 2 and 3 as course materials are continually updated due to the changing nature of the workforce and the evolution of employment policies.

The BPM Part 4: Grow the Organization series is a cohort-based program for senior campus leaders (M1s and above and PPSM staff with large programmatic responsibilities). It offers in-person workshops, a 360° leadership assessment, and integrated group coaching to equip leaders with the skills essential for strategic success at UC Berkeley and the support necessary to bring their best selves to the role. Participants complete this cohort series over a ten-week period.

HOW MUCH TIME WILL THIS TAKE?

How long might it take to complete the Berkeley People Management (BPM) Part 1: Grow Today series or the BPM: Academic Leader Bundle?

The time to complete the online content for the BPM Part 1: Grow Today series and the BPM: Academic Leader Bundle varies depending on how deep and reflective you choose to be. That's the beauty of self-paced, online learning! The BPM Part 1: Grow Today curriculum takes at least 9 hours to view. The BPM: Academic Leader Bundle takes about 4 hours to view. Each training module includes a “playbook” and additional resources for use during the session and afterward for reference. Individuals can spend additional time (generally 15-35 minutes per module) with these materials and resources at their discretion.

Please view this worksheet to get a general idea of the length of each eCourse.

HOW OFTEN IS THE BPM GROW TODAY TRAINING REQUIRED?

Once the Berkeley People Management (BPM) Part 1: Grow Today series has been completed, does it have to be completed periodically?

The BPM Part 1: Grow Today series must be completed only once. While the series does not need to be completed more than once, managers, supervisors, and team leads are encouraged to use these modules as content refreshers for pertinent people management information as often as is useful, and to refer back to the playbooks that are listed in the Resource link in all of the BPM Part 1: Grow Today eCourse windows. 

WHAT IF I’VE ALREADY DONE MANAGER TRAINING?

Do any other workshops fulfill the Berkeley People Management (BPM) Part 1: Grow Today certificate requirements?

No. No other workshops fulfill the BPM Part 1: Grow Today certificate requirements.

Will all KEYS program certificates be honored, i.e., those completed before the rebranding?

The Berkeley People Management program replaced the former campus supervisory program, Keys to Enhance Your Supervisory Success (KEYS). Workshops in the KEYS program were last taught in 2017. Content taken towards completion of any KEYS program certificates will not be counted towards completion of any Berkeley People Management certificates, as workshop materials are continually updated due to the changing nature of the workforce and the evolution of employment policies.

What if I have completed another series in the Berkeley People Management program? Do I still need to complete the Berkeley People Management (BPM) Part 1: Grow Today?

Yes. Regardless of other training you have completed, this requirement is a stand-alone requirement for all employees who manage staff.

WHAT IS REQUIRED?

Why is this people management training required for all managers and supervisors at UC Berkeley?

The BPM Part 1: Grow Today training is required because it includes content critical to supporting the success of our employees and ensuring that supervisors and managers have the skills necessary to create a thriving, safe, and inclusive workplace at UC Berkeley. 

If managers and supervisors fail to complete these basic courses, we can expose our community to potential harm and the University, as well as ourselves, to legal liability and reputational damage.

Why does UC Berkeley feel completing the Berkeley People Management (BPM) Part 1: Grow Today series is needed? Is there evidence of poor management skills at UC Berkeley?

UC Berkeley leadership believes that professional development is important for everyone and that having this requirement will benefit the entire workforce. It is not viewed as a punitive measure because of widespread poor management skills. We understand the power of having a growth mindset; continuous growth and development are critical to maintaining our staff's excellence and supporting the campus's mission. 

People management policies, practices, and collective bargaining agreements are complex, and everyone can benefit from dedicating some time to refreshing and practicing their leadership skills. In addition, promoting equity, inclusion, and belonging across the entire campus benefits everyone. Creating a common language and ensuring a common understanding of baseline knowledge benefits the whole institution. 

Due to the changing nature of the workforce and the evolution of employment policies, content refreshers are prudent for even the most seasoned professional. The required training helps ensure we are all working in a safe, respectful, inclusive, and welcoming environment, goals we all aspire to.

Why is the Berkeley People Management (BPM) Part 1: Grow Today series required for individuals new to people management and individuals with extensive experience and, possibly, academic degrees in management?

BPM Part 1: Grow Today was designed with new and experienced managers in mind. Even our most experienced and highly trained managers can benefit from refreshing and updating their management skills. More than ever, continuous growth and development are critical to maintaining our staff's excellence and supporting the campus's mission.  

People management policies, practices, and collective bargaining agreements are complex, and everyone can benefit from dedicating some time to refreshing and practicing their leadership skills. In addition, promoting equity, inclusion, and belonging across the entire campus benefits everyone. Creating a common language and ensuring a common understanding of baseline knowledge benefits the whole institution. Due to the changing nature of the workforce and the evolution of employment policies, content refreshers are prudent for even the most seasoned professional.

Campus Salary and Time Reduction Program

Content Coming Soon

Content coming soon

Resolution Center

What is a facilitated conversation?

A facilitated conversation provides a comfortable environment where employees can voluntarily talk through their communication challenges in a productive manner. With the help of an objective, non-judgmental facilitator(s), individuals can communicate clearly, understand one another, and focus on how best to work together.

How can a facilitator help the parties?

  • Communicate for better understanding
  • Identify the issues and each parties’ needs
  • Suggest creative solutions
  • Negotiate an agreement that works for everyone

What can a facilitator not do?

  • Solve the problem for the parties
  • Make a judgement about the dispute
  • Advocate for either party
  • Act as an intermediary between the parties and the University

How can a facilitated conversation benefit me?

  • It offers you an opportunity to consider ways of resolving the situation in an informal setting
  • It assists you in improving and rebuilding workplace relationships
  • It empowers you to come up with your own practical solutions
  • It empowers you to implement solutions

Is the facilitated conversation confidential?

Conversations with our trained facilitators are kept confidential with the exception of situations that present an imminent threat to life or property, or which are in violation of certain University policies, union contracts and/or prevailing laws.

How long will the process take?

Resolving misunderstandings can take time. Every session is two hours and multiple sessions may be necessary. Success depends on each parties’ engaged commitment to open and respectful dialogue.

Guide to Managing Human Resources

This page is a list of all frequently asked questions for the Guide to Managing Human Resources section. The questions are grouped into different categories. Please click on the appropriate topic to view questions and answers for that section.

Chapter 1: Employment (Student Assistant Series)

Are student employees covered by limited appointment provisions?

Student employees who hold casual-restricted appointments are excluded from the provisions for limited appointments.

Where do I go for questions about getting students on payroll, student benefits, and/or student terminations?

Please refer these types of questions to your Departmental HR Manager, departmental benefits counselor, or departmental HR assistant.

Who is eligible for Student Assistant series jobs?

Student jobs are restricted to UC Berkeley students who are registered for the current academic semester, or in the grace period immediately before or after academic semester registration (grace period defined as a semester or summer, whichever is before or after the period of enrollment).

Can a student work over 20 hours per week during the academic year in these positions?

Graduate students are not allowed to work over half-time per week on average over the period of the term, unless a waiver is granted by the Graduate Division.

Campus Jobs: Undergraduate students are allowed to work over half-time per week on average over the period of the term. However, departments should remember that student's primary obligation is to their studies and the number of working hours should take into consideration the student's academic workload.

Work-Study: There is no restriction per federal or state guidelines. However, employers should be aware that students may accrue eligibility for benefits when working at half-time or better during any given payroll period. These benefits must be paid from employer funds only.

How do I post a job listing? Where do I send the listing?

Campus Jobs: Student campus jobs are listed on the Career Center's website via Handshake, the on- and off-campus jobs resource for all UC Berkeley students. Review the Guidelines for UC Berkeley Campus Employers for Handshake registration and job posting information. For any questions, contact the Career Center at 642-0464 or jld@berkeley.edu.

Work-Study Campus Jobs: Job requests may be posted online. Go to the Work-Study website and follow the instructions to obtain an employer ID and password. Jobs may be listed, modified or purged at your convenience. For questions, contact the Work-Study Office at 642-5625.

How do I find out what comparable rates of pay exist for similar student jobs elsewhere on campus?

The normal hiring salary is within the range for comparable staff work, and normally the entry salary is at the lower end of that range, unless there are unusual skills, knowledge, ability, or experience that supports a higher level. If there are no comparable campus positions, contact your departmental compensation consultant.

How do I get a new position classified into the correct level?

Students should be placed in an appropriate Student Assistant level based upon the nature of the work, level of assignment, and complexity of the work performed. The four Student Assistant levels have been previously mapped to staff titles based on these criteria. Look up the title that most closely fits the nature of the student's work and find the comparable Student Assistant level. If the nature of the student's work does not fit any of the titles that have been mapped, call Human Resources Compensation Unit (642-2799) for assistance.

What do I use for a job title?

Campus Jobs: Please use the appropriate Student Assistant series level title for all official paperwork purposes. (e.g.- use "Assistant I" rather than Clerk, "Assistant II" rather than Senior Clerk/Secretary, "Assistant III" rather than Resident Advisor). You can also use a working title to help advertise for the position opening and to describe the position to applicants if the working title is more descriptive of the work.

Work Study Jobs: In the case of a student continuing employment from a previous period, refer to the former working title. Use the "Assistant I, II, III, or IV" title that is appropriate. In the case of a new student, use the same working position title as was used when hiring students in previous similar employment. Again, find the appropriate "Assistant I, II, III, or IV" title at the above website.

What is the purpose of the Student Assistant series?

The Student Assistant series is intended to provide a simple mechanism for campus departments to employ students, considering the unique working conditions of students and their purpose and intent in relation to employment on the campus. It also allows the campus to more easily distinguish students from career and limited-term support staff, since the titles and title codes for students are not used by other staff employees; conversely, all students should be placed in these three titles and not in any other staff title.

The three-level Student Assistant series has broad salary ranges which are intended to give departments great flexibility in setting their student employees' salaries and minimizes the administrative burdens of student employment. The appointment type is "casual-restricted" which is used only for UC Berkeley students. "Casual-restricted" employees are not represented by a bargaining unit, but are covered by the Personnel Policies for Staff Members.

Chapter 2: Equal Employment Opportunity / Affirmative Action

Are employers expected to hire the less qualified over the more qualified to meet affirmative action goals?

Employers are not expected to establish any hiring practices that conflict with the principles of sound personnel management. No one should be hired unless there is a basis for believing the individual is the best-qualified candidate. In fact, affirmative action calls for the hiring of qualified people. "The goal of any affirmative action plan should be achievement of genuine equal employment opportunity for all qualified persons." (Code of Federal Regulations, Title 41, Part 60-3.17.4)

Is there really any difference between goals and quotas?

Yes. Quotas are rigid and exclusionary; they imply, "This is what you must achieve, no matter what." Goals are flexible and inclusive; they imply, "This is what we think you can achieve if you try your best." Goals are simply program objectives translated into numbers. They provide a target to strive for and a vehicle for measuring progress. The campus does not use quotas, but sets goals for those job groups where underutilization of minorities and women is identified.

Is affirmative action reverse discrimination?

No. Affirmative action policies provide equal opportunity to those groups which have been systematically denied it. Affirmative action is not the source of discrimination, but the vehicle for removing the effects of discrimination. A recent Labor Department report found fewer than 100 reverse discrimination cases among more than 3,000 discrimination cases between 1990 and 1994. Discrimination was established in only 6 of the 100 cases or .02% of the total number of discrimination cases in this period. The report found "many of the [reverse discrimination] cases were the result of a disappointed applicant...erroneously assuming that when a woman or person of color got the job, it was because of sex or race, not qualifications." (S.F. Chronicle, 3/31/95)

Haven't Proposition 209 and the Regents' Resolution SP-2 eliminated affirmative action?

No. As a federal contractor, and under the terms of SP-2 and Proposition 209, the University must comply with federal laws and regulations regarding affirmative action. The University must continue to develop and implement affirmative action plans that identify areas of underutilization of minorities and women. Hiring authorities should demonstrate good faith efforts to eliminate underutilization through actions such as target recruitment to underutilized groups.

Chapter 8: Around the Office

Can employees request a correction or deletion of something in the file?

Employees may request correction or deletion of a record containing information about themselves. Policies and contracts specify method, time frame, and to whom requests should be addressed.

Should we charge the employee for a copy of the file?

You should not charge for the first copy of an employee's own record; a fee of 10 cents per page may be charged for additional copies (no charge for time spent locating or assembling the file).

Where is the file located?

Normally in the Department Personnel Office or the supervisor's office.

How is the file maintained?

Before you place any documentation in a personnel file, have a conversation with the employee. The employee should receive a copy of all material placed in the file.

Who can review personnel files?

The employee or designated representative, the employee's supervisor, a prospective hiring department, Employee Relations and Labor Relations staff and other UC offices with a specific need.

When can employees review their files?

As soon as is practical, but no longer than 30 days after making the request, as described in policy and contracts.

What is a personnel file?

A historical body of information on an employee from date of hire to present, maintained by the person's name or by some identifying number or symbol.

What does not belong in the departmental personnel file?

Anything not directly related to the job, including pre-employment information, reference information, grievances, outside agency complaints, affirmative action/EEO data, credit reports, and garnishments. Workers' Compensation records stay in the file, but should be removed before a file is shown to a potential hiring department.

What belongs in the personnel file? (See Records Disposition Schedules Manual, contracts, and policies for required purge dates)

  • Job related items, including job descriptions, HCM Transaction Notices, where appropriate, and Emergency Data records.
  • Selection records, including application, resume, tests, and offer/acceptance letters.
  • Employee development records, including education updates, classes, degrees, and completed training.
  • Performance records, including performance appraisals, counseling memos, disciplinary letters, commendation letters, and Special Performance or Achievement Awards.
  • Separation records, including resignation letters, termination checklist, and exit interviews.

Chapter 16: Sexual Harassment

What happens when it's one person's word against another's?

These cases are the most difficult to resolve. A thorough investigation is critical.

What conduct may not be sexual harassment?

  • A single unwelcome sexual comment or advance.
  • A supervisor who makes a few mild advances for a few minutes, stops, and apologizes with apparent embarrassment.
  • A small number of minor incidents is less likely to constitute actionable sexual harassment.

What happens to employees found guilty of sexual harassment?

It depends on the seriousness of the incident. The appropriate corrective action may include a strong verbal warning, written warning, transfer, administrative leave, suspension, demotion, firing. Generally, you would take the same types of action taken for other forms of employee misconduct.

What are some examples of sexual harassment?

  • A supervisor makes sexually explicit comments and propositions the employee.
  • A female custodian is subjected to derogatory and vicious jokes, pornographic and demeaning cartoons, and naked photos with her name written on them, posted in public view.
  • A supervisor offers an employee a better job, extra help, or reclassification in return for sexual attention or threatens to take adverse action for refusing.
  • A coworker repeatedly asks an employee out on a date and makes sexually suggestive comments to the employee.

Chapter 21: Working with Union Representatives

May more than one union representative, or a union representative and an attorney, be present with one employee?

No. Normally only one representative is allowed in a meeting between you and the employee. Ask the employee to clarify for you which individual will be the representative before you schedule a meeting.

Who represents you as the supervisor?

In non-grievance meetings with one employee and a representative, your Employee Relations Consultant will be present to represent campus management interests. In grievance meetings, or in meetings with groups of employee and union representatives, a Labor Relations Specialist from Human Resources will represent the University.

Do you have to allow a union representative to be present whenever the employee wants one?

No. For example, a union representative is not appropriate in meetings to give work assignments, coaching sessions, or performance evaluation discussions. However, employees have a right to have a representative present if they reasonably believe that disciplinary action will result from a meeting.

Performance

Achieve Together

About Achieve Together

What is Achieve Together?

Achieve Together is the UC Berkeley staff performance program for non-represented employees. The program emphasizes ongoing performance development, coaching conversations, and clear guidelines for how we do our work through the Achievement Criteria performance indicators. 

When did Achieve Together begin at UC Berkeley?

The Achieve Together performance program began in April 2020. Achieve Together is grounded in a coaching culture and includes staff and managers having three formal check-in conversations about performance using six standardized questions. Check-in conversations are documented using an online form.

What is a staff performance program?

Individual employee performance contributions drive the results that accomplish the goals of UC Berkeley. The performance program is the mechanism by which managers/supervisors help translate unit goals, objectives, and performance standards to individual employee goals and expectations through ongoing check-in conversations.

What are the benefits of Achieve Together?

The goal of Achieve Together is to support a workforce that is more agile, performance-driven and engaged. More frequent check-ins between managers and direct reports means greater engagement, fewer surprises, a better understanding of needs and expectations, more learning-in-place, less performance-related paperwork, and a clearer line of sight about how an individual’s performance contributes to the bigger picture. This simplified process should enable everyone to be more agile and help you focus on your work efforts.

What should staff expect from their manager?

Direct reports can expect their manager/supervisor to schedule the Achieve Together Check-in conversations at a time that is best for the team, but during the Check-in conversation time. During the scheduled conversation, your manager will ask the six Check-in questions, which you should be prepared to answer based on the prior four months being discussed. Finally, we do expect managers and supervisors to complete Growing as a Coach class or gain coaching skills through other means, such as the Cal Coaching Network. Feel free to ask your manager about how Achieve Together will work for you and your team.

How should staff prepare for their Check-in conversations?

If needed, ask your manager to schedule your check-in meeting. Then, get ready by familiarizing yourself with the 6 Check-in Questions so you can be prepared for your part of the conversation. Focus on what you want to share with your manager, what you want to ask from them, and what, if any, support you need. These conversations are intended to be two-way, so feel empowered to work with your manager in setting the agenda. You should also be prepared to discuss your goals going forward - do existing goals need updating, or are there new goals to include? 

Another important step is to ensure you are up to date on all of your Foundational Skills Required Training requirements. Anyone not current will receive a "Needs Attention" rating for the Achievement Criteria of Job Mastery.

How should managers/supervisors prepare for their Check-ins?

All managers and supervisors should take the Berkeley People Management (BPM) Growing as a Coach. This course is designed to enable managers to build essential coaching skills for generating meaningful conversations, including how to ask powerful questions and to listen deeply. The Cal Coaching Network is also a great resource for managers to gain coaching skills. 

Another important step is to ensure that everyone on your team is up to date on all of their Foundational Skills Required Training requirements. Anyone not current will receive a "Needs Attention" rating for the Achievement Criteria of Job Mastery.

What are the primary challenges of check-in conversations?

The biggest challenge is creating a new mindset around performance. Through resources and trainings, everyone can have a better understanding of Achieve Together in which employees welcome ongoing feedback, act upon it, and offer their own ideas for their growth and development.

What is UC Berkeley’s performance cycle?

The Performance Year for non-represented staff at UC Berkeley is April 1 - March 31 of the following year. This timing allows the final Check-in and selection of Performance Levels to be complete by early June, which then allows pay increases to go into effect as of the Fiscal Year (July 1st).

How is DEIBJ supported with Achieve Together?

Achieve Together incorporates Inclusion & Belonging as an Achievement Criteria and outlines behavioral anchors for the Achievement Criteria at the Needs Attention, Well Done, and Stand Out level. Upholding inclusive behaviors leads to a workplace in which we can all feel like we belong, and ultimately drive UC Berkeley to greater heights through our support of one another's identities and cultures. Check out the short video explaining the Inclusion and Belonging Achievement criteria.

Achievement Criteria

What is the Achievement Criteria?

To increase transparency and help employees understand what leaders and managers/supervisors use to determine performance levels, merit rewards and/or eligibility for across-the-board increases, UC Berkeley has developed consistent, performance-based Achievement Criteria for non-represented staff. The Achievement Criteria provide example behaviors (behavioral anchors) for each performance level (Needs Attention, Well Done, Stand Out). All non-represented employees will use the same Achievement Criteria (with additional performance indicators for people managers). There are five dimensions of the Achievement Criteria; they are Collaboration, Goal Accomplishment, Innovation, Inclusion & Belonging, and Job Mastery.

Learn more about the Achievement Criteria for non-represented employees and/or register for Achieve Together training.

How do you determine performance levels for each dimension of the Achievement Criteria?

The behavioral indicators or behavioral anchors for each Achievement Criteria (PDF file), along with the Notes entered in the Achieve Together online Check-in Form, are used by the manager or supervisor to select an employee's Performance Levels. A Performance Level of Needs Attention, Well Done, or Stand Out should be selected for each of the Achievement Criteria based on which level aligns closest with the employee’s performance for the year. Anyone not current on all of their Foundational Skills Required Training requirements will receive a Needs Attention rating for the Achievement Criteria of Job Mastery. Performance Levels are selected by the manager or supervisor at the end of each performance year during the Spring Check-in, scheduled during April - May each year.

Check-ins

What are the six guided check-in questions that we use to map to the Achievement Criteria?
  1. What goals did you accomplish this period? (Goal Accomplishment & Job Mastery)
  2. What do you like best about your work? In what ways does your work connect to our overall strategy and/or mission? (Job Mastery & Goal Accomplishment)
  3. How have you supported others' work and/or collaborated with others on your work this period? (Collaboration)
  4. How have you innovated, sought efficiencies and/or improved work outcomes? (Innovation)
  5. How have you fostered diversity, equity, inclusion and/or belonging on our team and/or campus? (Inclusion & Belonging)
  6. What can I do as your manager/supervisor to better support your success? What additional knowledge, resources, or tools are needed to successfully do your job? (Development Planning & Manager/Supervisor Support)
Do we always have to discuss all the guided questions during each check-in?

Yes. Here are a few considerations to better understand the purpose and use of the guided questions:

  • These questions map to each performance indicator in the Achievement Criteria, providing the opportunity to adequately discuss what we do and how we do it.
  • They enable managers/supervisors and direct reports to expansively discuss current performance and plan for future job needs.
  • Think of the check-in questions as conversation starters, which set up the conversation to use attentive listening and open-ended follow-ups to deepen the conversation.
  • Managers/supervisors and direct reports are not limited to the guided set of questions. It is encouraged to bring attention to feedback, recognition, and questions/concerns about work.
  • By the end of the conversation, managers/supervisors and direct reports should have clear expectations on how work will be accomplished over the next four months. 

For supplemental check-in questions, see the Check-ins page.

Where will completed check-ins be stored?

Check-in conversations are documented using the Achieve Together Online Form through the Online Dashboard. Supervisors and direct reports finalize the Online Form once they are done with each section of the form; there is one section for each of the 3 Check-ins in a performance year. The Online Forms are sent to the employee's personnel file. 

Your Online Forms are always viewable from the Online Dashboard.

What timeframe does a check-in cover?

Check-in conversations cover the preceding four months. For example, the Fall check-in occurs from Dec 1- Jan 15 and covers performance between August - November. See the Check-ins page on the website for more information. 

Can I make changes to previous check-in forms?

Once we close the Achieve Together system for the Check-in period, edits cannot be made to that section of the Online Form. Please make sure that the form is completed before selecting "Lock my notes for this section."

What if I don't agree with my manager/supervisor or my employee’s comments?

Disagreements between managers/supervisors and direct reports are a good opportunity for constructive, thoughtful, and supportive discussion. It is possible managers/supervisors and direct reports will not agree on individual or overall performance levels or comments documented in the check-in form. We recommend discussing these disagreements to seek greater understanding, and with the intention of identifying an action plan to prevent future misaligned perspectives on both work performance and how work is accomplished.

If there is evidence to suggest an inaccurate depiction of performance or conduct, contact your HR Partner to discuss the issue and potential options. The Office of the Ombuds also has conflict resolution and mediation support.

What if I submit the check-in form late?

Check-in forms should be completed by the due date for each Check-in conversation; we close the system after that date. Once the Achieve Together Online Dashboard system is closed, you cannot add content to the online form.

Remember, if you do not add your notes to the Online Form by the deadline, you will not be able to review it later via the Achieve Together Online Dashboard. We suggest putting the Check-in deadlines on your calendar as recurring events so you can ensure you finish by the due dates.

What if my manager/supervisor didn't have a check-in conversation with me?

Any manager/supervisor who is supervising a non-represented employee is responsible for managing performance and facilitating performance conversations as required by UC Berkeley's performance program and PPSM 23This information is included in the Achievement Criteria for managers/supervisors.

You are entitled to discuss scheduling a check-in conversation. If you are met with resistance, you should contact your HR Partner with questions/concerns. If a Check-in conversation does not occur and there is no online form with Performance Levels, employees will automatically receive "Well Done" performance levels for all 5 Achievement Criteria. All non-faculty supervisors are evaluated in part on their supervisory duties, one of which is completing Achieve Together Check-ins and the Online Form. Reports are generated for leaders of campus units with completion data throughout and after each Check-in conversation period.

Coaching

Why are continuous coaching and performance conversations important?

Continuous conversations about performance, development, feedback, and the employee experience lead to an overall more engaged workforce. When we lean-in to these discussions, we get more agile, real-time, meaningful input that can help us drive greater results in ways that are more collaborative, innovative, and inclusive. Through ensuring individuals have the chance to check-in more regularly, this creates a stronger environment of belonging for everyone. These conversations create space to solve problems, clarify expectations, and plan for next steps. Elevating the number of times we check-in about performance at Berkeley gives us a better chance to address issues as they arise, instead of waiting for a once-per-year retrospective evaluation.

How can I coach my team?
  1. Attend BPM 206 Growing as a Coach training to learn the coaching framework and fundamental skills
  2. Join Community of Practice - Cal Coaching Network to learn additional coaching skills and have an opportunity to practice coaching
  3. Visit the Training & Resources page for self-study resources
  4. Start a Coaching Circle in your area to get feedback and support from your peers
How can my employees learn how to be coached?
  1. Visit the Training & Resources page for online/in-person training and self-study resources on coaching
  2. Join Community of Practice - Cal Coaching Network to learn additional coaching skills and have an opportunity to practice coaching
What do I do about employees who don't want coaching?

Firstly, don't call it coaching. Labeling a conversation "Coaching" can be intimidating to some people unless they have experienced professional coaching. But in any conversation that you may be having with your employee, you can incorporate coaching skills and use the coaching framework learned from the Growing as a Coach class.

Secondly, assess if Coaching is the right approach. A simple way to look at HOW you manage is that you may give more direction at times (for example, when an employee is new to a task) in order to increase their ability to do it well. As they have success, and their confidence increases, you will shift to allow them to do it more independently. Coaching is used when an employee has more confidence and has done a task before.

What if my manager is not coaching or developing me?

Managers/supervisors are responsible for coaching employees and managing performance. If coaching or development is not happening, bring this to the attention of the manager/supervisor in a check-in conversation. Let them know how you would like to grow and develop, collaboratively explore professional development goals, and set expectations on how you will touch base on professional development progress between check-in conversations. Ongoing coaching and development are beneficial to both participants in the manager/supervisor and direct report relationship. It is the responsibility of the manager/supervisor to enable teams to grow, leading to greater results. "Coachees" can take ownership of their development through seeking skills, knowledge, and experiences that grow careers.

Check out the Getting Support from Your Manager video or the Companion Guide for ideas and guidance on how to ask your manager for the support you need. 

Compliance

Is there a University of California policy that requires compliance with the Achieve Together performance program?

PPSM 23 - Section B requires the completion of performance appraisals within the guidelines of the local campus. Your three check-in conversations are not separate evaluations. The three check-ins make up one overall performance appraisal. Performance Levels (your rating) in the Achievement Criteria will be shared with you after the Spring check-in.

Employee Types

Are represented staff participating in Achieve Together?

Achieve Together is designed for non-represented staff. The performance management process for represented staff is outlined in their union contract. However, managers are encouraged to engage in more frequent, informal conversations with direct reports who are represented if both parties find it beneficial.

Can I do Achieve Together check-ins with my represented staff if they want to?

Official check-in conversations and documentation as part of Achieve Together are not permitted for represented employees. Changes to performance programs for represented employees are subject to bargaining. However, 1on1 conversations between managers/supervisors and represented employees are permitted and similar conversation topics can be addressed.

How do we handle a non-represented employee who changes teams during a check-in period?

The check-in process (check-in conversation and Online Form) will be completed by the manager/supervisor with whom the employee spent the majority of the check-in period. 

Online Forms for employees can be moved between managers/supervisors by emailing the Achieve Together team at: AchieveTogether@berkeley.edu. Please include UIDs of the supervisors and the Online Form ID if known.

How do we handle an employee who moves from a non-represented employee to a represented position?

If the employee is in the non-represented position in the last two months of the check-in period, the employee and manager will complete the check-in process (check-in conversation and Online Form). If not, the check-in will be canceled. 

How do we handle a newly hired non-represented employee or an employee who moves from a represented position to a non-represented position?

If the start date is in the first or second month of the check-in period, the employee will participate in that check-in. If the start date is in the third or fourth month of the check-in period, the employee will wait until the next check-in to start the process. 

Can we use the Achieve Together process for probationary employees?

No, employees in the probationary period should be reviewed following the probation process outlined here

What about contract employees?

Yes, the check-in can be used for non-represented career, partial-year career, or contract employees. Generally, the Achieve Together process is not completed for employees who work limited hours per week, such as recreation instructors or student assistants. 

What about employees who work less than 50% time?

A non-represented employee working less than half-time might not have an Achieve Together conversation. If the employee works 25% or so, they may not be in a role for which the Achievement Criteria makes sense. Some examples would be recreation instructors or student assistants. 

You are always welcome to conduct Achieve Together check-in conversations and complete an Online Form for any non-represented staff employee if it makes sense to do so.

Goals

What are performance goals?

Performance goals provide a roadmap for the employees on what is expected of them and what they can do to help the organization achieve its unit priorities. Aligning employee performance goals with UC Berkeley's and unit strategic goals is the foundation of Achieve Together. Managers collaborate with their direct reports to define performance goals. In today’s rapidly changing and complex work environment, performance goals must be agile and adaptable. 

Goals can be set for any length of time (ex: 1mo, 4mo, 1yr, 2yrs) and should be revisited regularly as part of ongoing 1-on-1 meetings. During check-in conversations every four months, goals will be updated as needed. All non-represented employees will have 2-5 goals at any time:

  • 1 professional development goal

  • 1 to 4 goals around these themes: job accountabilities, stretch assignment, special project, and UC contribution (staff organization participation and/or leadership, participation on a unit/university committee, etc.)

For more information about goal setting, visit the Goals page and/or sign up for an in-person or online training

How are my goals developed?

Managers/supervisors will collaborate with direct reports on the necessary goals for each check-in period. Conversations about refining goals can occur at any time. Progress against goals will be discussed and documented during the check-in conversation process every four months. 

Goals should always be measurable, have clear expectations or deliverables, and indicate when the goal should be completed.

Since we do multiple check-ins throughout the year, does that mean goals should be accomplished within a single check-in period?

No, it is not required that goals be accomplished within one check-in period. A goal can take three weeks, three months, or even multiple years to accomplish. Goals will roll from period to period until the due date is reached. What's most important is that managers/supervisors and direct reports are on the same page about goal expectations.

Should performance goals be everyday duties and tasks, long-term special projects, or stretch goals that go above and beyond normal daily routines?

Performance goals are job responsibilities related to key tasks and projects and may include special projects and stretch goals. Goals should be measurable, actionable, and tied to unit priorities. These can be written using OKRs (Outcomes & Key Results) or SMART (Specific, Measurable, Attainable, Relevant, and Time-bound), and may be achieved in just one check-in period or may span across several periods. They may be individual goals, team goals, or unit goals. Refer to the Goals page for more. 

Merit Pay Increase and Achieve Together

What is performance-based merit pay?

In a performance-based merit pay program, salary increases are differentiated based on performance rather than distributed equally as an across-the-board increase. An employee’s performance is evaluated over a period of time (typically twelve months) and then a merit award is determined based on the employee’s performance contributions during that period.

Does UC Berkeley use forced distribution to determine merit levels?

No, UC Berkeley does not use the method of forced distribution to determine performance levels or merit rewards. With forced distribution, managers would be required to force a certain percentage of employees into each of the three merit levels rather than determining based on performance contributions. Managers are required only to use the performance-based Achievement Criteria when determining Performance Levels and adhere to their allocated budgets when determining merit rewards.

How is Achieve Together linked to the merit process?

In years when a merit fund is available and the pay for performance (merit) program is active, the information discussed and documented in the check-ins, as well as the Achievement Criteria, will be used to determine performance levels, which will in turn guide merit awards. Continual dialogue about performance will result in merit decisions that are more closely aligned with performance contributions. 

How will consistency be achieved when a Merit program is active?

To ensure consistent and fair application of the Achievement Criteria, calibration meetings are recommended. Calibration meetings are one way to ensure an equitable, unbiased, and factual process for merit recommendations. Unit leaders or their designees will meet with their respective management teams to calibrate employee performance levels and merit rewards within their respective organizations. Calibration meetings will ensure consistency in the distribution of merit increases, and ensure leadership support. Berkeley People & Culture Compensation team will also review the distribution spreadsheets to ensure compliance with merit guidelines.  

When are merit increases effective? When will they be reflected in paychecks?

These dates are dependent on merit program guidance from UCOP. Generally, increases will be effective by July and entered into UCPath, the payroll system, in mid-June. After the Berkeley People & Culture Compensation team has reviewed the proposed increases and executive leadership has approved them, managers and supervisors will meet with direct reports individually to discuss performance-based merit increases.

What if my salary is at the pay range maximum?

If an employee with a salary at or near the pay range maximum receives a salary increase, their salary will be increased to no higher than the pay range maximum.

Will any other factor be considered other than performance?

No, merit increase guidelines will be based on performance only as opposed to performance and/or position in range, seniority, time in classification, etc. The entire fund will be used to reward employee performance rather than attempt to address equity, compression or market lags.

Online Form

How do I access the online Check-in form?

Employees and Managers/Supervisors can access the Achieve Together Check-in form using the Online Dashboard button on the Achieve Together home page. You can learn more about using the Online Dashboard from the Online Dashboard page.

How do I change my email or name in the online tool?

Your name comes from UCPath information. You can check in UCPath what is listed for your Name (ie. Lived or Preferred Name) and what is listed for your Legal Name. Name is what is used in Achieve Together. 

For email, be sure that the UC Berkeley Directory has the correct information for you. Make updates in the Berkeley Directory if Achieve Together has the incorrect email for you.

As a new supervisor, is it possible to import goals from a previous supervisor?

Unfortunately, the system will only allow you to import goals for past forms you have created. If you need a copy of your new direct reports’ Online Form, we recommend asking the employee to print out the previous form using the PRINT button at the very bottom of any Achieve Together form. 

It is also possible to have a yearly Online Form moved from the employee’s prior supervisor to you as the new supervisor. For assistance, contact us at: AchieveTogether@berkeley.edu

I've finalized or locked my portion of the form accidentally, is it possible to have it re-opened for edits?

If you have finalized or locked your portion of the form and need to re-open the form, please email AchieveTogether@berkeley.edu. Please note that re-opening the form removes the completion for both supervisor and employees so both will need to go in after the edits to re-finalize the form.

Please include the supervisor's name, the employee's name, and the Online Form ID #, which is found in the left column of the Achieve Together Dashboard

Can anyone create an Achieve Together Online Form on behalf of a supervisor?

Yes. But there is an important caveat: Whoever creates the Achieve Together Online Form is seen by the system as that person's supervisor. Only the creator of the Online Form can enter the Check-in conversation date field and add Supervisor notes. The person who creates the Online Form will be the only person who can use that Check-in form as the supervisor. 

As an example, if a Department Manager creates the Online Check-in Form for Supervisor Q, Supervisor Q will not see any of these forms on the Achieve Together Dashboard, only the Department Manager will see them and have access to the Supervisor fields. (Note: the employee can see the Online Form as the employee.) In this scenario, if Supervisor Q decides to create their Online Forms in the following period, Supervisor Q will not be able to import the Goals from the previous period nor see the employee's prior Online Forms. 

Performance

As a people manager, how do I address performance challenges for those who need a great deal of attention?

Those who are performing at the "Needs Attention" level can receive ongoing coaching, development, direction, and support at any time through the year, not just during a Check-in conversation. It is important to refer to the behavioral indicators in the Achievement Criteria when discussing poor performance with your direct report. Your HR Partner can also provide guidance. 

At any time, a Performance Improvement Plan (PIP) can be utilized after consulting with your HR Partner.

Should the check-in form be used as a performance improvement plan or a professional development plan?

While the check-in addresses performance and opportunities for professional development, it should not serve as the official Performance Improvement Plan (PIP). Consult with your HR Partner to discuss the steps for putting an employee on a performance improvement plan. 

Do check-ins work for underperforming employees?

We've found that ongoing check-in conversations help our managers quickly address any performance issues with constructive feedback. When a manager tells us that a direct report is underperforming, we first ask whether the manager has been setting clear expectations and giving specific, direct feedback via the Check-in process and/or 1-on-1 meetings with the employee. If not, we recommend that they start there and document those conversations. If the employee still isn't performing after a reasonable amount of time, then we begin the structured performance improvement process by contacting your HR Partner.

What do I do about employees who don't think they have a performance problem?

You are encouraged to meet with your HR Partner to discuss the challenges and how they might be addressed. Using the Achievement Criteria is an incredibly helpful guide to demonstrate performance levels and their corresponding indicators for Collaboration, Goal Accomplishment, Inclusion & Belonging, Innovation, and overall Job Mastery. These are the keys to aligning the conversation with the specific behaviors, standards, and expectations of non-represented employees and managers/supervisors. 

Program / Process

What makes check-ins more efficient and effective than traditional yearly reviews?

The Achieve Together program is aligned with everyday work and contains less overall documentation compared to year-end reviews. Check-ins can be scheduled during a regularly scheduled one-on-one time. Launching the Achieve Together Online Forms takes seconds per employee. With the guided check-in questions and Achievement Criteria as helpful tools, the Achieve Together process is streamlined for facilitated coaching conversations and brief note-taking about the Check-in conversation.

Who should an employee contact with concerns?

Employees should go to their immediate manager/supervisor with questions or concerns. If the manager/supervisor is unable to address the concern, or the concern is about the manager/supervisor, then contact your HR Partner. 

Where can I access completed Check-in Forms?

Achieve Together Check-in conversation Online Forms can be found on the Online Dashboard. Performance review forms for employees are also available using a Records Request in the HR Service Hub. Achieve Together Online Forms are part of the employee's Personnel record. 

What happens if my supervisor refuses to participate?

PPSM policy states that a PPSM employee who doesn't receive a rating is therefore deemed to have met expectations. In relation to Achieve Together, that would mean the employee would be considered to have received Well Done Performance Levels on all 5 Achievement Criteria. 

People & Culture will follow up with supervisors who do not complete the Achieve Together Online Form for their employees.

Where can I go if I have questions regarding information contained in the FAQs or for more information on Achieve Together?

Additional information can be found by exploring the Achieve Together website

If you can't find the answer to a question you have in these FAQs, you can submit a questionfor inclusion in the Achieve Together Knowledge Base.

Can I submit an extension request for a check-in conversation completion?

Both non-represented employees and managers/supervisors are required to collaboratively complete each section of the Achieve Together form during/after check-in conversations 3x annually. Due dates for completion of the Online Forms sections are September 15, January 15, and May 31. Please refer to the Check-ins page for further details. Should you find you need an extension, please email us at achievetogether@berkeley.edu with information regarding your need for an extension. Note: Extension requests are not required for those on leave. For guidance on these scenarios, refer to questions on employees on leave in this section of the page.

I am a manager with a staff member on leave (short-term, long-term, FMLA), what must I do to complete any Achieve Together performance Check-in?

Staff on approved short-term or long-term leave are not required to complete work. Staff will be assessed based on the progress and outcomes achieved while they are officially working during any check-in period. To be compliant with the Achieve Together program (and the performance appraisal PPSM 23 University of California policy), managers/supervisors must complete the appropriate section of the check-in form every four months (3x annually). You can do this by completing your portions of the form, "locking" your section, and bypassing the employee’s signature. In the Online Form, the manager/supervisor has the option to bypass the employee’s participation when the manager/supervisor locks the form. A notification will be sent to the employee’s inbox indicating you finalized the form without their finalization.

What if my manager is on leave and cannot complete a check-in?

Your manager's manager will be required to hold the check-in conversation and complete the Online Form for you for the period. Online Forms can be assigned to other supervisors, such as the manager’s manager, for these cases. Requests should be sent to achievetogether@berkeley.edu and include the names and UIDs of the managers and the employee(s) affected. 

I am going on leave (short-term, long-term, FMLA) during a check-in period. Am I required to complete check-in forms or conversions while I am on leave?

You are not required to complete check-in conversations or the Online Form while on approved leave. Your manager will complete the period’s check-in form without your finalization. If the leave is for only a portion of a check-in period, the manager is encouraged to add notes about your performance for the time that you were at work during the check-in period.

What if my employee is unavailable or refuses to lock their check-in form?

In the Online Form, the manager/supervisor has the option to bypass the employee’s participation when the manager/supervisor "Locks" the form. A notification will be sent to the employee’s inbox indicating you finalized the form without their finalization.

Salary Increases and Achieve Together

What if my salary is at the pay range maximum?

If an employee with a salary at or near the pay range maximum receives a salary increase, their salary will be increased to no higher than the pay range maximum.

When are the across-the-board salary increases effective? When will they be reflected in paychecks?

Generally, salary increases will be effective in July and entered into UCPath, the payroll system, in mid-June. Berkeley People & Culture Compensation team manages the salary increase program using the Achieve Together system as one criteria for eligibility to receive an across-the-board salary increase. 

How is Achieve Together linked to the across-the-board salary increase process?

In years when an across-the-board salary increase is used, the information discussed and documented in the check-ins, as well as the Achievement Criteria, will be used to determine an employee's Performance Levels in each of the 5 Achievement Criteria. The performance levels are used to determine those who would be ineligible for an across-the-board salary increase due to low performance. 

Read more details on the Salary Increase or Merit page

Training

What training and resources are available for the Achieve Together performance program?

Managers/supervisors and employees have access to Achieve Together online and in-person training, toolkits, self-study resources, and tutorial videos. Managers are encouraged to attend BPM 206 Growing as a Coach to develop their skill set for ongoing workplace coaching.

Compensation & Benefits

Compensation

This page is a list of all frequently asked questions for the Compensation section. The questions are grouped into different categories. Please click on the appropriate topic to view questions and answers for that section.

Classification

When is a reclassification effective, if approved?

The first of the month following receipt of all necessary documentation to the Compensation department in central Human Resources

What is the difference between a "promotion" and an "upward reclassification?"

A promotion involves movement from one position to a different position with a higher salary range midpoint through a competitive recruitment process. An upward reclassification involves a change in the functions of a position, which results in the assignment of an employee’s current position to a new payroll title with a higher salary range midpoint. A reclassified employee retains the majority (generally 50% or more) of the prior functions and assumes additional functions as well.

What is the difference between a Manager 3 and Manager 4?

Positions at the Manager 4 (M4) level serve as the senior manager overseeing a large organization with multiple departments. They identify objectives and direct critical programs with major constituencies across campus. Very few positions on campus meet the M4 criteria. In contrast, a M3 position leads a critical function on campus, typically managing multiple subordinate organizations with different levels of Managers 1 and 2, Supervisors, professionals and other staff.

What is the difference between a Manager 2 and Manager 3?

Positions at the Manager (M3) level lead a critical function on campus, typically managing multiple subordinate organizations with different levels of Managers 1 and 2, supervisors, professionals and other staff. In contrast, a M2 position has responsibility for managing a department though subordinate managers, supervisors and professionals, serves as a consultant to senior management, has significant responsibility to achieve broadly stated goals for the department, identifies objectives, directs programs, and develops overall departmental strategies and policies.

What is the difference between a Manager 1 and Manager 2?

Positions at the Manager 2 (M2) level have responsibility for managing a department though subordinate managers. In contrast, a Manager (M1) level position is the primary manager of a unit or department and does not manage subordinate managers. This is a difficult concept to apply consistently given the lack of hierarchy in many departments on campus, and great care is taken to ensure employees were not unfairly disadvantaged based on department. The M2 level definition includes those who oversee one or more managers or multiple supervisors and professionals. The review process also consistently applies other components of generic scope. Positions  at the M2 level need to document in the job description how the incumbent would serve as a consultant to senior management, have significant responsibility to achieve broadly stated goals for the department, identify objectives, direct programs, and develop overall departmental strategies and policies

What's the difference between a supervisor and a manager?

Specific differences are described by the generic scope of each supervisory and managerial level. Another way to look at it is that a manager is responsible for making significant decisions on what the unit does: its purpose, functions and role, and for making commitments and decisions that require the expenditure of significant unit resources. Managers have a significant, external focus (to the world outside the unit), whereas a supervisor has a more internal focused responsibility for implementing the manager’s decisions through the work of subordinate employees. Once a decision is made on what to do, supervisors have a significant role in deciding how to do it; how to achieve the objective established by the manager. Supervisors often perform the same kind of work that the subordinates do; managers do not do the daily work of the unit as a regular part of their work, they may do it more on an exception basis or in resolving the most difficult problems facing the unit.

What's the difference between a Supervisor 1 and Supervisor 2?

The key differences between Supervisor 1 (S1) and Supervisor 2 (S2) are defined by the generic scope. An S1 provides immediate supervision to a unit or group of operational or technical employees, whereas an S2 provides supervision and guidance to a group of professionals or skilled operational and technical employees.

What is the difference between a Manager/Supervisor and a Professional?

The Supervisory and Managerial category describes positions that exercise independent judgment in determining the distribution of work of at least 2 FTEs. They also make decisions or recommendations about 3 or more of the following: hiring decisions, performance ratings, merit increases, promotional opportunities, reclassification requests, written warnings, suspensions, disciplinary actions, and/or resolution of grievances or complaints. Each individual job description is reviewed against this definition. If the customized job content provided by the manager for custom scope, key responsibilities, problem solving and supervision (including organizational chart) does not support the definition of a supervisor or manager job standard, the position will subsequently be approved for a professional job title. Professionals may achieve and be responsible for many of the same functional responsibilities as a manager or supervisor, but achieve results through their own, personally-performed duties, rather than through the efforts of direct reports. 

Specific differences between manager and supervisor are described by the generic scope of each supervisory and managerial level.

Another way to look at it is that a manager is responsible for making significant decisions on what the unit does: its purpose, functions and role, and for making commitments and decisions that require the expenditure of significant unit resources. Managers have a significant, external focus (to the world outside the unit), whereas a supervisor has a more internal focused responsibility for implementing the manager’s decisions through the work of subordinate employees. Once a decision is made on what to do, supervisors have a significant role in deciding how to do it; how to achieve the objective established by the manager. Supervisors often perform the same kind of work that the subordinates do; managers do not do the daily work of the unit as a regular part of their work, they may do it more on an exception basis or in resolving the most difficult problems facing the unit.

What are the differences between the Professional 4 and the Professional 5 levels?

The generic scope for a professional 5 describes a position that is a recognized campus expert with significant impact and influence on campus policy and program development. Professional positions at this level regularly lead projects of critical importance to the overall campus. Very few positions on campus are at the Professional 5 level.

In contrast, professional 4 positions regularly serve as a technical leader to their department/campus community, perform duties requiring specialized expertise, and frequently analyze or resolve issues that are unique and without precedent.

If the job description submitted provides very limited customized content that supports the level 5 scope, the Compensation Unit can’t assume the employee is performing a professional level 5 position.

What are the differences between the Professional 3 and the Professional 4 levels?

The generic scope for a professional 4 describes a position that regularly serves as a technical leader to their department/campus community, performs duties requiring specialized expertise, and frequently analyzes or resolves issues that are unique and without precedent.

The generic scope for an experienced professional 3 describes a position requiring full understanding of the professional field, the ability to apply theory and put it into practice resolving problems of diverse scope and complexity, and broad job knowledge. If the job description submitted provides very limited customized content (i.e., problem solving examples don’t align with professional level 4 key responsibilities or scope) the Compensation Unit can’t assume the position is performing at a professional level 4.

Length of service, while providing employees and the campus with a wealth of institutional knowledge, does not by itself determine the level of responsibility required for the position. Length of service, as well as experience on committees or special projects outside of the scope of the primary job responsibilities, are helpful for preparing the individual for future career opportunities but also do not define the scope or level of the current position. 

What are the differences between the Professional 2 and the Professional 3 levels?

The generic scope for an experienced professional 3 describes a position requiring full understanding of the professional field, the ability to apply theory and put it into practice, resolving problems of diverse scope and complexity, and broad job knowledge.

A P2 position typically applies acquired professional knowledge and skills to complete tasks of moderate scope and complexity, and exercises judgment within defined guidelines or practices to determine appropriate action. 

If the job description submitted at a P3 level provides very limited customized content in custom scope, key responsibilities or problem solving that support the level 3 scope, the Compensation Unit can’t assume the employee is performing at a professional level 3 and would change the title to a P2.

How does the performance evaluation form include information from the job description?

Sometime in the future, key responsibilities from the job description will be copied into the performance evaluation form. Until that additional functionality is available, supervisors/managers will need to copy the content from the description into the performance evaluation form manually. In this manner, there is a direct link between the job description and the performance expectations of the employee performing that job

How much detail is required on the job description? Will the generic job standard suffice with very little customization?

A job description for review should provide a sentence or two for each applicable key responsibility to explain or customize that responsibility for an individual position. Also, bullet points that expand using examples on specific responsibilities for the incumbent are helpful. We also ask for 2 -3 examples for each of the problem solving sections. The problem solving examples should support the decisions expected of the category and level. For examples: 

  • Professional 4: decision making examples aligned with a technical leader demonstrating specialized expertise and resolution of unique issues.
  • Manager 3: managerial decisions demonstrating oversight of subordinate organizations through different levels of managers, supervisors, and professionals.

See Categories and Levels for definitions of the job levels.

It is especially important to provide an accurate and true representation of an individual’s job duties because what is described in the job description will be the basis for review on the performance appraisal form. In other words, since an employee’s performance expectations will be based on their job description, the description needs to accurately define the job.

Salary Setting

FLSA

FLSA General

Why is a student employee unable to access CalTime, or submit time through CalTime since picking up a Reader/Tutor/GSI/GSR appointment?

CalTime is currently not designed to permit Exempt employees to report hours worked nor designed to import Reader/Tutor/GSI/GSR appointments. The student will need to submit time via a manual timesheet that the assigned HR or timekeeper contact can provide to them.

What do I have to record on a manual timesheet?

Exempt monthly paid employees only record full shifts missed as leave without pay. Exempt monthly paid employees do not record hours worked. Non-exempt employees record all time worked and all time taken off in fifteen minutes increments.

Can students or employees no longer hold multiple part-time positions if the FLSA and pay schedules are different?

Students and part-time employees can continue to hold multiple part-time positions for which they are qualified as long as the FLSA and pay schedules are reviewed and adjusted to one FLSA of either Exempt or Non-exempt, along with one pay schedule of either monthly or bi-weekly, as determined by the FLSA exemption. The HR or AP Partners consult with the hiring manager about the FLSA status along with pay schedule. In some instances, a department may not be able to adjust the FLSA for a position with variable hours from Non-exempt to fixed appointment percentage of Exempt status, in which case the hiring manager and student should have a discussion of whether or not the student would want to continue in the Non-exempt position, or choose to work in the Exempt position. Students and supervisors should discuss the student’s work schedule availability, along with the department’s staffing needs prior to the job being offered to avoid any confusion with FLSA and pay schedule conflict.

Why are some Student Assistants now paid monthly instead of bi-weekly, and why do they need to submit monthly timesheets instead of being able to use CalTime?

With the transition to UCPath, employees and students have to be paid on one pay schedule, either monthly or bi-weekly. In addition to this, the Fair Labor Standards Act (FLSA), requires that employees can only have one FLSA status with an employer, either Exempt (salaried), or Non-exempt (hourly, eligible for overtime). In determining a FLSA exemption, HR staff have to review the duration and percentage of appointment during the semester, along with the duties of the positions to determine the appropriate FLSA exemption. If the primary position held by a student is that of an Exempt GSI, Reader, or Tutor, and paid monthly, then in most cases, any additional positions the student picks up will also need to be set up to be paid monthly Exempt, and the student will need to submit a manual timesheet for the Student Assistant position. Currently, CalTime is not configured to record hours for Student Assistant positions if the student also holds a position in a graduate student title.

Can a Tutor at the Athletic Study Center or at the Student Study Center, pick up a Student Assistant position and still remain on bi-weekly payroll?

If a Tutor at the above Centers are currently being paid as bi-weekly, Exempt employees, then in most instances any additional Student Assistant position they pick up will need to also be set up as a bi-weekly, Exempt hourly position. The student will need to submit a manual timesheet in order to be paid. All time worked will need to be submitted on the timesheet in hours. Additional information about submitting hours worked will be shared once the campus or UCPath has developed another solution.

Are employees on Family Medical Leave (FMLA) and/or Pregnancy Disability Leave (PDL) subject to a change in FLSA status due to a percentage time change?

Exempt employees covered by the Family Medical Leave Act (FMLA) and Pregnancy Disability Leave (PDL) are exempt from the new FLSA threshold rate and do not need to be changed to nonexempt.

Is an employee who returns to work on a part-time basis, as a result of being on a partial workers compensation leave, subject to a change in FLSA status?

No, these situations are treated as a temporary reduction in time and are exempt from the FLSA threshold rate and do not need to be changed to nonexempt.

Are employees who are not covered by Family Medical Leave Act (FMLA) subject to a change in FLSA status if they request a reduction in work schedule?

Exempt employees, not covered by the Family Medical Leave Act (FMLA), who request an on-going reduction in work schedule under ADA that puts their earnings below the FLSA threshold rate are not exempt from the new FLSA threshold and should be changed to nonexempt or their part-time work schedule should be adjusted to bring them above the FLSA threshold rate, if possible.

What does it mean to be exempt or non-exempt under the Fair Labor Standards Act (FLSA)?

The federal Fair Labor Standards Act (FLSA) regulates whether an employee is overtime-eligible (“non-exempt”) or overtime-exempt (“exempt”). Most employees covered by the FLSA must be paid at least the minimum wage and premium pay for any hours they work beyond 40 in a workweek. As of January 1, 2023, the minimum wage for California is $15.50 per hour. Some localities, including Berkeley, have adopted higher minimum wages. To learn more about minimum wage in California, visit the California Department of Industrial Relations (DIR) page

The FLSA does, however, exempt certain kinds of covered employees from the minimum wage and overtime requirements, including bona fide executive, administrative, and professional employees. To qualify for one of the executive, administrative, or professional exemptions, an employee must be paid a predetermined salary that is above a certain amount and meet the applicable duties test.

Are any positions exempt from the salary basis test?

Professors, lecturers, graduate student instructors, readers, tutors, teacher special programs, other teaching titles, doctors, medical residents, veterinarians and attorneys are not subject to either the salary basis or salary level tests. This means that these professionals are considered exempt regardless of the amount they earn for performing services.

As a non-exempt employee, when am I entitled to overtime?

Non-exempt, overtime-eligible employees must be paid no less than the minimum wage and a premium rate for any hours worked beyond 40 in a workweek. Hospitals are permitted to base FLSA overtime eligibility on either 40 hours in a workweek or 80 hours in a 14-consecutive day work period (the 8/80 option). If the University requires or permits an employee to work overtime, then it is generally required to pay the employee premium pay for such overtime work.

Now that I am a non-exempt, overtime-eligible employee, why am I required to record the number of hours I work each day?

The FLSA requires the University to keep certain records for each non-exempt, overtime-eligible employee, including records of the number of hours worked each day and the amount of wages earned. Talk to your manager or supervisor about local time reporting requirements.

Are rehired retirees being changed to non-exempt and overtime-eligible?

Rehired retirees are also changing to non-exempt and overtime-eligible even if they earn over the threshold rate of $47,476 on a part-time basis. This population generally works varying hours and the time worked is more easily managed on a bi-weekly pay schedule.

How many biweekly pay periods are there in a calendar year?

You will receive a minimum of 26 and a maximum of 27 paychecks in a year. Because biweekly periods do not always line up exactly to the calendar year, there is often a biweekly pay period that crosses over from December to January. As a result, the gross pay reported on an annual W-2 tax form may not exactly match your annualized pay rate, and occasionally there will be 27 periods in one year.

How will my vacation and sick leave accruals be calculated?

For staff and academic employees, your accruals are based on your hours on pay status. If the time you work on pay status varies, then so will your accruals. Therefore, a full-time employee should expect to see the same accruals over the course of the year, while a part-time employee’s accruals may vary.

Accruals for biweekly employees are credited at the end of every two pay periods (every four weeks) based on hours on pay status during those two pay periods. Biweekly employees accrue 13 times in a calendar year, compared to 12 times for monthly employees. The accruals for each pay period are therefore smaller, but your annual vacation and sick accrual rate is the same.

How is my hourly rate determined?

There are two methods you can use to calculate your hourly rate (based on a 40-hour workweek):

  • Method 1: Take your monthly salary rate and divide by 174 (the average number of working hours in a month). For example, if your monthly salary is $3250.00 per month:  $3250.00 ÷ 174 = $18.68 per hour.
  • Method 2: Take your annual salary and divide it by 2088 (the number of working hours in a year). For example, if your annual salary rate is $39,000.00 per year:  $39,000.00 ÷ 2088 = $18.68 per hour.
What should I do to prepare for the change?

It is important that you review your personal budget situation and determine your income needs based on the new biweekly pay schedule. In preparation for the conversion, we suggest that you take the following steps:

  • Review your current tax withholding elections and make any necessary changes. Pay particular attention to additional tax withholding amounts.
  • Review your current voluntary contributions to your 403(b) and 457(b) plans.
  • If appropriate, request that third-parties adjust your automatic withdrawal or bill-pay dates to align with your new pay schedule.
What is a Deduction Holiday? How will my deductions be calculated?

A deduction holiday occurs when there are three biweekly pay periods in a month. During a deduction holiday, no flat-dollar deductions are taken from pay; only percent-based deductions are taken. Typically, deduction holidays occur twice a year, based on pay period end date. Pay dates with deduction holidays can be found on the biweekly pay schedule calendars.

I have a garnishment deduction. How will the transition to biweekly pay affect the amount deducted for my garnishment?

If the garnishment deduction is calculated as a percentage of your earnings, a deduction will occur each pay period, up to the maximum deduction allowed based on federal and state regulations. For example, if your garnishment deduction is 25 percent of your pay, that amount will be deducted each payday.

If the garnishment deduction is a fixed amount, the amount will be recalculated to a biweekly amount. That calculation is then divided into two payments. For example, a monthly $250 garnishment payment will become $125, deducted during each biweekly paycheck.

When is my retirement deduction taken?

The UC mandatory retirement contributions, University of California Retirement Plan and the Defined Contribution Plan, are taken each biweekly payday.

I contribute to my 403(b) and 457(b) plans. When will my contributions be taken?

Percentage deduction:  If you set up your contributions as a percentage deduction, the percentage amount will be taken each paycheck (26 times a year). For example, if your current 403(b) contribution is 5 percent per month, a 5 percent contribution will be made each biweekly payday.

Flat Dollar deduction:  If you set up your contributions as a fixed flat dollar amount, the flat dollar amount will be split in half, and one-half will be withheld per biweekly payday. For example, if your current 403(b) contribution is $100.00 per month, it will be divided into a $50.00 contribution each biweekly payday. For months with three paychecks, one paycheck will have no fixed flat dollar deductions taken.

What if I pay some of my bills through automatic bill pay?

If you have automatic bill pay set-up for any regular expenses, such as mortgage payments, student loan payments or car payments, we encourage you to work directly with your financial institution(s) to change payment dates as needed. As a biweekly employee, your pay dates vary since you are paid every other Wednesday.

Will I need to make any changes to my tax withholding?

If you have an additional tax amount deducted from your paycheck, that monthly amount will be split in half, and one-half will be withheld from each biweekly check. If you would like to adjust your additional withholding amount, please go to the At Your Service website and review and/or update your W-4/DE-4 Form. For other tax questions, please consult IRS and State Franchise Tax Board websites or contact a tax professional for help. For other tax questions, please consult IRS (https://www.irs.gov/) and State Franchise Tax Board (for California:  https://www.ftb.ca.gov/) websites or contact a tax professional for help.

Who should I contact if I have questions regarding my FLSA classification or the biweekly pay cycle conversion?

For assistance, please contact your supervisor or your department's Human Resources and Academic Personnel Support (HR/APS) group. For departments who receive service from Berkeley Regional Services (BRS), use the Region Finder. Then, proceed to the HR section of the regional website to see who to contact for HR/APS support.

Benefits

What if I am out on disability or need to go out on disability? How would this work?

If you are already out on disability, your benefits will continue through Liberty Mutual as long as they are approved by the Plan. If you need to file a new disability claim, contact the Benefits Office and request a Disability Packet to begin the disability process.

If I am out on a leave without pay, how do I pay my benefits premium?

Payments, payable to "UC Regents," should be sent to the normal location unless other instructions are announced:
Business Services - Insurance Section
University of California
171 University Hall
Berkeley, CA 94720-1104

If the Berkeley campus is shut down, payments should be sent to the Office of the President unless the disaster is affecting them as well:
UC Human Resources & Benefits
Health & Welfare Administration
PO Box 24570
Oakland, CA 94623-1570

Will I continue receiving benefits?

Your benefits will continue as long as your appointment makes you eligible to receive them. New employees must enroll in the benefits package that matches their appointment status, and their benefits will be effective as of the date of hire.

How do I receive medical services?

Continue to use your medical plan as usual. If you need to pay out of pocket to receive service, please keep your receipts and contact your medical plan directly to file a claim for reimbursement.

Employee Assistance

How long will it take for employees to recover and return to their normal level of functioning?

This is no specific timetable for recovering from a traumatic event. Individuals may vary significantly in their recovery process based on a number of factors. Most people have intense but normal reactions to an abnormal event. With information, good support, coping skills and self-care, the majority of people will be able to return to a level of functioning where they can adequately and safely perform their job duties within the first two weeks. While some individuals may require longer to reach a baseline of functioning, it is important to note that some aspects of recovery for most people may take months or even years and often require ongoing attention.

What actions can I take to help support employees after a critical incident?

There are many things that may be useful or unique depending on the incident and your connection to it. Here is a general list that is a good place to start. 
1. Inquire about their well-being.
2. Provide caring and empathic leadership.
3. Create opportunities for employees to support each other.
4. Address and express your own feelings about the incident.
5. Attend to your physical recovery.
6. Reach out to others for support.
7. Consult Employee Assistance and other available resources.

What is the best way to communicate with employees after a traumatic event?

There are two main parts of communication to focus on during this time. First, provide information regularly and repeatedly. Our cognitive abilities are literally impaired when we are experiencing intense emotions. People often cannot remember or process information as well as the normally could. Be sure to share important information over and over in the aftermath of a significant event and whenever possible both verbally and in written form. Avoid overloading the message with too much content. Pick the one or two key elements you need to communicate and repeat them. The second critical aspect of communicating during this time is to listen carefully. People are looking for comfort and reassurance during these times. They will almost always tell you what they need. Compassionate and attentive responses to employees' needs during this time typically leads to a quicker recovery and a dedicated workgroup.

What type of assistance does Employee Assistance provide?

Employee Assistance consultants are a diverse team of licensed mental health professionals with graduate degrees in behavioral health and experience in organizational dynamics. We can provide assistance to individuals, managers, or entire workgroups. We offer counseling, consultation, onsite debriefings, referrals, resource identification, handouts, coaching, and ongoing support.

Labor Relations

Proof of Service

What is Proof of Service?

Proof of Service is a method of verifying that a document has been transmitted to an individual, union, or an individual's representative.

When is Proof of Service used?

A Proof of Service may be required under certain provisions of a collective bargaining agreement or the Personnel Policies for Staff Members (PPSM). Managers and supervisors should review the appropriate article or policy when taking an action. In addition, a Proof of Service is required for management responses to employee grievances.

When and how is Proof of Service by Personal Delivery used?

When delivery is to be made by personal presentation, the person who will actually deliver the document(s) should complete the Proof of Service form and hand the document to the addressee. Some points to remember:

  • The individual who signs the Proof of Service must actually hand the document to the addressee.
  • The signator on the Proof of Service cannot be a party to the subject matter of the document. In other words, the supervisor signing the discipline letter cannot sign the Proof of Service.
  • The signator to the Proof of Service should not be a bargaining unit employee or a subordinate of the individual to whom the document is addressed. When Personal Delivery is used, a supervisor should have another supervisor handle the delivery.
  • A copy of the Proof of Service form(s) should be attached to copies of the transmitted documents that will be retained in the department. If responding to an employee grievance, a copy of the response and Proof of Service form(s) should be sent to the Labor Relations Specialist assigned to the case.

When and how is Proof of Service by Mail Delivery used?

When delivery is by United States Mail, the person who is going to mail the document fills out the Proof of Service form and mails it with the document. Some points to remember:

  • The envelope should be addressed to the employee's last known address.
  • The signator on the Proof of Service cannot be a party to the subject matter of the document. In other words, the supervisor signing the discipline letter cannot sign the Proof of Service. Also, the signator to the Proof of Service should not be a bargaining unit employee or a subordinate of the individual to whom the document is addressed.
  • The person signing the form should place the document(s) in the envelope, including a copy of the Proof of Service, seal it, and affix sufficient US Postage to insure First Class delivery.
  • The person signing the Proof of Service form should deposit the envelope in a United States Postal Service (USPS) deposit box before the last scheduled pickup on the date the Proof of Service is signed.
  • A copy of the Proof of Service form(s) should be attached to copies of the transmitted document that will be retained in the department. If responding to an employee grievance, a copy of the response and Proof of Service form(s) should be sent to the Labor Relations Specialist assigned to the case.

What should be entered in the sections that require completion?

  • Work Address - Signator of Proof of Service form should identify his/her campus address (include city, state, and zip code).
  • Date of Delivery - The date the document is handed to the employee.
  • Date of Mailing - The date the document is placed in the USPS Mail box.
  • Subject of Document - Identify document (Example: Intent to Dismiss).
  • Name of Recipient - The name of the individual to whom the document is being personally delivered via Proof of Service.
  • Location of Recipient - Identify the work location of the recipient if delivered at work (Example: Physics, 366 LeConte Hall, University of California at Berkeley).
  • Name, street address, city, state, and zip code - Identify the name of the individual to whom the document is being mailed and the individual's mailing address.
  • Name/Signature - The name of the individual who will be handling the Proof of Service.

Union Representation

Are wage increases subject to collective bargaining?

All wage issues will be subject to the collective bargaining process.

Does the union have the ability to unilaterally grant raises and/or prevent termination of employees?

No. These matters are part of the negotiations process between the University and any union certified to represent a unit of University employees.

How is the amount of union dues established?

The union determines the amount of dues and fees. The union would be able to inform you about their current dues structure. If you have questions about the dues structure, then you should make further inquiries directly to the union.

Will I have any say in the negotiations?

Each union has its own rules about whether all employees or only union members (i.e., dues-payers) can express their views on contract matters.

Does UC have an opinion about whether or not employees should be unionized?

The University adheres to the principle that representation by a union is a matter of employee choice.

UC supports employees’ rights to determine for themselves whether or not they think unionization is beneficial. The University believes that its role is to ensure that you have an informed choice when faced with this important decision and to ensure that you understand the process.

If the union obtains a majority of signed authorization cards, or if a majority of voting employees elects a union as the bargaining representative, will I have to become a member of that union and pay dues?

No. Membership in the union is up to you. By law you cannot be forced to join the union. However, you will have to pay something to the union for its representation. These are called “agency fees”. The amount depends on the union.

If there is an election, is there a minimum number of employees that must vote in order to decide the outcome?

No. A majority of the employees actually voting determines the outcome. If only 100 people vote, then only 51 need to say yes. They would end up deciding for every other employee in the group. This is why you should make sure to vote.

Is membership in the union required to vote in an election?

No, if your position is included in the bargaining unit, you may – and should – vote.

If I signed an authorization card, and would like to revoke it, what should I do?

Under current PERB case law, authorization cards cannot be revoked.

How does an election actually take place and what will be my choices on the ballot?

If the union collects more than 30% of the signed authorization cards but less than a (50%) majority, PERB will hold an election. You will have two ballot choices:

  1. "No Representation" – this means you DO NOT WANT unionization
  2. The union’s name– this means YOU DO WANT unionization

Whichever option receives a simple majority of the votes cast wins. If a majority of those voting select "No Representation" you will continue to participate in the University's personnel programs for non-represented employees.

If I signed an authorization card, am I automatically a member of the union?

No. If the union is certified as your bargaining representative, you will have the option of joining the union or being represented by the union.

If I signed an authorization card, do I have to vote in favor of the union if an election takes place?

No. If the union collects enough cards, there will be no election and there will be no vote. Then your signature on the authorization card is your vote for the union. But if the union does not get enough cards, and there is an election, you may vote your opinion as of the date of the election. You are not bound to vote for the union on the basis of your signature.

Does that mean that signing the card is effectively the same as voting for the union in an election?

Yes. If the union submits enough cards (50%+1), then there will be no election and the Union would be legally certified as exclusive representative for all employees in the bargaining unit. There would be no opportunity to vote.

Once employees choose to be represented by a union, can they change their minds?

Yes. There is such a process called decertification, which is also driven by employee choice. This process is complex and can take a long period of time. It requires the filings of a certain amount of cards and a subsequent election.

The University would not and cannot be involved in this process.

What is an authorization card?

An authorization card is a document giving your permission for the union to represent you and requires your signature.

What does it mean if I signed an authorization card?

It means you are choosing the union to act as your representative. A union may submit these cards to PERB, and based on a card check and not an election, become your exclusive representative if it obtains a majority of signed authorization cards. If a union obtains less than a majority but more than 30% of signed authorization cards, there will be an election.

How does a union become my exclusive representative?

There are two ways that this can occur.

A union can collect enough authorization cards from you and your coworkers. It will need to collect cards from over 50% of the designated group of employees (called a bargaining unit) to automatically become your collective bargaining representative.

It can also happen by a vote. In order for a vote to happen, the union would have to collect authorization cards from at least 30% of the bargaining unit. Then the Public Employment Relations Board (PERB) would hold an election. In order for the union to win the election, 50% of the employees who vote would have to vote in favor of unionization. If that happened, you would be represented by the union.

What is a union?

A union is an organization which has as one of its purposes to collectively bargain the wages, hours and conditions of employment of a particular group of employees. It acts as your exclusive representative for these purposes. In order for the union to become your exclusive representative, a sufficient number of employees must show an interest in being represented.

What does it mean to be exclusively represented?

If, through the representation process, the union represents you, it also represents all employees like you throughout the UC system. The union has the authority and the exclusive right to negotiate with UC management on the amount of wages, benefits and working conditions that the employees will receive. The legal power to negotiate as an individual would change and the union would become the agent for all employees in the bargaining unit. Once the union represents you, potential wage increases could be less a matter of individual performance and achievement, and would be the outcome(s) of the collective bargaining process.

Employee and Labor Relations

Whom do I call regarding state of emergency issues?

This could be either Public Affairs or Employee Relations, depending on the question.

Whom do I call regarding contract questions?

You should consult first with your department human resources manager, who may wish to consult with Employee Relations. If you do not have a department human resources manager, you should contact campus Employee Relations at 642-9046.

Can volunteers work for money?

No, volunteers cannot be paid. The receipt of money for services performed would render these individuals “employees.”

Can we offer to pay our volunteers?

No, we cannot pay volunteers, but we can hire them as employees.

Will background checks be required for new hires?

If there is a legal mandate that an employee be subject to successful completion of a background check before commencing work, the University is obligated to comply with the law. The campus has identified positions that, under policy (not the law), require background checks. In an emergency situation, a decision will be made by senior campus management as to which of those positions would require an individual to have a background check.

Is a supervisor’s presence required for staff to perform work?

A supervisor or manager should be available to employees in a work area. Lead employees can be used to give out work, direct work or oversee the performance of a task. However, only a supervisor can give a direct order, impose discipline, reschedule the employee, assign overtime, and make determinations regarding health and safety issues. Specific questions regarding the authority of a lead employee should be directed to an Employee Relations Consultant.

Will employees be granted any administrative leave?

The decision to grant administrative leave with pay rests with the Chancellor.

Will staff be given time off to go to the bank?

Staff are free to use break and lunch time as they wish. As is the case now, supervisors can permit employees to occasionally combine lunch and break periods on a case-by-case basis. They can also approve the use of vacation or compensatory time off or permit the employee to make up the lost time during that same workweek.

Can staff change their work schedule?

PPSM and the contracts permit changes in work schedules at either the employee’s request or the request of management. Most of the contracts require some advance notice to employees and the union of schedule changes. Again, it may be possible to waive those notice requirements. Supervisors and Managers should contact their Employee Relations Consultant for guidance.

If an employee who receives a shift differential is temporarily (4 days or less) transferred to a shift that does not receive a shift differential, PPSM and the contracts require the University to continue to pay the shift differential.

If an employee is moved from a shift that does not get a shift differential to one that does, the employee should be paid the shift differential at the appropriate rate.

Can staff work alternative work schedules?

The regular work schedule at the University is eight hours/day for five consecutive days within a week. Alternate work schedules are schedules that are not five days at eight hours, for example, working ten hours per day over four days within a week.

PPSM and the contracts covering staff employees permit alternate work schedules. The contracts require 30 days advance notice to employees and the union when the University is attempting to establish an alternate work schedule. Most of the contacts permit some flexibility on the notice requirement. Supervisors and managers who need to have employees work an alternate schedule or who get requests from employees for alternate work schedules that they can accommodate should contact their Employee Relations Specialist to determine how best to proceed.

How do we account for staff’s time?

Supervisors and managers should follow departmental procedures. Supervisors or managers with questions regarding hours of work, leave of absence, vacation and sick leave should consult PPSM or the appropriate collective bargaining agreement and/or a campus Employee Relations Consultant.

How is time accounted for if the Chancellor declares a “campus closure”?

Information on campus closures can be found primarily in the vacation articles of the contracts; information on how sick leave accrual is handled during campus closures is found in the sick leave articles of the contract. For PPSM, see Absence from Work, III.F, Administrative Leaves.

During a curtailment, employees are allowed to use accrued vacation or compensatory time off, or up to three (3) days of vacation leave prior to accrual. Employees may also opt to use leave without pay. Additionally, up to three (3) days of an unpaid curtailment leave shall be considered time on pay status for the purpose of accruing vacation credits and sick leave.

Are staff required to fill out timesheets during this time?

To the extent that staff are present or can fill out timesheets via some other form of communication, timesheets should be completed in accordance with department policies. If employees are not available, timesheets may be delayed or may have to be amended. Please remember that the University cannot recoup overpayments to an employee without going through proper legal proceedings. If an employee has been overpaid, the supervisor will have to contact Payroll to secure the necessary forms for adjusting subsequent paychecks.

Will special consideration be made for people who are caretakers of children or the elderly?

Supervisors should take such demands into consideration, but may require some proof or written documentation that the employee is required to be present and be the care-giver. It may be that the supervisor and the employee can reach some agreement regarding hours of work or a reduction in time. Again, this should be handled on a case-by-case basis.

Can staff use vacation time if they do not come in?

Staff can use accrued vacation and compensatory time off if approved by the supervisor in accordance with departmental policy and PPSM or the appropriate contract. Operational needs will need to be taken into consideration when granting any type of leave.

Can staff be required to perform work normally performed by employees in other classifications?

Yes, if they possess the necessary skills, knowledge, and ability and meet all other requirements of the position. Most contracts have provisions for out-of-class work. If the work assigned is at a lower classification, the employee retains their current salary. If the work is at a higher level and is performed for 20 or more days, the employee should be paid at the higher rate. For PPSM employees, see PPSM Policy #30, Salary, I. Administrative Stipends for temporary appointments. The change should be documented to the employee and a copy of the documentation should be placed in the personnel file.

What are the consequences if staff do not come in to work?

Supervisors should handle this on a case-by-case basis and exercise good judgment. In this instance, supervisors may have to balance the personal needs of the employee with the needs of the department.

If a supervisor does not grant the employee leave, the employee will be considered absent without approval and will not be paid for the time. The decision whether or not to take formal disciplinary action is a decision to be made on a case-by-case basis.

Can we require staff to work overtime?

Staff can be required to work overtime. Under the contracts, overtime is offered on the basis of seniority. If no one accepts the offer of overtime, then it is assigned on the basis of inverse order of seniority. Some contracts permit employees to file “requests not to be assigned overtime.” To the extent possible, supervisors and managers should honor those requests. If a particular skill is required to be performed during the overtime, supervisors and managers can assign that overtime to employees who possess that skill regardless of seniority. PPSM has no requirement to assign overtime by seniority; thus, management has discretion to assign overtime as it deems necessary.

Can I order my staff to come in?

Pertinent contract articles: Hours of Work, Leaves of Absence
Pertinent PPSM Policies: #31 Hours of Work, Absence from Work

Staff can be directed to come in to work on their normal work days. If an employee states that s/he cannot come in, the matter should be handled as a leave request. Supervisors should follow their normal protocol in approving or denying the requested leave.

PPSM and most contracts have provisions for call-back. Supervisors can use these provisions to call employees back to work on their non-work days or for hours on work days that fall outside the employee’s regular hours of work.

Supervisors can also require employees to work overtime. In all instances, supervisors should review the overtime provisions found in the Hours of Work articles of the collective bargaining agreements and PPSM Policy #32, Overtime. Supervisors should check the policy or appropriate contract covering the bargaining unit that the employees who are being assigned the work.

Policies

Workplace Bullying Prevention Policy

If I want to make a report of bullying, who do I contact? Can my conversation about the process be kept confidential?

A report of bullying can be made to your supervisor, another manager, Employee and Labor Relations, your HR Partner/Representative (find yours at sharedservices.berkeley.edu), or your union representative. HR is a compliance office that cannot guarantee confidentiality.  However, HR will only disclose information on a “need to know” basis. For complete confidentiality contact the Staff Ombuds Office (510-642-7823).

What will happen once I make a report of bullying?

The University will take steps to address the matter. Individuals making reports will be informed about options for resolving potential violations of this policy. These options may include facilitated early resolution or formal investigation.

Does my report have to be in writing?

No. It may be helpful to provide information in writing, but you may make an oral report. If the oral report contains sufficient information the University will respond as it would for a written report. “Sufficient information” will differ from case to case. Generally, it is important to try to include the name of the individual alleged to have engaged in bullying behavior, the target(s) of the conduct, any witnesses to the conduct, and specific examples of the conduct.

Does an employee need to label an incident as “bullying” for a manager to have to report it to HR?

“Managers and supervisors who observe bullying behavior or receive a report of bullying are required to address such behavior immediately and notify their HR Partner/Representative.” If a manager or supervisor observes bullying behavior they are required to address/report the behavior even if an employee has not labeled an incident as “bullying.” However, if a manager or supervisor has not observed the behavior, they are only required to address/report the behavior if they receive a report of bullying.

What if I report bullying behavior and the behavior continues or gets worse?

If the behavior continues or gets worse, contact your supervisor or the office to which you made the original complaint. If this is not effective or if you feel that you are being retaliated against for reporting or being a witness to a report, contact Employee/Labor Relations (askeru@berkeley.edu(link sends e-mail) and labrel@berkeley.edu(link sends e-mail)).

How are employees who come forward protected from retaliation?

An employee who files a bullying complaint is entitled to the same protections as an employee who files any other type of complaint (e.g., discrimination, whistleblower, etc.). The Workplace Bullying Prevention Policy prohibits retaliation against any person who reports bullying, assists someone with a report of bullying or participates in an investigation or resolution of a bullying complaint.

Is severe and egregious behavior needed to constitute a bullying violation?

Not necessarily. The policy requires a “pattern of repeated behavior that a reasonable person (a person in the same or similar circumstances) would find hostile, offensive and unrelated to the University’s legitimate business interests.” A single physical, verbal or written act or behavior generally will not constitute bullying, unless it is especially severe and egregious.

What are some examples of severe and egregious behavior?

Examples of severe and egregious bullying behavior may vary; however, case law examples include: 

  • Placing a dead mouse in a soda can from which someone is drinking
  • Telling someone that their child or spouse has died even though the speaker knows this is untrue

If someone targets multiple people through one-time-incidents, is that also considered bullying?

Possibly. Targeting multiple people through one-time incidents may constitute bullying if the incidents represent a pattern of repeated behavior that reasonable people would find hostile, offensive and unrelated to the University’s legitimate interests. Establishing a pattern does not necessarily require that all of the offensive behavior be directed at one individual.

Can a supervisor be found in violation of the Bullying Policy even when a complainant has performance issues?

Yes. At issue is whether the supervisor engaged in a pattern of repeated behavior that a reasonable person would find hostile, offensive and unrelated to the University’s legitimate business interests. Depending on the circumstances, a complainant’s performance might be relevant to the analysis but it does not disprove bullying. It is important for both sides to understand that performance management is a legitimate part of working relationships, and that feedback, performance evaluation and direction must be given in a professional and respectful fashion.

Can I still disagree with someone or suggest an alternative way of proceeding on a project without violating the Bullying Policy?

Yes. Bullying behavior must be distinguished from behavior that may be unpleasant or unwelcome by the recipients yet is appropriate in order to carry out workplace responsibilities. Differences of opinion, interpersonal conflicts, and occasional problems in working relations are an inevitable part of working life and do not necessarily constitute workplace bullying.

Cyber Security Awareness Training

What is the best browser to run the Cyber Security Training?

We recommend using the Chrome browser. If you are still having browser issues, we recommend using the Citrix portal of UC Learning (https://software.berkeley.edu/citrix).

Who is required to take the training?

All active employees on payroll at all UC campuses and Medical Centers are required to take the training.

How long does the course take?

The course will take approximately 35 minutes to complete. Upon completion of the modules, you will be asked to complete a very brief quiz to check your knowledge.

I’m having difficulty finding the UC Cyber Security Awareness Fundamentals course in the UC Learning Center.

If you are having difficulty locating the course in your list of required and recommended training, you may search the UCLC site for the course by using the course code “SECURITY-BE-ECO” followed by an asterisk (“SECURITY-BE-ECO*”).

Where can I go to learn more about Cyber Security?

You can go to https://security.berkeley.edu/ or https://security.ucop.edu/ for helpful information on campus services and resources.  

What if I do not use a computer in my work and have no contact with campus systems?

Non-computer users are exempted from the training. If an employee has absolutely no computer contact, then the manager may make a request for this exemption by sending name(s) to itcsshelp@berkeley.edu

Will the training be provided in other languages?

The alternate language versions (Spanish, Cantonese, and Mandarin) are still under review, and we will get those out as soon as possible.

Where can I find an accessible version of the online course?

The online UC Cyber Security Awareness Fundamentals course is not fully accessible, so we have an accessible PDF that can be provided upon request. Contact the UC Learning Center at learningcenter@berkeley.edu.

Will I need to take this training again in the future?

Yes, the training will be required annually based on anniversary date of your last completion. A refresher course will no longer be offered.

I received a system notification from noreply@sumtotalsystems.com. Is this a legitimate email or a phishing email?

This is a legitimate notice. Sumtotalsystems.com is a learning management system that UC Berkeley partnered with to run our training for various courses that we offer.  We understand that while the notice doesn't come directly from an @berkeley.edu address and might be viewed as suspicious, please consider the notice valid.  You may login to the UC Learning Center and check to see if the training course has been added to your account under the "Required Training" button.

Diversity and Inclusion

This page is a list of all frequently asked questions for the Diversity and Inclusion section. Please click on the appropriate question to view its answer.

What is the process for reviewing if a job vacancy may be posted via an internal-only recruitment?

Equal Employment Opportunity (EEO) and Affirmative Action (AA) are foundational to Berkeley's commitment to equity, inclusion and equal access on our campus.   An internal recruitment may be approved in cases where the anticipated pool of campus, divisional, or departmental applicants is equally or more diverse than the general workforce for the protected groups in question. 

The process to review if a job vacancy may be posted via an internal-only recruitment starts with the hiring manager providing the Berkeley job titles for the anticipated internal pool of qualified applicants. The Staff EEO Compliance unit in People & Culture reviews the campus affirmative action goals established for the vacant job and conducts an analysis to determine if the potential internal applicants are sufficiently diverse in areas where affirmative action goals exist.  If the internal representation is greater than that of the general workforce, the vacancy is approved. More often than not, the internal applicant pool is not sufficient for internal recruitment to be supported, in which case, a full recruitment is required. 

To request a vacancy be reviewed to determine if an internal-only recruitment can be conducted, please complete the Request - Internal Only Recruitment Form

What's the difference between an affirmative action goal and a quota? Does the University of California have a quota system?

An affirmative action goal provides a target to strive for and to measure the success of your recruitment efforts.

A quota indicates that the result is pre-determined and inflexible.

The University does not set quotas. Rather, the University sets affirmative action recruitment goals with the expectation that hiring managers conduct inclusive recruitment when there is a job opening. It is the University's policy to select the best qualified person for the job and to document recruitment/selection efforts.

Can the University ask applicants to self-identify their status as a covered veteran or as an individual with disabilities?

Yes. Beginning in 2014, the University will begin to ask applicants to self-identify their status in these categories, following regulatory changes initiated by the Office of Federal Contract Compliance Programs (OFCCP).

Why isn't underutilization determined at the departmental level?

In many cases, the work force numbers would be too small to be interpretable.

Why aren't American Indians or Blacks considered underutilized in Senior Management Group-Executives job group?

Utilization analysis (in the affirmative action sense) compares the percentages of minorities or women qualified and available for a given job group against their representation in the actual job group; when the representation is less than the availability, underutilization exists. The numbers of minorities or women in the actual job group is not compared against the numbers of women or minorities in the general population. Occupational parity is the criteria used for determining underutilization, not population parity. The availability for American Indians and Blacks in the Senior Management Group is 0.8 and 9.4 percent, respectively.

Doesn't underutilization show that the campus is discriminating against certain groups?

No. It is neither a finding of discrimination nor a finding of a lack of good faith affirmative action efforts. Rather, underutilization is a technical targeting term used exclusively by affirmative action professionals to measure affirmative action programs.

Do you still have to target recruitment for an underutilized position if there is good representation of that group otherwise?

Yes. Because there is underutilization, good faith efforts must be made to ensure that a diverse pool will be available.

Can recruitment advertisements for campus positions encourage minorities, women, veterans and individuals with disabilities to apply?

Yes. Advertisements must continue to state that the University is an "Equal Opportunity/Affirmative Action Employer." It is also recommended for advertisements to state that "all qualified applicants are encouraged to apply, including minorities, women, veterans, and individuals with disabilities."

Are there funds available to assist departments who do not have money to do inclusive recruitment?

No central funds are available. However, in many cases, inclusive recruitment does not mean the need for more money, but more creativity. For example, departments may send the posting to professional organizations or affinity groups. Or, departments with similar occupational job openings can share advertising costs. Contact your Employment Recruiter for ideas.

How can good faith efforts toward meeting affirmative action goals be achieved without considering race, ethnicity, or sex?

In hiring, departments may only consider Affirmative Action goals when recruiting for positions. Race, ethnicity and gender cannot be used during the selection process once the applicant pool has been developed. Affirmative Action goals are displayed in Talent Acquisition Manager (TAM) after the job title and department are input. When there are openings, departments can make good faith efforts by noting the affirmative action placement goals that are displayed in TAM, and supplementing general outreach efforts with inclusive recruitment to underutilized minorities and women. This helps ensure that a diverse applicant pool will be available. When there is underutilization, race, ethnicity and gender can be used in the recruitment process without violating Proposition 209. In training and development, departments can make career advancement/promotional opportunities available to interested and qualified employees, including minorities, women, protected veterans, and individuals with disabilities.

Hasn't California Proposition 209 eliminated affirmative action?

No. As a federal contractor, the University is obligated to comply with federal laws and regulations regarding affirmative action and nondiscrimination in employment. These obligations include ensuring diverse pools of applicants for campus positions; developing and implementing affirmative action plans that identify areas of underutilization of minorities and women; developing and disseminating annual placement goals and demonstrating good faith efforts to eliminate underutilization. California Proposition 209 both contain provisions that require continued compliance with federal regulations to keep the University eligible to receive federal funds.

Will managers still need to be accountable for meeting affirmative action objectives?

Yes. Managers are responsible for making good faith efforts toward achieving affirmative action goals and objectives and should be evaluated on their performance in this area.

Disability Status Self-Reporting

Why do I need to self-identify my disability status?

UC Berkeley is a federal government contractor and is legally obligated to comply with a number of requirements and regulations. The information collected is used for statistical reporting to the federal government, accreditation bodies and grant-awarding agencies, as well as for internal benchmarking and review.

Who has access to the disability data that employees have provided?

The disability data is considered confidential employee information. It is maintained by the Staff Equal Employment Opportunity (EEO) Compliance unit in Central Human Resources. Your name and employee number is removed when used for reporting purposes.

How is the disability data utilized?

Each year the University is required to conduct various analyses of its workforce as part of its Affirmative Action Plans. The information being requested is critical to these analyses.

What if I decline to state my disability status?

The invitation to self-identify your disability status is voluntary, and every employee has the option of choosing the "I DO NOT WISH TO ANSWER" option. Selecting this option will not affect your employment status.

Can my disability data be used in making employment decisions?

The disability information you provide is confidential and will not be used as the basis for any employment decision affecting you.

Employee Initiated Reduction In Time (ERIT) Program

What is ERIT?

The ERIT program allows eligible employees to voluntarily reduce their appointment  percentage and corresponding pay for a specified period of time.

Why is ERIT being offered?

ERIT is being offered as an optional tool the university can be used as a temporary cost savings resource. Check with your Human Resources office and department head to find out if your location and department are offering ERIT.

Where will the savings from ERIT be allocated?

The cost savings will be retained by the departments of the employees who participate in ERIT.

Does the reduced percentage of time need to be the same during each month of my ERIT contract?

Does the reduced percentage of time need to be the same during each month of my ERIT contract or can it vary as long as the average percentage reduction over the entire period of my participation in ERIT is the same as the percentage reduction reflected on my ERIT contract?

You should have the same reduction in time and pay in each pay period of your ERIT contract. However, with your department head’s approval, your work schedule within a pay period may be flexible from week to week as long as the total time reduced during the pay period is the same as the percentage time reflected in your ERIT contract.

Is the minimum reduction of 5% of full-time equivalent to a specified amount of time?

Yes, based on a 40-hour week, 5% of full-time would be 2 hours per week, regardless of whether your previous appointment was 100% or some other percentage.

If I am already on a temporary reduction in time (voluntary or involuntary) before I have the chance to sign up for ERIT, can I still participate in the program?

Yes, if you have a temporary voluntary or involuntary reduction in time prior to the starting date of ERIT, you may request to participate in ERIT prospectively. If your request is granted, you may enter into an ERIT contract and you need not increase to your regular appointment prior to ERIT in order to reduce your time under ERIT. However, your appointment percentage under ERIT may not be less than 50%.

If I have a part-time appointment, can I participate in ERIT?

Yes, you may participate in ERIT by reducing your time at least 5% of full-time. However, your appointment percentage under ERIT may not be less than 50%.

How long may I participate in ERIT?

The minimum length of participation is one month (or one quadriweekly cycle); the maximum length of participation is 36 months.

Must an ERIT contract begin only on the first day of a month and end only on the last day of the month?

For employees who are paid monthly, an ERIT contract must begin on the first day of a month and end on the last day of a month. For employees who are paid bi-weekly, time reductions are to be made in two bi-weekly increments, so an ERIT contract would begin on the first day of the bi-weekly pay period and end on the last day of the second bi-weekly pay period.

Can I continue my participation in ERIT if I transfer or if I am promoted to another position in the same or different department?

If the relevant department head approves, you may continue your participation in ERIT for the term of your ERIT contract when you accept another position in the same or a different department.

If I sign up for ERIT, will my workload be adjusted to reflect my reduction in time?

ERIT participants should review their assigned workloads with their supervisors to work out a corresponding reduction in workload or assignments.

Can an employee who has a variable appointment participate in ERIT?

Employees with variable appointments are not specifically excluded from participating in ERIT; however, because of the fluctuating nature of variable appointments, it would be difficult to determine the pre-ERIT appointment percentage on which time reductions and benefits under the program would be based.

Can an employee who works a 4/10 or 9/80 schedule participate in ERIT?

Yes, employees who work these alterative schedules can participate in ERIT. For example, an employee on a 4/10 schedule who wants to reduce to 90 percent time could work a 4/9 schedule by reducing each work day by 10% (an hour each day); while an employee on a 9/80 schedule can work a 9/72 schedule by working 8 hours per day (a 10% reduction).

How can an exempt (salaried) employee participate in ERIT, since the employee works whatever time it takes to get the job done?

An exempt employee may reduce their time and corresponding pay from 5% to 50% of full-time under ERIT. An appropriate workload reduction and a focus on working to meet job responsibilities rather than working a specified period of time are the intended approaches to ERIT for exempt employees. Because time records for purposes of pay cannot be kept for exempt employees who receive the same salary each pay period regardless of hours worked, exempt employees who participate in ERIT may find a schedule involving full days off useful. However, this would not preclude occasionally working some time on those days if necessary to meet a deadline.

Does my ERIT reduction in time affect the amount of vacation and sick leave that I earn?

No, you will continue to accrue vacation and sick leave at your pre-ERIT appointment percentage.

How does my participation in ERIT affect my holiday pay?

Under ERIT, you will receive holiday pay in proportion to your reduced time, in accordance with the applicable personnel policy or collective bargaining agreement.

How does ERIT affect my retirement service credit and retirement contributions?

Under ERIT, UCRP service credit will accrue in accordance with your ERIT appointment percentage, so if you reduce your appointment from 100% to 75%, you will accrue 75% service credit. Your retirement contributions under ERIT, they will be 75% of the prior 100% contribution.

Can I purchase the additional UCRP service credit that I would have accrued if I didn’t participate in ERIT?

No. The purchase of UCRP service credit applies to leaves of absence. There is no provision in UCRP for purchasing service credit for reductions in time.

Does ERIT affect my eligibility for health and welfare (medical, dental, vision) benefits?

No, your eligibility for health and welfare benefits will not be affected by ERIT because your percentage of time on pay status under ERIT cannot be reduced below 50% time.

Will my ERIT reduction in time affect my Highest Average Plan Compensation (HAPC) used for calculating my retirement benefit or my Final Salary used for calculating Pre-retirement Survivor Income or Disability Income benefits?

Highest Average Plan Compensation (HAPC), which is used to calculate UCRP Monthly Retirement Income or Lump Sum Cashout, is based on monthly Full-Time Equivalent Compensation and does not change as a result of participation in the ERIT Program.

Final Salary, which is used to calculate Preretirement Survivor Income, Death Benefits for Members who became active before October 1, 1990, and Disability Income, will be adjusted to reflect the average percent of time on pay status during the preceding 36 months if an employee dies or becomes disabled while participating in the ERIT program.

What effect will a lower salary under ERIT have on my current pre-tax contributions to the Defined Contribution Plan (DCP)?

The DCP requires contributions as a specific percentage of eligible salary; therefore, contributions will be lower. Any University contributions into the DC Savings Choice or DC Supplement plans on the behalf of Retirement Choice Program participants will also be reduced.

Will ERIT affect my exempt status?

Exempt employees participating in ERIT may become non-exempt if their resulting salary falls below the Fair Labor Standards Act (FLSA) salary threshold. Both the manager and employee should consider the impact of becoming non-exempt on the employee’s overtime eligibility, time reporting and pay dates.

Does my lower salary under ERIT have any effect on my disability and life insurance benefits?

Disability benefit payments for both the Short-term Disability Plan and the Supplemental Disability Plan will be based on your pre-ERIT salary and your premiums will continue to be based on your pre-ERIT salary.

Supplemental and Dependent Life Insurance will not be impacted by participation in ERIT– premiums and coverage will continue to be based on your full-time salary rate. Basic Life Insurance will be calculated using your full-time salary rate and your pre-ERIT appointment percentage.

What is the impact of ERIT on my 403(b) Plan or 457(b) Plan contributions?

If your Tax-Deferred 403(b) Plan or 457(b) Deferred Compensation Plan contributions are deducted as a percentage of your compensation, your contributions will be reduced if you participate in ERIT.

In addition, your maximum annual contribution to the Tax-Deferred 403(b) Plan or 457(b) Deferred Compensation Plan may be affected by your participation in ERIT because it is based on the lesser of your adjusted gross salary or a fixed amount based on age.

What if I change my mind about reducing my time after ERIT begins?

Deciding to participate in ERIT represents a commitment. However, an unforeseen change of circumstances during your participation may occur that requires you to end your contract. If you wish to return to your pre-ERIT percentage of time, you may do so provided that you give your supervisor at least 30 days advance notice. Advance notice of termination will be waived if your request to terminate your contract is due to an emergency situation. You must complete the ERIT Contract Amendment.

Can a department “call back” an employee to their original percentage of time?

ERIT is intended to be two-way commitment between the employee and their department for the benefit of both. However, when there is a business need, a department head may end an ERIT contract with 30 days advance notice.

Can I adjust my ERIT percentage of time after initial approval?

Since ERIT commitments will be used to project departmental savings and for planning purposes during the fiscal year, percentages of time should not be changed. However, circumstances beyond your control may warrant an increase or decrease in the percentage reduction. ERIT participants may change their percentage reduction once during the ERIT contract with 30 days advance notice. You must complete the ERIT contract amendment.

Can I be laid off while on ERIT?

With programs like ERIT, the University hopes to minimize layoffs. However, the current budget uncertainties make it impossible to guarantee protection from a permanent or temporary layoff for employees who volunteer for ERIT.

If I am laid off while on ERIT, are my recall and preferential rehire rights limited to positions at the same or lesser percentage of time as the ERIT position?

No, you will retain recall and preferential rehire rights to positions at the same or lesser percentage of time as your position prior to the ERIT reduction in time, in accordance with applicable personnel policies or collective bargaining agreements.

What happens to my seniority for purposes of determining the order of indefinite layoff while I am on ERIT?

Your seniority for the purpose of indefinite layoff will be treated the same as if you had not volunteered for ERIT. When calculating seniority for the purpose of layoff, departments will need to be sure ERIT participants are credited appropriately.

Are exclusively represented employees eligible to participate in ERIT?

Participation in ERIT by exclusively represented employees is subject to agreement by the applicable union. The following unions have agreed with the University that their members may participate in ERIT:  UPTE, Teamsters, and KB Skilled Trades.

FMLA

Eligibility

An employee is eligible for FML under FMLA/CFRA if ...

If you have at least 12 months of University employment (all prior University employment counts) and if you have worked at least 1,250 actual hours during the 12 months prior to the requested leave, you are covered by the provisions of FMLA and CFRA.

Notice and Certification

What information can the University request in the medical certification of a serious health condition?

You cannot request a diagnosis or description of the condition. Medical certification is limited to the following information:

  • Confirmation that the employee (or the employee's family member) has a serious health condition as defined by Federal and State law;
  • The date of the onset of the serious health condition;
  • The probable duration of the serious health condition;
  • A written statement that the employee is not able to perform the essential functions of his or her job; and
  • If intermittent leave or a reduced work schedule is being considered, a statement that it is medically necessary.
Is there provision for a second (and possibly a third) medical opinion if the University questions the adequacy of an employee's medical certification?

Although the University is not permitted to request additional information from the employee's health care provider if the employee has submitted a complete certification signed by the health care provider, a health care provider that represents the University may contact the employee's health care provider, with the employee's permission, for the purpose of clarifying and authenticating the medical certification.

Is medical certification of a qualifying condition mandatory or discretionary?

Under law, medical certification is discretionary for both staff and academic appointees. Leave may be designated by the Department as falling under FMLA/CFRA if you know, or have reason to believe, a serious health condition exists (e.g., the employee is hospitalized). However, University policies and union contracts for staff and academic personnel differ on whether medical certification is mandatory in order to document a FMLA/CFRA qualifying event. Check the applicable policy or union contract, or consult with your Employee Relations Specialist or Office of Academic Personnel.

How often should a Department request medical re-certification?

The University may require medical re-certification of employees who are completely off work or on a reduced schedule leave once the originally specified leave period has ended. In cases where the leave period is indefinite, a request for re-certification may be made every 30 days.

An employee who is returning from an intermittent family and medical leave cannot be required to obtain a return-to-work medical certification. However, the University can seek re-certification of the underlying illness or injury once the leave period specified on the medical certification has come and gone or prior to that time if:

  1. The circumstances have changed (e.g., the employee is absent more
    frequently than the certification indicated); or
  2. The University obtains information casting doubt upon the stated
    reasons for the absence.
Can an employee be required to provide a return-to-work medical certification when leave has been taken due to the employee's serious health condition?

Yes, under the following circumstances:

Certification of medical release to work may be obtained from staff employees who are not covered by a collective bargaining agreement if the department has a uniformly applied policy requiring all employees who take medical leaves for similar purposes to obtain medical certification of their ability to perform the essential functions of their position.

Certification of medical release must be obtained from employees who are covered by system-wide collective bargaining agreements where family and medical leave has been negotiated, if the employee has been granted a medical leave for any reason except pregnancy-related disability.

Certification of medical release to work may be required from academic employees in accordance with local procedures.

Failure to provide a medical release to return to work when requested by the University may result in denial of reinstatement until after the employee submits the required medical release.

Can a leave be designated as FMLA/CFRA retroactively?

Generally, leaves cannot be retroactively designated as falling under FMLA/CFRA. Any request to retroactively designate time off as FMLA/CFRA leave should be carefully reviewed with your Employee Relations Consultant. If an employee wishes to request that time off be considered as FMLA/CFRA leave, he/she should make the request within 2 days of returning to work.

Is the University required to give written notice to an employee that their request for leave has been designated as family and medical leave?

Yes. Departments must provide the employee with notice of eligibility and designation of the leave as qualifying under FMLA/CFRA. The University's initial notice to an employee that a request for leave will be designated as family and medical leave must be given verbally or in writing within two business days of the date the leave was requested. If the notice is verbal, it must be confirmed in writing no later than the following payday (unless the payday is less than one week after the verbal notice, in which case the notice must be given no later than the subsequent payday). The written notice may be given in any form, including the "Leave of Absence Form."

Pay and Benefits Status

Who would not be considered a family member for purposes of FML?

Grandparents, grandchildren, in-laws or other persons that are not related but are residing in the employee’s household are not covered by FML.

If an employee's unpaid family and medical leave begins in the middle of the month, what is the employee's benefits entitlement?

Because health premiums are paid in advance for the entire month (e.g., August earnings generate September UC contributions for September coverage), premiums would have already been paid for the entire month even if the leave began in the middle of the month. If the leave lasted the full twelve weeks, it would also end in the middle of a month. UC contributions for Health insurance coverage would have already been generated at the beginning of that month for the entire month. As a result, the UC contribution may be generated for up to four months, although the actual entitlement is only 12 workweeks.

What does it mean that an employee is “needed to care for” a family member?

An eligible employee may take FMLA covered leave in order to care for a seriously ill spouse, child, or parent as defined by the law, policy or contract. The health care provider must either certify that third party care is required or that the employee’s presence would be beneficial to the patient. Certification will be sufficient to satisfy this requirement and entitle the employee to FMLA time off. This provision is intended to accommodate needs for leave to provide psychological comfort for a seriously ill eligible family member, and to arrange “third party” care for an eligible family member.

Is an employee required to exhaust paid leave (i.e., accrued vacation and sick leave) prior to using unpaid leave during a family and medical leave?

Yes, in most cases:

  • Staff employees who are not covered by a collective bargaining agreement must exhaust all accrued vacation prior to taking an unpaid leave unless otherwise requested by the employee and approved by the department head, provided that the leave is not running concurrently with pregnancy disability or work-incurred illness or disability leave. At the employee's option, accrued sick leave may be used in the event that the employee is taking leave due to their own serious health condition or up to 30 days sick leave in the event that the leave is being used to care for the employee's family member.
  • The use of paid leave varies by collective bargaining agreement for staff employees who are covered by contracts. You should consult the applicable contract for details.
  • Academic appointees may exhaust accrued vacation and sick leave prior to an unpaid family and medical leave. Under no circumstance may the University require that an employee use accrued compensatory time off during family and medical leave. However, if the University allows an employee who is otherwise qualified for family and medical leave to use accrued compensatory time off, such time cannot be counted against the employee's entitlement to 12 work weeks of family and medical leave.
How does family and medical leave interact with leave granted for an illness or injury compensable under the Workers' Compensation Act?

If an employee receives temporary disability payments under the Workers' Compensation Act and the employee has a serious health condition as defined by Federal and State family and medical leave statutes, the first 12 workweeks of the leave should be designated as family and medical leave, provided that the employee meets the eligibility requirements and has not already exhausted their 12 workweek entitlement.

Record Keeping

Can an employee use compensatory time off during family and medical leave?

No. If the university allows an employee who is otherwise qualified for family and medical leave to use accrued compensatory time off, such time cannot be counted toward the employee’s entitlement to workweeks of family and medical leave. Further, under no circumstances may the University require that an employee use accrued compensatory time off during family and medical leave.

What if an employee refuses FML altogether?

The employer is responsible for designating the FML, not the employee. Leave may be designated by the university as FML if you have knowledge or reason to believe a serious health condition exists (e.g., the employee is hospitalized or off work due to an occupational injury or has communicated to you that the need for leave is to care for a seriously ill family member that is medically documented). It is critical that the University designate qualifying leave as family and medical leave for a number of reasons:

  1. to ensure that the employee gets the benefit and protection of the law
  2. to establish that we have complied with our notice and designation obligations
  3. to make sure that we are not obligated to give additional family and medical leave during that leave year simply because of a failure to properly designate the original leave
How is a workweek counted for employees who take leave on a reduced work schedule or intermittent basis?

When an employee takes leave by working a reduced work schedule (e.g., reducing from 100% to 80%) or on an intermittent basis (e.g., a day here and there in different weeks), only the amount of leave actually taken is counted toward the 12 weeks leave entitlement.

How should a supervisor or department chair report leave taken in less than full-day increments for FLSA exempt employees?

Under the FMLA, employers are allowed to dock the leave banks and pay of FLSA exempt employees for partial day absences without affecting the employee’s qualification for exemption under FLSA. Records of actual hours worked by FLSA exempt staff and faculty who are granted family and medical leave on either a reduced work schedule or on an intermittent basis must be kept to ensure that the employee or member of the faculty receives their complete entitlement to 12 workweeks of leave and so that the department knows when the family and medical leave ends.

How do periods of Active Service-Modified Duties (ASMD) interact with family and medical leave for academic appointees?

ASMD does not affect FML. ASMD is not a leave, therefore FML is not affected.

Is an employee entitled to an additional day of leave if a holiday falls during the employee's family and medical leave?

No. The fact that a holiday may occur within the week taken as family and medical leave has no effect; the week is counted as a week of family and medical leave. However, if employees generally are not expected to report for work for one or more weeks (e.g., winter holiday closure), the days of the closure do not count against the employee's entitlement to family and medical leave.

How is a workweek counted for employees who have an appointment of less than full time?

An eligible part-time employee is entitled to family and medical leave for a period not to exceed 12 of his or her scheduled workweeks. For example, an employee who has a scheduled workweek of four hours a day (five days a week) is entitled to leave for 12 workweeks each comprised of four hour days.

How is a workweek counted for an employee who works a variable schedule?

If an employee's schedule varies from week to week, a weekly average of the hours worked over the 12 weeks prior to the beginning of the leave period should be used to calculate the employee's normal workweek.

Where should FMLA paperwork be stored?

FMLA paperwork should be maintained in a separate file like medical records. [Note: Medical records should not be kept in the employee's personnel file.]

What happens to an employee's family and medical leave records when the employee transfers to another department or campus?

The employee's family and medical leave records must be transferred to the new department or campus.

What is the significance of keeping complete and accurate records of all absences designated as family and medical leave?

The University is required to keep such records for Department of Labor inspections for a period of no less than three years. Failure to maintain records is a violation of FMLA and subjects the University to applicable sanctions. If complete records are not kept of all qualified family and medical leaves, the University may find itself in the position of granting additional time off (i.e., up to 12 workweeks) with health care benefits coverage for a qualified family and medical leave because records do not exist showing that family and medical leave had already been taken. Additionally, failure to properly document leave as covered by FMLA could result in disciplinary action being taken against an employee based on absences that were for protected family and medical leave purposes.

Who is the Office of Record for family and medical leave records?

Local procedures may vary, but in most cases, the home department has been designated the Office of Record, and therefore, has the responsibility for maintaining all documentation and records pertaining to the family and medical leave. It is also the department’s responsibility to keep the local employee relations, human resources, or academic personnel office updated regarding the status of a given employee’s family and medical leave.

Which office is responsible for determining and documenting eligibility for and usage of FMLA leave?

The home department is the Office of Record and therefore, responsible for determining and documenting eligibility.

How should the notification to employees be handled if the area responsible for producing the notice is not informed until several days (or weeks!) have passed?

FML generally cannot be retroactively designated/ therefore, it is important to provisionally designate leave as family and medical leave. According to the federal regulations, failure to designate a leave as family and medical means that the person may enjoy the protection of the Act for the period of the leave not properly designated and is still entitled to the 12 workweeks of FML from the date the leave is finally designated.

Layoff Resources

Information for Employees: Employment Rights

If I apply for jobs on campus, can other departments see my personnel file?

Yes. Campus departments may review your personnel file before making a selection. It's a good idea to request a review of your personnel file so you'll know what is in it, so you can be better prepared for job interviews. You want to be able to give your perspective on anything that is in your personnel file, since the department may not review your personnel file until after the interview.

Can I accept a temporary or limited position on campus while I'm eligible for preferential rehire?

You may be able to work in temporary assignments during this period, depending on your skills, the type of assignments available, and other eligibility criteria, based on current policies and contractual agreements.

How does the preferential rehire process work if several laid-off employees apply for the same position?

If several employees apply for the same position under preferential rehire rights, the hiring department will review the resumes in the order in which they were received.

Can I work on my resume and go to interviews during work time?

PPSM and many of the labor agreements (Teamsters 2010, UPTE Research, UPTE Technical, AFSCME) provide for reasonable release time with pay for job interviews on campus (and comparable time for interviews on other campuses). Paid release time is provided for you to meet with a campus Employment Analyst to work on your job search efforts (including resume preparation). Talk to your supervisor about the possibility of working on your resume or doing other job search activities that are not disruptive during work time.

How does the recall process work?

Recall rights are rights back to the same department and same classification title held at time of layoff.  The responsibilities and requirements could vary but if the department has a need for the classification title, it will refer to their recall list.

Is there severance pay?

You should refer to the appropriate contract or Personnel Policies for Staff Members (PPSM) to determine your rights to severance pay in a layoff. (See Policies and Contracts for links.)

Is there a trial period for jobs I accept through recall or preferential rehire? Is this the same as the standard probationary period?

Trial employment applies to preferential rehire, but not to recall. The difference between trial employment and probation is that if you are released during trial employment, you are placed back on layoff status without any loss of time towards your preferential rehire eligibility period.

If I refuse a job offer, how will that affect my eligibility for recall and preferential rehire rights?

Refusing a job offer while you're on preferential rehire or recall status may cause you to lose your preferential rehire and recall rights. The number of refusals allowed varies by policy and union contract, so you should check the contract or policy that governs your employment for details. The recruiter in Employment Services will also give you a layoff checklist that will include this information.

How many jobs can I apply for under preferential rehire?

You can apply for as many jobs as you wish, as long as they meet the eligibility requirements for preferential rehire under the contract or policies that govern your employment and as long as you meet the qualifications of the job.

If I accept a job off campus, do I still have preferential rehire rights?

If you accept a job off campus, you can still exercise your preferential rehire and recall rights during your eligibility period. Be sure to verify your eligibility period with your recruiter in Employment Services or your Department Personnel Manager.

What types of jobs does preferential rehire cover? Do they need to be at the same level, hours, salary, etc.?

Preferential rehire covers any open, vacant position for which you are qualified and which is at the same salary or lower salary range midpoint as your former position. If you are covered by a bargaining unit, preferential rehire rights only apply to positions within that bargaining unit.

What are my rights in a layoff?

All University employees have certain rights in relation to layoff, unless they are Managers and Senior Professionals in Salary Grades VIII and IX or in the Executive Management Program. Your rights may vary depending upon the union contract or personnel policy that governs your position. These rights may include preference for reemployment and recall to the job from which you are laid off. You may be eligible for severance pay. To learn what you are eligible for, read the union contract or Personnel Policies for Staff Members that covers your position, in the section(s) relating to layoff or reductions in time.

If you believe your layoff violates the union contract or personnel policy covering your position, you may file a grievance (under union contracts) or a complaint (under Personnel Policies for Staff Members). The grievance and complaint procedures are included in the union contracts and in Personnel Policies for Staff Members.

Information for Employees: Benefits

Are support groups or individual counseling available through my medical plan?

UC's health plans do have mental health coverage. For more information on how to access this coverage, contact your health plan directly or go to CARE Services, who can assist you with a referral.

How will my retirement benefits be calculated if I accept a position at a lower compensation level?

The UCRP retirement calculation is based on your age and total service credit at time of retirement and your highest average plan compensation (HAPC), the full-time salary rate over any consecutive 36-month period. Therefore, accepting an appointment at a lower compensation level will not reduce your HAPC.

If I am eligible to retire, what steps should I take to maintain eligibility for health and dental insurance as a retiree?

If you meet eligibility requirements, (a University of California Plan member who is age 50 or more with 5 years or more of retirement service credit or a member of a reciprocal retirement plan) the University may continue to contribute toward the cost of your University-sponsored medical and dental coverage when you retire from the University. To be eligible, you must begin receiving monthly retirement income within 120 days of your separation from employment (your coverage in the medical and dental plan must be uninterrupted during this period). Your eligibility for this benefit also depends on the date you were hired and your years of service credit in UCRP or other retirement plan to which the University contributes. For more information, see the Retirement Handbook (PDF), also available from your Department Benefits Counselor.

What happens to my health and insurance benefits if I am laid off?

Some benefits can be continued through the Consolidated Omnibus Reconciliation Act (COBRA). You and/or your eligible family members may be eligible to continue your UC-sponsored medical, dental, vision, and Health Care Flexible Spending Account (Health FSA) through COBRA continuation. Note: All payments under COBRA, including those for the Health FSA, are with after-tax dollars; you must apply within 60 days of receiving a COBRA notice or your layoff date, whichever is later.

Some coverage can be maintained for four months by paying premiums, and then converted: You may continue your Supplemental Life, Dependent Life, Accidental Death, and Dismemberment for up to four months after the month your layoff begins. To make arrangements, contact Angela Dizon (adizon@berkeley.edu or 642-0684) in the Central Payroll Office.

Some coverage can be converted: You may convert your Basic Life, Supplemental Life, and/or Dependent Life (each plan converts from group life to an individual policy) within 31 days of your coverage end date without proof of insurability. For more information, contact the Prudential Life Insurance Conversion Office at 1-877-889-2070, 9:00 am to 5:00 pm, EST.

Some coverage stops: Group disability insurance, Business Travel Accident, and Workers' Compensation end on your last day actively at work.

Can I get Unemployment Insurance?

Generally, you are eligible for unemployment insurance if you are laid off. Contact your local Employee Development Department (EDD) or look on the EDD website to file a claim and locate Unemployment Insurance benefits information.

  1. Go to Employment Development Department (EDD).
  2. Click on Claims.
  3. Find the Unemployment Insurance section and follow the steps listed.

Please note that the address you use on your EDD claim must match the address on your paycheck. If you need to update your address, visit UCPath Online.

Where can I get information about how my benefits are affected by a layoff?

The What To Do If You're Being Laid Off and Benefits Checklist Supplement, provide full information about how benefits are affected when an employee is laid off.

Information for Departments

What kind of an agreement should there be between the employee returning severance and the department?

The department and employee work out an arrangement for the payback. Payment can either be made in a lump sum or through payroll deduction. Lump sum payments should be made out to UC Regents. If payroll deduction is chosen, a reasonable payback schedule should be determined. For example, it may be reasonable to ask the employee to have one week of severance deducted from his paycheck for each upcoming month. This agreement should be in writing. Individuals should confer with their personal tax consultants regarding tax implications.

If someone is rehired after receiving severance pay from the University, what are the guidelines for the severance payback?

The department that is rehiring an employee needs to ask whether the employee has received severance from the University. If the employee has, and is still receiving severance, the department that originated the layoff calculates the amount to be refunded to the University. To determine repayment policy, consult the appropriate contract or policy.

In PPSM, for example, if an employee received 12 weeks of severance pay and returned to a career position two weeks after being laid off, at the same or higher salary and at the same percentage of time as the position held at the time of layoff, he would owe the University back pay for 10 weeks. The amount would be calculated based on gross earnings and would be submitted to payroll for processing.

What is the source of funding for severance payments when a layoff occurs and the employee elects severance pay?

Funding for severance payments when a layoff occurs will be made available through department funds. Departments will want to consider the potential obligation to make severance payments as a part of the budget planning process.

Can I give the employee severance pay?

Most contracts and policies specify whether or not severance pay is appropriate. For example the UC - Teamsters 2010 agreement specifies that severance pay can be given in lieu of preferential rehire and recall rights. First, read the appropriate contract or policy. Then if you have questions, contact your Employee Relations Specialist to determine whether severance pay can be offered in your layoff situation.

What are "special skills"?

"Special skills" are considered in out-of-seniority layoff actions. There may be situations where a position requires special licensing that the senior person cannot acquire. Or the position may require a credential that cannot be obtained in a reasonable amount of time (3-6 months). The same would hold true if special skills were needed that the senior person could not acquire within a reasonable period of time (3-6 months). Rationales for out-of-seniority layoffs should state that specific skills are required and why the senior person cannot acquire them in a reasonable amount of time.

When can I tell the employee that s/he is being laid off?

Your first contact when contemplating a layoff action should be with your Employee Relations Consultant. He/she will help you develop a time line for layoff notice to the employee and the union. In general, we want the employee to be informed as soon as the layoff date has been set.

It's important that you communicate with employees early and often. When you believe layoffs may be possible, keep the staff informed. When you are ready to provide information to the union about specific individuals, tell the employee(s) who are the most likely to be laid off that their position/work is targeted, but that it is in the proposal state. Employees should find out from you, not from the union, that they may be laid off. More detailed information about communications related to layoff may be found in the Communication Guidelines for Departments.

What is an out-of seniority layoff?

Generally, a layoff is by seniority, which means that the least senior person (amount of service with the University) in the classification is laid off. In some situations certain positions require very "special skills," which may require the retention of the employees in these positions. If this occurs, a more senior person may be laid off first. This is an out-of-seniority layoff. Please see Seniority Provisions Calculations for detailed information.

What information is required from a department when union notice is required?

Because contracts have different provisions, it is best to talk to your Employee Relations Specialist about exact requirements for your situation. However, usually the following is required: proposed layoff date, the reason for the layoff, budget information and other information used by management in reaching the decision, names, classification, seniority points for employees in the same classification, rationale for out-of-seniority layoffs, and "before" and "after" organization charts.

Who provides notice to the unions?

The Labor Relations unit provides the notice to the unions after you provide the information to your Employee Relations Specialist, who will coordinate with Labor Relations. The process for the final notice may take up to a week.

What is the difference between a temporary layoff and a furlough?

A furlough is that portion of a partial year career appointment during which an employee does not work, planned in advance as part of the schedule. For example, a unit may not need certain staff during the summer months and every year these employees are scheduled to be off for the months of July and August. Furloughs may not exceed a total of three months in a calendar year.

A temporary layoff, however, is usually due to unexpected loss of funding. Staff is laid off for a short period of time (not more than four months) and is then returned to work. Check the applicable contract or PPSM policy for details.

Is there a different notice procedure for laying off a group of employees (five or more) at the same time compared to laying off one or two employees at a time?

The notice procedure for laying off a group of employees at the same time, when they are covered under the same contract, may differ depending on the provisions of the contract. For example the UC Teamsters 2010 agreement specifies that for five or more full time equivalent (FTE) Teamsters 2010 employees being laid off at the same time, the University must notice the union at least 45 days before the layoff date. The union may use this time to meet with the department to discuss the impact of the layoff. Any meeting would be coordinated through the Labor Relations Unit.

Is reduction in time considered a layoff?

Yes. If a career employee's time is reduced, it is considered a layoff, and the employee is entitled to layoff rights. If an employee has a 100% appointment and it is reduced by 20% to an 80% appointment, the employee has layoff rights to a 100% position. This is true no matter what percentage of time this job is reduced to.

A reduction of time is a layoff only if the University tells the employee he must reduce his time. If the employee requests a reduction, it is not a layoff.

Mandated Reporters

What happens if a mandated reporter refuses to sign the acknowledgment forms?

For new employees, refusal to sign the mandated reporter acknowledgment forms can be the basis to revoke an offer of employment. For current employees, refusal to sign the mandated reporter acknowledgment forms can be the basis to prohibit the employee’s contact with children. Under the UC Policy on Reporting Child Abuse and Neglect, this can lead to disciplinary action up to and including dismissal.

The current CANRA acknowledgement forms state that an employee must be advised about their reporting requirements prior to employment. How can an existing employee sign this if they weren’t advised?

OGC is aware of this and is working on revising the acknowledgment forms. In the meantime, OGC advises that current employees note the date when they received the acknowledgment form right on the form itself.

Do departments have to provide employees with copies of CANRA?

No. Employees are asked to sign forms acknowledging their responsibility to report known or suspected abuse in compliance with CANRA. The acknowledgement forms provide employees with a link the complete statute (California Penal Code sections 11164-11174.4) available at Official California Legislative Information.

How should departments track when an existing employee completes mandated reporter forms?

All current employees who are in mandated reporter positions must sign statements acknowledging that they have knowledge of CANRA and will comply with its provisions. If such statements are not on file, the department must obtain them from the employee.

A department’s HR administrator should indicate on HCM when an employee has signed and completed mandated reporter forms.

Steps to Track Mandated Reporter Form Completion in HCM:

  1. Navigate to Workforce Administration > Job DataBring up the employee's record.
  2. Do NOT click to add a new row. (This is the ONLY action in the Job Data section of Workforce Administration that does not require a new row.)
  3. Click on the Employment Data link at the bottom of the page.
  4. In the Mandatory Reporting Signature Date field, enter the appropriate date.
  5. Click the Save button.
  6. Place the form in the employee’s personnel file.

What should departments do when a new employee completed mandated reporter forms?

All new employees who are in mandated reporter positions must sign statements that they have knowledge of CANRA and will comply with its provisions. Campus departments will determine which positions are mandated reporters and obtain the signed forms as a prerequisite to employment. The HR administrator should enter the date the employee signed the STATEMENT ACKNOWLEDGING REQUIREMENT TO REPORT CHILD ABUSE and the STATEMENT ACKNOWLEDGING REQUIREMENT TO REPORT SUSPECTED ABUSE OF DEPENDENT ADULTS AND ELDERS (PDF), then place the forms in the employee’s personnel file.

Do departments have to ask student employees how old they are?

No. The UC Policy on Reporting Child Abuse and Neglect defines "children" as anyone under 18. A mandated reporter has the obligation to report abuse or suspected abuse of a minor. There is no added requirement that a mandated reporter has to be certain the person involved is a minor. The requirement if that the mandated reporter report the suspected abuse.

What should I do if I suspect abuse at a University facility but I am not a mandated reporter?

By UC policy, all University employees, contractors, volunteers or students who observe, have actual knowledge of, or reasonably suspect child abuse or neglect at a University facility or at official University activities are encouraged to promptly report their concern. The concern may be reported to their supervisor, to a University official, to the campus police department, or through the University’s compliance hotline.

What is considered having contact with children on a "regular basis"?

UC policy currently does not give a definition of what constitutes a "regular basis." Departments should identify job classifications or individual academic or staff employees who are or may be mandated reporters by virtue of their required job qualifications or their University duties or activities.

Do departments need to determine which of their staff members work with minors and designated those employees or administrators as mandated reporters?

Yes. Effective January 1, 2013, employees and administrators of the University are considered mandated reporters if their duties bring them into contact with children on a regular basis, if they have direct contact and supervision of children, or if they supervise other mandated reporters. They are required to report child abuse or neglect occurring on the University's premises or at official University activities or programs.

Are employees who are minors considered Mandated Reporters under CANRA?

An employee is considered a mandated reporter even if he/she is a minor if an employee's duties require contact with children on a regular basis or if their duties require direct contact and supervision of children.

Are University coaches considered Mandated Reporters under CANRA?

Yes. Effective January 1, 2013, athletic coaches are considered mandated reporters. This includes, but is not limited to, an assistant coach or a graduate assistant involved in coaching.

Are all faculty members considered Mandated Reporters under CANRA?

UC Berkeley faculty members are not generally considered Mandated Reporters under CANRA, even when students under the age of 18 enroll in their classes. However, some faculty members may be Mandated Reporters under other provisions of the Act. The following are some examples of situations in which a faculty member would be considered a Mandated Reporter:

  • Physicians, nurses, and other health professionals;
  • Faculty members and other academic personnel who have responsibility for instruction at the preschool, elementary, or high school level such as those who teach high school seminars or who serve as mentors in on-campus high school internship programs;
  • Individuals whose University duties require direct contact and supervision of children are Mandated Reporters. This group may include faculty members who hire children under age 18 to assist with scholarship, research, or other academic activities as volunteers or interns.

To determine if a faculty member is considered a Mandated Reporter as of January 1, 2013, the department would need to consider the following:

  • Do the faculty member's duties require direct contact and supervision of children?
  • Do their duties require contact with children on a regular basis?
  • Do they supervise others with such duties?
  • If so, they would be considered Mandated Reporters for child abuse or neglect occurring on the University's premises or at official University activities or programs.

What about positions that work in an environment where there are a lot of children, but whose responsibilities do NOT interact with children under 18 (e.g. gardener at University Village, where residents have family members under 18)?

As of January 1, 2013, employees and administrators of the University are considered mandated reporters if their duties bring them into contact with children on a regular basis, if they have direct contact and supervision of children, or if they supervise other mandated reporters. A gardener who works in an environment that puts him or her around children would not be considered a Mandated Reporter if he/she is not in direct contact with them, does not supervise them, is not in contact with them on a regular basis, or does not supervise someone who is a mandated reporter.

Do volunteers (non-employees) have to sign the acknowledgement forms if they work for programs that are run or sponsored by the University?

Volunteers in University sponsored programs are generally not considered mandated reporters. However, departments must consider the qualifications or services provided by the volunteer to determine if he or she meets the criteria of a mandated reporter.

Volunteers who direct or manage official University programs could be considered mandated reporters. For example, a volunteer who is a University "official," such as a volunteer who runs a retreat program for kids on behalf of the University, would be considered a mandated reporter.

Does there need to be a statement in the job posting letting prospective applicants know the job falls under the status of a CANRA Mandated Reporter?

Yes, there has to be a statement in the job posting if a position is classified as a Mandated Reporter. A department's HR administrator should indicate in the TAM job posting system when a position falls within mandated reporter requirements. The following language is now stored in the Job Posting Library and, when selected, will populate and be made visible to all applicants subject to reporting requirements:

"This position has been identified as a mandated reporter required to report the observed or suspected abuse or neglect of children, dependent adults, or elders to designated law enforcement or social service agencies. We reserve the right to make employment contingent upon completion of signed statements acknowledging the responsibilities of a mandated reporter."

Steps to Indicate Mandated Reporter Status in TAM:

  1. Navigate to Job Details > Job Descriptions
  2. Click on Description Type Mandated Reporter > Description ID Mandated Reporter
  3. Click on the OK button

Time Reporting

This page is a list of all frequently asked questions for the Time Reporting and Leave Accrual Guidelines section. The questions are grouped into different categories. Please click on the appropriate topic to view questions and answers for that section.

General

Why are there different vacation accrual rates?

Generally, vacation accrual rates are based on the employee’s length of service with the University. There are also some differences depending on the employee’s personnel program. Refer to the PPSM Absence from Work Policy (PDF) and labor contracts for specific accrual rates.

What does it mean to record time to the nearest quarter hour?

Time is reported to the nearest quarter hour only for employees in non-exempt positions. When a non-exempt employee takes time off for sick leave and vacation leave (if it is less than a full day), it is recorded to the nearest 15-minute increment.
For example, if an employee returns from a medical appointment at 17 minutes past the hour, you would record 15 minutes. If the employee returns at 24 minutes past the hour, you would record 30 minutes.

What is the difference between exempt and non-exempt positions for time-keeping purposes?

Employees in non-exempt positions accrue vacation leave and sick leave depending on percentage of appointment and time worked, and/or duration of appointment. They can earn overtime and may be paid for it or take compensatory time. Time off and time worked are recorded to the nearest quarter hour. Note: Part-time non-exempt fixed-percentage employees must always meet their percentage of time for hours worked for each week, as well as the entire month (excluding any holidays).
Employees in exempt positions also accrue vacation and sick leave; however, they do not earn overtime or compensatory time. Time off and time worked are recorded in whole-day increments for purposes of pay. A "whole day" may be less than eight hours if an employee’s appointment is less than 100% time.

Time Off (Vacation, Sick, FMLA)

What about a 100% (non-exempt or exempt) employee who works an alternate schedule of 4 (10) hours days (M – Th) and Friday is the day off?
  • How many vacation or sick leave hours does the employee take per day?
    For both the non-exempt and exempt employees, the sick or vacation hours taken reflect the hours scheduled for the day. In this case it would be 10 hours vacation, or 10 hours sick leave.
  • If a holiday falls on Monday, what then?
    The non-exempt employee gets the holiday (8 hours), but would need to add 2 hours of vacation (or could work or use comp time to make up the 2 hours). The exempt employee gets the holiday, but would not have to make up the two hours.
  • If a holiday falls on Friday, what then?
    Both the non-exempt and exempt employees may take another day off.
If an exempt employee has a 90% appointment, how many vacation or sick leave hours does the employee earn for the month?

Looking at the last two columns in the appropriate vacation leave tables, find the row that includes 90% time on pay status. The adjacent row will tell you how many hours of vacation that employee earns.
For example, looking at the PSS vacation leave table, a PSS employee who has less than 10 years of qualifying service on 90% pay status would earn 9 hours of vacation leave per month.
Likewise, looking at the last two columns of the sick leave table, the row that includes 90% time on pay status corresponds to 7 hours earned for sick leave each month.

If an exempt employee has a 90% appointment, how many vacation or sick leave hours does the employee take per day?

It would depend on the exempt employee’s schedule for the particular day of sick or vacation leave. If on one of the sick or vacation days, the exempt employee was scheduled to work 8 hours – it would be 8 hours of sick or vacation leave reported. If on one of the sick or vacation days, the exempt employee was scheduled to work 4 hours – it would be 4 hours of sick or vacation leave.

Can exempt employees save up hourly absences, and then record whole days off?

No. These employees are not hourly workers; therefore, it is contrary to University policy to track time in this way for pay purposes. It would also constitute a falsification of time sheets to deliberately record whole-day absences that had not occurred.

How do we record FMLA leave?

For employees in non-exempt positions, Family and Medical Leave Act (FMLA) leave is recorded in the same way as any leave without pay, sick leave, or vacation leave: to the nearest quarter hour. Compensatory time is not counted toward FMLA leave.

For employees in exempt positions, FMLA leave will normally be recorded in whole day increments. The exception is that if the employee takes FMLA leave as a reduced schedule or as intermittent leave, you should record the time hour-for-hour. Please see the appropriate FMLA section of the Absence from Work Policy (PDF) for a full explanation.

Holiday Pay

How do part-time exempt employees accrue holiday pay?

An exempt employee is given holiday pay according to his/her percentage of time. A 50% exempt employee would receive 4 hours for the holiday and get the full day off. (Refer to the Holiday Pay Table percentage column). If the holiday was one in which the exempt employee was scheduled to work 8 hours, the exempt employee does not have to add additional vacation hours, or make up the time that week. However, the exempt employee is still expected to complete the work required for that week; less emphasis is placed on working a specified number of hours.

What if the employee is a non-exempt part-time 70% variable appointment? How are holidays determined?

A non-exempt part-time 70% variable appointment means the employee will generally work at least 50% each month and no more than 70%. (Note: the employee could work more than 70% time if the supervisor required it). Since the employee’s appointment is variable, accrual of holiday time will vary, depending upon the hours worked, which may vary each month.
Example: if the employee worked 102 hours in January 2010, January has 168 hours and 2 holidays (See Number of Working Hours in the Month Table).
Using the Holiday Pay Table, subtract 16 hours of holiday (168 – 16) and the correct column to use is "152-Hr Month."
At 102 hours, the employee will have accrued 5 hours of holiday pay.

A non-exempt part-time (fixed 70%) employee works 28 hours a week, with the following schedule: M (8 hours), Tu (8 hours), W (8 hours), Th (4 hours) and Friday is the day off. How are holidays determined?

Part-time non-exempt fixed-percentage employees must always meet their percentage of time for hours worked for each week, as well as the entire month (excluding the holiday).
Example:In January 2010, there were 168 working hours, including holidays. (See Number of Working Hours in the Month Table).
Using the Holiday Pay Table, subtract 16 hours of holiday (168 – 16) and the correct column to use is "152-Hr Month."
To meet a 70% appointment, the employee needs to work 70% of 152 hours, which is 102 hours.
At 102 hours, the employee would accrue 5 hours of holiday pay.
Depending upon hours in a particular month, the employee may have to add comp or vacation time to be sure he/she meets the fixed 70% appointment.

  • If a holiday falls on Friday, the employee’s day off, does the employee get the holiday?
    Yes. Because the employee is on a fixed percentage of 70%, the employee would get paid for the holiday. Note: the employee still needs to be sure he/she is on pay status 28 hours for the week.
  • If the employee works on the holiday, what happens?
    The employee would get paid for the hours worked. In addition, with supervisory approval, the employee may take another day off - perhaps in the same week. Note: the employee still needs to be sure he/she is on pay status 28 hours for the week.
What happens when a non-exempt employee is required to work on a holiday?

With the exception of certain holidays listed in each contract, an employee required to work on a holiday shall be paid at the employee's regular rate of pay for the hours actually worked. In addition, at the option of the University, an eligible employee shall receive either compensatory time off or holiday pay at the regular straight time rate, including any shift differential. To determine exactly how specific holidays are to be paid, please review Personnel Policies for Staff Members or the correct contract.

Overtime

Does a non-exempt employee get paid premium overtime for working on Saturday in the following example? A non-exempt employee who normally works 40 hours a week (M – F) takes off 5 sick leave hours in a week, then works on Saturday for 8 hours.

The employee must work more than 40 hours of actual work in a work week to receive premium overtime. This employee should receive 5 hours of overtime straight (OTS) and 3 hours of premium overtime (OTP) for the Saturday work.

Can part-time non-exempt employees work overtime and bank it?

Yes, but overtime is based on time on pay status in excess of 40 hours in a work week. If a part-time employee works more than their usual hours in a week, but less than 40 hours, it would not constitute overtime. It would simply be additional regular time to be paid. A part-time non-exempt employee can, however, earn more vacation, holiday and sick leave if they work over the hours of their standard work week.

Vacation Accrual Maximums

How do I notify employees who are approaching maximum accrual?

Depending on the contract or policy covering the specific employee, the department is responsible for notifying employees a specific number of calendar or working days before they are due to reach maximum vacation accrual. Employees can also review their accrual by logging into UCPath or checking in CalTime.

If you have other questions regarding maximum vacation accrual, please contact your Employee Relations Consultant or the Academic Personnel Office.

Will department budgets be charged when they make a vacation leave adjustment that pushes an employee’s balance over the maximum?

Yes, the system will automatically charge the department budget any time there is a vacation leave adjustment that increases the leave balance.

What happens when someone is at maximum accrual and doesn't accrue vacation leave for the month since no vacation leave was taken in the previous month? Where's the linkage between accrual and usage?

UCPath is programmed to let eligible employees accrue up to their maximum vacation leave amount (two times their annual accrual, prorated for part-time employees).  The system will not automatically accrue leave for an employee once the maximum has been reached. Employees can review their accrual balances via UCPath, as well as CalTime. Departments should notify employees 60 days prior to approaching maximum leave accrual and make sure leave is used in a timely manner.

How should departments address workload issues?

Departments are responsible for managing their workforce with regard to leave balances and workload issues, and must take all pertinent factors into consideration when making business decisions. Sometimes managers and supervisors believe that due to workload they cannot allow employees to take time off, even when the maximum vacation accrual has been reached. It is the supervisor’s responsibility to allow the employee to take time off. The University gives vacation time as a benefit, and employees should be encouraged to use this time to their own advantage. Managers who believe they can never let employees take vacation time need to review departmental priorities and work flow.

Managers are encouraged to be proactive in communicating with employees who are approaching maximum accrual the need to use their vacation time. The policies and contracts state that employees stop accruing leave once they reach the maximum. For further help on workload issues, contact your Employee Relations Consultant.

What if we find ourselves on an accrual reduction “merry-go-round?” That is, some employees like to stay near the maximum and we are always dealing with moving in and out of the four-month extension period (where that extension is allowed by policy or contract).
This type of extension should happen rarely, or only once per employee. The extension should only come into play when the operation cannot allow an employee to take time off. The extension is not automatic. Managers and supervisors have a responsibility to work with employees to schedule time off. The key is to give the employee a range of time during which vacation leave can be taken.

What if we have provided employees with a monthly record of their accruals but have allowed the accruals to accumulate over the stated maximum? Will employees lose what they have accrued?

While no one should ever be allowed to accrue beyond the maximum stated in policy or negotiated in the contracts, if it has been allowed and recorded, it may not be taken away, because it is not legal to do so. The policies and contracts state that employees stop accruing leave once they reach the maximum.

The PPSM, the APM, and the union contracts are available in print and on the web and are available to all employees. Employees and the department know a vacation benefit exists and both share responsibility for knowing the associated rules.

What is the maximum accrual?

The maximum or accrual cap is the amount designated for the employee’s category, pay status, and years of qualifying service by Personnel Policies for Staff Members, the Academic Personnel Manual, or the union contract. In most cases the maximum allowable accrual is two times the employee’s accrual for one year.

The maximum accruals (caps) have been set by policy for employees covered under PPSM or the APM and negotiated into union contracts for represented employees. It is a violation of the policy or contract to permit employees to accrue beyond the designated maximums.

What if an employee reached the maximum on May 1 and must still be below the maximum by June 30?

In almost all cases, departments are to inform employees 60 days in advance of when their accruals will reach the maximum. This gives the employee the opportunity to use enough vacation to remain below the maximum after new monthly accruals are added. The "extension period" of four months, according to individual contracts and Personnel Policies for Staff Members (PPSM), is to be utilized on a one-time-only basis only in the case of a department being unable to let the employee take the vacation that is necessary to bring the accrual below the maximum. The extension period is not to be repeatedly used, nor is it to be used when an employee does not wish to schedule and take vacation as required to bring the balance below the maximum.

Example: Employee covered by PPSM:
A PPS employee will reach maximum on May 1. In the 60 working days prior to May 1, his/her department should work with him/her to reduce his/her vacation balance so that the maximum is not reached.

If there is absolutely no way his/her department can allow him/her to take vacation leave during the 60 working days prior to May 1, then an employee covered by the PPSM potentially has four additional months in which to reduce the balance. The only reason an employee may be allowed an extension period is if the department cannot allow him/her time off due to operational demands. If an “extension period” is considered necessary due to operational reasons, the employee will continue to accrue time.

At the end of the four-month extension, however, time accrual stops. The employee will not accrue additional vacation leave until he/she brings his/her balance below the stated maximum. This means the employee must not only take enough time to get below the maximum, but also use any time accrued during the "extension period." It is important to consult each union contract and PPSM for specifics.
 

Factor Leave Accruals

Am I transitioning to Factor Leave Accruals?

All Non-­‐exempt and Exempt employees have transitioned to Factor Leave Accruals, with the exception of Exempt Academic titles. Exempt employees in Academic titles will continue to accrue vacation and sick time as they have in the past.

Am I an Exempt or a Non-­exempt employee?

To find out if you hold an Exempt or Non-­‐exempt position, do one of the following:

  • Login into blu.berkeley.edu with your CalNet ID, and the top left corner of the webpage will display “Non-­‐exempt” or “Exempt.”
  • If you know your title code, you can go tohttps://tcs.ucop.edu/tcs/jsp/nonAcademicTitlesSearch.htm.
  • If you don’t have online access or are still unsure, please check with your supervisor.
Am I still accruing the same amount of vacation and sick leave annually?

Your accruals are based on your hours on pay status. If the time you are paid for varies, then so will your accruals. Therefore, a full-­‐time employee should expect to see the same accruals over the course of the year, while part-­‐time employees’ accruals will vary depending on the above.

Note: Leave Without Pay does not count toward sick and vacation accruals.

Where can I view my accrual balances?

You can view your accrued vacation and sick leave balances in CalTime or UCPath.

When do I accrue leave? When are my leave accrual balances updated?

Employees accrue sick and vacation leave as follows:

  • Exempt employees accrue leave on the 1st of each month, following the close of each calendar month cycle.
  • Non-­‐exempt employees accrue leave after the conclusion of every two biweekly pay periods if eligible.

Sick and vacation leave accrual balances are then immediately updated in CalTime and UCPath.

How are factor leave accruals rates assigned? How are my vacation and sick leave accruals calculated?

Vacation and sick leave factor rates are assigned to an employee based on current UC policy and agreed upon union contract terms.

The number of hours you are on pay status is multiplied by your vacation and sick leave factor rate to determine how much leave you have accrued.

Calculation: Factor rate X number of hours on pay status = Amount of vacation or sick leave accrued

For example, if your vacation factor rate =0.057692 and your sick leave factor rate = 0.046154 and you worked 100 hours, you would accrue the following:

Vacation Leave:              0.057692 x 100 = 5.769200 hours

Sick Leave:                       0.046154 x 100 = 4.615400 hours

What does it mean to be on pay status?

Pay status includes a period of time for which an employee receives pay, such as time worked and paid leave (including compensatory time, vacation, or sick leave).

How are sick and vacation leave accruals calculated for Non-­‐exempt employees?

Your sick and vacation leave accruals are calculated based on factor leave accrual rates. Non-­exempts will accrue leave every two biweekly pay periods (quadra­‐weekly). The employee’s factor leave accrual rate is multiplied by the number of hours on pay status during a quadra-­weekly cycle (160 hours in the case of a full‐time Non‐exempt employee).

Vacation Leave Factor Rate: 0.057692

Sick Leave Factor Rate:        0.046154

Pay Cycle

Hours Worked

Vacation Accrued

Sick Leave Accrued

B1

80

B2

80

9.230720

7.384640

B1

80

B2

80

9.230720

7.384640

B1

80

B2

80

9.230720

7.384640

B1

80

B2

80

9.230720

7.384640

B1

80

B2

80

9.230720

7.384640

How are factor leave accruals calculated for Exempt employees?

For Exempt employees, the factor leave accrual rate is multiplied by the number of hours on pay status during a calendar month cycle.

Each calendar month has a different number of working hours. The total number of working hours in a month is calculated by multiplying the number of business days (e.g. Monday to Friday) in that month and by the number of hours in a workday (e.g. 8).

The number of working hours for each month (assuming a full-­‐time work schedule) can be found in UCPath under "Working Hours Calendar."

Example of a full-­‐time Exempt employee who works the total number of working hours in each calendar month.

Note: Factor rates may vary depending on employee’s eligibility. The following rates are an example only.

Vacation Leave Factor Rate:     0.057692

Sick Leave Factor Rate:             0.046154

Pay Cycle

Hours Worked

Vacation Accrued

Sick Leave Accrued

January

184

10.615328

8.492336

February

160

9.230720

7.384640

March

168

9.692256

7.753872

April

176

10.153792

8.123104

May

176

10.153792

8.123104

How do I find out my factor leave accrual rates?

You can reach out to your Human Resources contact. They should be able to assist you.

If I am in an academic title, do I accrue vacation and sick leave based on a factor accrual rate?

Employees in an Exempt academic titles will not accrue leave based on a factor leave accrual rate and will continue to accrue leave as they do currently. Non-exempt academic employees will accrue leave based upon factor accrual rate.

Note: Being an employee who works in an academic department is not the same as being an employee who has an academic job title. Some employees work in academic departments but do not have an academic job title, in which case, they will be subject to the factor leave accrual method.

How do I find out if I am in an academic title?

Your Human Resources contact should be able to inform you of your job title classification.

HCM

This page is a list of all frequently asked questions for the HCM section. The questions are grouped into different categories. Please click on the appropriate topic to view questions and answers for that section.

Federal Definition of Applicant

Why is race/ethnicity data currently gathered from applicants and employees?

The University of California uses race/ethnicity data in the statistical evaluation of employment and contracting policies to ensure compliance with its own employment policies and with federal and state regulations (including Proposition 209) regarding equal employment opportunity for all employees, including applicants. As a federal contractor, UC is further required to establish and maintain an affirmative action program that includes good faith efforts to ensure that women and minorities can compete for jobs on equal footing with other applicants and employees. Affirmative action programs require employers to collect data to identify and analyze potential problems in the participation and utilization of women and minorities in their work force.

How is race/ethnicity data from applicants and employees currently used?

Talent Acquisition Advisors and those involved in the selection do not have access to the race/ethnicity of individual applicants. Department staff involved in the selection and hiring process are not allowed to provide any preference to applicants on the basis of race, ethnicity, color, national origin, or sex, according to both state and federal compliance requirements.

Similarly, decisions about personnel actions for employees (including but not limited to salary increases, promotion, transfer, and termination) cannot be made on the basis of race, ethnicity, color, national origin, or sex. This data is confidential and used only for limited purposes. Affirmative action analysts in Human Resources use aggregated race/ethnicity information to monitor for possible discrimination in employment practices.

How is race/ethnicity data currently gathered from applicants and employees?

At UC Berkeley, all applicants are asked to voluntarily provide their race/ethnicity and gender immediately after submitting their application online. Once hired, employees are asked to use the Demographic Data Transmittal Form to voluntarily provide their race/ethnicity, disability status, and veteran status. Race or ethnicity is not assigned or visually identified or recorded if an employee declines to state their race or ethnicity.

What are the consequences of not fulfilling the requirements of this regulation?

The Office of Federal Contracts and Compliance Programs (OFCCP) monitors compliance of federal contractors and conducts audits. Penalties for non-compliance can range from fines after an on-site audit to loss of all federal contracts.

Does the regulation apply to all recruiting, selections, and hiring at the University?

Yes, our status as a federal contractor and related obligations extend to all divisions and departments of the University of California, not just to the faculty and departments who receive federal contracts funding.

What is the Interview Data Form (IDF)? When should the IDF be completed? When will I be asked for the completed IDF?

The Interview Data Form (IDF) is the final step in the process of closing a recruitment. The IDF documents the interview process and demonstrates the legal basis for making your hiring decision, ensuring uniform review standards were applied to all candidates interviewed.

The hiring department is the office of record for the completed IDF. The IDF will also be provided to Talent Acquisition to upload into the Applicant Tracking System. It is important to keep this document in an accessible place so that the IDF can be made available upon request; e.g., a request from an applicant who was interviewed. The IDF may also be used as documentation in official proceedings regarding employee complaints and grievances, in Unfair Labor Practice cases, EEOC/DFEH complaints, and other legal actions.

Why does this regulation apply to the University of California, Berkeley?

As a federal contractor, the University of California is required to establish and maintain an affirmative action program that includes good faith efforts to ensure that women and minorities can compete for jobs on equal footing with other applicants and employees. Proposition 209, approved by the majority of Californians who voted in November 1996, banned the use of race, religion, sex, color, ethnicity, or national origin as criteria in its employment practices. However the proposition permits “action which must be taken to establish or maintain eligibility for any federal program, where ineligibility would result in loss of federal funds to the state.” Since the University of California is a federal contractor, it is required to maintain an affirmative action program to retain eligibility for federal funds.

What are the deselection reasons in TAM?

Updated Deselection Reasons: 

  • Another Applicant was Hired

  • Unable to Contact

  • Applicant Withdrew

  • Selected for Other Position

  • Others more competitive

  • Lacks Minimum Requirements

  • Ineligible - Employment Cond

  • Candidate Declined Interview

  • Job Opening Cancelled

  • Another Job

  • Offer Rejected

What is the scope of the regulation?

The regulation extends beyond just providing a new definition of applicant in the internet era. The regulation created new obligations for applicant tracking record-keeping, instructs employers when and how to consider employment tests, directs employers to document the use of resume databases, and statistical analysis of applicant flow data.

Internet Applicant FAQ

Development

UC Systemwide People Management Certificate

Is there a convenient way to search and register for the classes included in the certificate?

Yes. From the UC Learning Center search for UCOP People Management Series. A list of all online and currently scheduled in-person classes will appear, and will be able to register directly for any class of your choosing. Or simply type the course code for the course you are interested in taking into the search.

What is the start date or length of the program?

This is a self-paced program. You can start at any time that works for your schedule, and you will have three years for completion from start to finish.

Once I complete the certificate, what else is available for professional development in people management?

Once the certificate series is complete, continue to experiment and work with your manager to grow as a professional. Complete the Berkeley People Management Knowledge Assessment and select an area highlighted in the assessment for further knowledge development.

Additional knowledge content is available through: Berkeley People Management Certificate Series (BPM), the Multicultural Education Program, Staff Ombuds, and LinkedIn Learning. Please also check out the Wisdom Café and the Learning Calendar and Events for further information.

Why should I invest the time to complete this certificate? Will it benefit my career in any way?

Earning a certificate is not an assured path to the managerial level; however, being open to learning new concepts and new approaches is one of the keys to success on any career path. The content in this certificate series will expose you to new ways of managing people. By working to further develop these skills and asking for feedback on how you are doing and adjusting accordingly, you are almost certain to grow professionally. In addition, you can put this certificate on your resume, LinkedIn profile, etc. showcasing your commitment to the development of effective people management skills. Finally, within UC, completion of this certificate adds to your credibility as it is recognized across the entire UC system.

How will I receive my UC Systemwide People Management Certificate?

Once all Core and Elective courses have been completed, the UC Learning Center will allow you to print the UC Systemwide People Management Certificate. In addition, the certificate will be part of your permanent learning record.

I have already completed some of the courses required for the certificate. Can I get credit for them?

Credit is automatically given for any course completed within the past three years. A three-year “look back” is reasonable. Going back further is not prudent as course materials are continually updated due to the changing nature of the workforce and the evolution of employment policies.

I supervise students. Am I eligible to attend the BPM workshops?

Yes. The BPM workshops are designed for all managers, supervisors or team leads at Berkeley, regardless of the job titles you oversee.

Currently, I am not a people manager but aspire to this role at some point in my career. Am I eligible to earn the certificate?

Yes. This systemwide program is available for seasoned people leaders as well as anyone desiring to become a team lead, supervisor, or manager in the future. As someone who has yet to step into a leadership role, earning this certificate will give you insights into what the role entails and help you determine if being a people manager is the right fit for you. The only caveat is that the BPM workshops, included among the Elective options, are best suited to current Managers/Supervisors/Team Leads. BPM content includes exercises and material specifically designed for individuals with people management experience. Many additional Elective options are available, so you will not be stopped from earning the certificate.

Employment

This page is a list of all frequently asked questions for the Employment section. The questions are grouped into different categories. Please click on the appropriate topic to view questions and answers for that section.

Hiring

What's the process for reviewing if a job vacancy may be posted via an internal-only recruitment?

Equal Employment Opportunity (EEO) and Affirmative Action (AA) are foundational to Berkeley's commitment to equity, inclusion and equal access on our campus.   An internal recruitment may be approved in cases where the anticipated pool of campus, divisional, or departmental applicants is equally or more diverse than the general workforce for the protected groups in question. 

The process to review if a job vacancy may be posted via an internal-only recruitment starts with the hiring manager providing the Berkeley job titles for the anticipated internal pool of qualified applicants. The Staff EEO Compliance unit in People & Culture reviews the campus affirmative action goals established for the vacant job and conducts an analysis to determine if the potential internal applicants are sufficiently diverse in areas where affirmative action goals exist.  If the internal representation is greater than that of the general workforce, the vacancy is approved. More often than not, the internal applicant pool is not sufficient for internal recruitment to be supported, in which case, a full recruitment is required. 

To request a vacancy be reviewed to determine if an internal-only recruitment can be conducted, please complete the Request - Internal Only Recruitment Form

How will the Delegated Authorities know what positions are posted?

HR will send a monthly list to them of all posted requisitions.

How do I request advertising?

Indicate the external media venues and chart string you would like to use in the additional comments section and job posting destination section of the TAM job opening. Your recruiter will work with you on coordinating the advertisement efforts.

How do I recruit using an Executive Search firm?

Contact your Talent Acquisition Advisor or Director of Talent Acquisition for information regarding use of Executive Search firms.

When will I have access to my applications?

  • For all Career, partial-year career, and contract appointments: Day 15 of posting (Exception: SPC applicants are available within the first 14 days)
  • Immediately for MSP and limited-900 hour postings.

How do I determine my Affirmative Action recruitment goals for a job?

To determine Affirmative Action recruitment goals, see the list of Control Unit Affirmative Action goals.

Affirmative Action goals also display within the TAM system.

How do I get a temporary waiver?

Temporary waiver requests may be sent to the Talent Acquisition and Employment Services unit at careers@berkeley.edu. If you are a UCB employee and need HR assistance please contact your region at https://portal.berkeley.edu/regions/0

How do I hire a temporary worker?

There are several options for filling temporary needs, including hiring individuals on contract or limited appointments. You may recruit for these positions using the Talent Acquisition (TAM) system, or direct hire for limited appointments. To hire individuals on contract you must use an Employee Relations approved contract template. See information regarding temporary hires.

You may also, in some circumstances, hire through a UC approved temporary staffing agency. View more details regarding temporary agencies.

Job Applicant

How do I apply to jobs at UC Berkeley?

Thank you for your interest in staff positions at UC Berkeley. We ask all applicants to submit applications for specific positions on jobs.berkeley.edu.

You may apply to and be considered for more than one open position, if you are interested and possess the required qualifications.

Once you apply, you should receive a notification via email confirming your application. The hiring team may only consider your application once it is in our system via jobs.berkeley.edu. The hiring team will review applications and select top qualified candidates for a screening and/or interview process.

If you are selected to advance, you will be notified. Once a hiring decision is reached, you will be notified. Due to the volume we receive, we may not be able to provide live and/or individual updates to candidates. We thank you for your patience during the application and recruitment process.

Do you have a guide on the application process?

Please refer to our External Applicants factsheet which can be accessed here - https://ucpath.berkeley.edu/employees/tam-applicants

I recently acquired relevant job experience that I want to place in my resume, how can I update it?

If the requisition is still accepting applications and is published on jobs.berkeley.edu, you may consider withdrawing your prior application and submitting a new one so that you may update your materials. If the requisition is no longer available / published on jobs.berkeley.edu, then you will not be able to update your application and/or attachment(s). Please note, that even if you are able to submit a new application, it is not guaranteed that the hiring team will see the update if the recruitment is already in progress.

It’s been some time since I’ve heard anything about my application, how can I follow up or get an update?

The majority of positions on campus require a two-week posting period before applications can be reviewed. In most cases, the review process may take several weeks, if not months. After the department begins reviewing applications, they will contact applicants of interest directly for an initial screening and/or an interview. You may be contacted via email and/or phone. Please make sure to check your spam folder as in some cases e-mails can be filtered by your service provider.

You will receive an update regarding your candidacy via the email on your application and/or registered profile in our system. Due to the volume of applications we receive, we are generally not able to provide live updates to candidates for searches.

How can I find out who is the hiring manager or lead recruiter on this posting?

For a variety of reasons, including privacy protection, we are not able to provide that information.  If you would like to address your cover letter, you can address it to “Dear Hiring Manager” or “Dear Hiring Committee.”

I am having trouble with the online process, is there an alternative method to apply?

The University requires that applications are submitted through our online system.

I can't remember my user id and/or password, can you reset it?

You may enter your username and get a new password sent to you via email and/or you may enter your email address and your username will be sent to you via email. Please make a note of the email address you used to register your username and password. We (UC Berkeley HR) do not have access to your login information, nor any ability to reset it manually. Only users can reset their own passwords.

I keep getting an error message when I try logging in to apply.

Depending on the error message you receive, there are a number of possible solutions to this problem. Below are suggestions for troubleshooting:

  • Check the spam folder for possible correspondences from our system and/or team.

  • Please note that passwords expire once a year and require a reset.

  • Try using the password reset to reset your password.

  • If you have multiple accounts at the different University of California (UC) campus job websites, and the message continues to tell you your password is expired, it may be for a different UC campus’s site. 

  • Ensure you are not logged into any other University of California (UC) campus job websites at the same time. 

  • Use your browser’s “incognito” or “private” window to mask credentials that were previously used.

  • Clear your browser’s cache. 

  • Check for caps lock.   

  • Turn off any autofill on your browser (or make sure that you do not have old passwords stored that need to be deleted).

  • Try using a different browser. 

  • If you are an internal applicant, ensure you are logging into the UCPath Portal, navigate to Recruiting Workcenter & then click UCB Careers.

  • If you checked spam and if you’ve tried to register but receive the notification that the email address already exists (not the username), then we may need to review and update your email in the profile or inactivate your profile so you can re-register. Please contact HR Services First Contact at (510) 664-9000, Option 3.

  • If you are still experiencing trouble, you may try contacting HR Services First Contact at (510) 664-9000, Option 3, and please make note of any error messages you get and/or grab screenshots for assistance with troubleshooting.

How long is the review process, after the first review posting is listed?

In most cases, the review process may take several weeks, if not months. After the department begins reviewing applications, they will contact applicants of interest directly for screening and/or interviews. You will be notified of your candidacy; however it may take some time.

If a job is still posted after the First Review Date can I still apply?

The “First Review” date does not necessarily mean that the job posting will stop accepting applications on that date. The hiring team may begin to review applications on or after the “First Review” date. If the position is still published then you may still apply through the system. We can not guarantee when the hiring team may begin or stop reviewing applications, after the “First Review” date.

I applied for the job through a third party system, do I need to apply through jobs.berkeley.edu?

UC Berkeley requires application activity to be received and tracked in our HR system. For this reason, all persons seeking employment as staff must apply via our website at Berkeley Jobs.

I applied for a UC Berkeley job opening on another website but I can’t seem to find it on here. Do I need apply for it again on here?

We can not accept applications through other websites. You have not successfully applied to the position unless you applied through Berkeley Jobs If a position is not available on jobs.berkeley.edu then it may no longer be available and/or published.

How do I know that I have successfully submitted my application?

After you have submitted your application you should receive an email notification acknowledging receipt of your application. If you do not receive this email, your application may not have been successfully submitted. Please make sure you have entered your email correctly, made a note of the email you used, and please also check the spam folder. The application should also appear on your list of applications in the system.

What is required to apply?

It may depend on the position. To apply, you will need to go through the system on jobs.berkeley.edu and upload or copy/paste a resume. For some positions, the hiring team may require a cover letter and/or a diversity statement. This will be noted in the application process and the job posting.

If I want to upload files to support my application, can I do so?

The application system will ask you to enter or upload a resume. You can also use the “Copy/Paste” option to type your Work Experience in a text box if you do not have a formal resume. In some cases, the application process may require other materials.

What file types are allowed in the application system?

If you are uploading files as part of your application, the system will let you know which file types it can accept. Generally, doc, pdf, txt, or rtf may be accepted.

Job Search Tips

Are positions at UC Berkeley covered by unions and what are the fees associated with being part of a union?

Some positions on the UC Berkeley campus are covered by a collective bargaining agreement. Employees in positions that are covered may be required to pay an Agency Fee to their exclusive representative union. Agency fees vary from union to union. For more information about this, please visit the Labor Relations website.

What are the definitions of the different types of jobs?

  • Career Appointments are considered “regular” employment. They are defined as 50% or more of full-time for 1 year or longer.
  • Contract Appointments are considered “temporary” assignments. They have a definite time period, i.e. 6-month or 1-year contract. Terms and conditions are specified in a written employment contract.
  • Limited Appointments are considered “temporary” assignments. Individuals in this appointment are expected to be on pay status for less than 1,000 hours in a 12-month period.
  • Partial Year Career Appointments are considered “regular” employment. Individuals in this appointment have regularly scheduled periods not to exceed 3 months per year, i.e. furlough.

What benefits does the University offer?

Depending on the job, there will be different eligibility for benefits. Please visit the University of California ‘UCnet’ website to view information about health and welfare benefits.

When can I expect to hear back from the hiring department?

The majority of the positions on campus require a two week posting period before applications can be reviewed. In most cases the review process takes several weeks. After the department begins reviewing applications, they will contact applicants of interest directly for an interview process. Please refer to our Job Applicant FAQs for more information.

I am a citizen of a country other than the United States. Am I eligible to work for UC Berkeley?

All offers of employment to new employees are contingent upon the presentation of documents demonstrating the appointee's identity and work authorization consistent with the provisions of the Immigration Reform and Control Act.

How will the department contact me?

Most applicants are initially contacted via telephone or e-mail. Make sure to have up-to-date contact information on your applicant profile as well as resume. Please check your spam box in your email just in case.

What happens when I submit my application?

After you have submitted your application you should receive an email notification acknowledging receipt of your application. If you do not receive this email, your application may not have been successfully submitted. The application should also appear on your list of applications within your Careers home page. Please refer to our Job Applicant FAQs for more information.

What does the term "required qualifications" mean?

Required qualifications are the basic knowledge, skills, education, and experience necessary for the position as defined in the specific job classification.

What is a search agent?

Use the advanced search option to search by various criteria such as (keywords or job codes). You can also save your search and set it up to notify you via email when new jobs matching your interests are posted. You can create up to five searches corresponding to various keywords, departments, or job codes that will generate emails. You can save more searches, but only five can be emailed to you with notifications. 

Why do I have to fill out an application?

Your employment application is considered a legal document and will be used as a tool to determine whether you qualify for a specific position. Please make sure to include employment history, educational background, skills, and licensures in your application and/or resume/cover letter.

Can I start the application process and come back later to complete it?

Yes. You may save your application and finalize it at a later date, provided the job is still posted. Your application will not be considered for the job posting until it is submitted.

Do you keep applications on file for future vacancies?

While your information will remain stored in the applicant system, you will not be considered for future vacancies unless you have formally applied to the position.

When should I fill out a new application?

You must fill out a new application for each position you would like to be considered for.

What if I forget my username or password?

There is a login help link. You may enter your username and get a new password sent to you via email or you may enter your email address and your username will be sent to you via email. Please make a note of the email address you used to register, your user name and password. Please refer to our Job Applicant FAQs for more information.

May I have the contact information of the hiring manager?

For a variety of reasons, including privacy protection, we are not able to provide that information. If you would like to address your cover letter, you can address it to “Dear Hiring Manager” or “Dear Hiring Committee.”

May I submit my resume directly to the hiring department?

Government regulations require that UC Berkeley track application activity. For this reason, all persons seeking employment as regular staff must apply via our website at http://jobs.berkeley.edu. Once you have applied for the job, your application is directly forwarded to the hiring department.

If I am attaching a resume, do I also have to complete the application?

Yes. Thank you for providing us with the most complete information about your employment background. You may use the same resume, and update or revise your information as needed on subsequent applications, thus speeding up the process.

I don't have a computer. May I mail my resume to you?

We are only able to consider applicants who apply online. Therefore, you must apply at http://jobs.berkeley.edu.

Do I need a resume?

No, just fully complete the application. If you do have a resume you can upload it or cut and paste it. If you do not have a formal resume, please type in or copy/paste your Work Experience information into the “Copy & Paste Resume” text box on the 2nd page of the application.

Where should I send my resume?

We do not accept resumes at Human Resources.  All applications, including past employment information, must be submitted through the Careers website at http://jobs.berkeley.edu.

How do I obtain a list of job openings at UC Berkeley?

To search for job openings at UC Berkeley, visit the Careers website at http://jobs.berkeley.edu.

How do I know if this job is still available?

If you are able to locate a job on the Careers website (http://jobs.berkeley.edu), then the position is still open and the system is still accepting applications for that specific job. Please note that the job posting duration is up to each hiring department and is variable. Due to the volume we receive, we are unable to confirm posting durations or end dates.

How do I find out the status of my application?

Until you receive information from the hiring department, you are “under consideration” for the position. Please refer to our Job Applicant FAQs for more information.

What are the hours that I can submit my application?

Applications can be submitted online any day of the week, at any time (24/7.)

How do I apply for a job at UC Berkeley?

You must apply online at http://jobs.berkeley.eduThere you can create a profile and submit your resume and cover letter. Step-by-step job aids are available. Please refer to our Job Applicant FAQs for more information.

Position Control

What is the goal of position control for staff jobs?

The near-term goal is to ensure that campuswide staffing costs are reduced by $50M (approximately 500 positions).

What positions are excluded from position control?

The following types of positions are excluded.

  • Student appointments.

  • Contract and grant funded positions, unless they are moved to central funds for more than 6 months.

  • Academic titles: all faculty, as defined in APM 110-4(15) (e.g. ladder ranked faculty, adjuncts, Professors in Residence, all the Unit 18 titles such as lecturers, etc.).

  • Researchers, Project Scientists, and Specialists (except where hired on non-grant funds).

  • Positions funded by resources directly controlled by the faculty as identified by chart fields 1 and 2 (e.g. start-up package, retention, etc.).

  • Chairs, Academic Directors, and Deans.

  • Specialists and Advisors in Cooperative Extension.

  • Academic Coordinators (currently reviewed by the Academic Personnel Office).

  • Librarians (currently reviewed by the unit head).

  • Post docs.

  • GSIs and GSRs.

  • Extension instructors.

  • Readers and Tutors or other routine seasonal large scale hires.

Is approval required for posting or reposting a limited appointment position?

Recruitments for all limited appointment positions do require approval.

Do positions that are funded by endowments and other philanthropy require an approval?

Endowments and other philanthropically funded positions need to go through position control. The review is to determine whether the full costs are covered by the funding source, or if it is creating “hidden” costs that impact general funds; and “cost of ownership” in the long term.

What is the process for submitting a request for approval to hire?

Requests for approval to hire should be sent to the Chancellor, EVCP, Vice Chancellor, Dean, CFO, or University Librarian, as appropriate, with compelling justification via the list of designated communicators. They will evaluate the justification and decide which requests to approve, and notify the hiring manager of their final decision.

How do I notify BRS HR/APS if a request for approval to hire has been approved?

If the request to fill the position has been approved, the requisition along with the approval email from the designated communicators should be submitted to Berkeley Regional Services (BRS) via an HR ServiceNow ticket.

What is the process for posting staff positions supported either by contract and grant funds or by any funds controlled by faculty (both types of positions are excluded from position control)?

The faculty should continue to follow whatever process they are currently using to submit requests to recruit for these positions which may vary by school or college. In some cases they go through the Research Administrator, others go through the HR Partner. There is no need to change the process or to go through the designated communicator.

BRS, the Research Administrators and HR Partners will work together to get information to the recruiters via ServiceNow that identifies these positions so they can be posted.

How long will it take to get the approval to fill a position?

All parties recognize the importance of meeting business needs in a timely manner, especially those that are urgent. The length of time to approve will vary depending on a variety of factors such as volume of requests and levels of review.

What is the difference between contract and grant funded positions and employment contract positions?

“Positions funded by contracts and grants” refers to the funding source, not the type of appointment, and those positions that are fully grant or contract funded are not subject to position control unless the position is moved off of those funds and onto a different funding source for more than 6 months.

Employment contract positions are temporary appointments with an end date and require position control approval. Contract extensions also need to be submitted for approval.

Who should HR Partners send their contract appointment renewals to for review?

HR Partners should send contract appointment renewals back to the division if they have not been approved through the designated communicator for that specific division.

What is the process for approval for posting Contract and Grant funded positions which are moved to central funds for more than 6 months?

Requests to hire Contract and Grant funded positions which are moved to central funds for more than 6 months should be submitted after approval has been provided through the designated communicator following the unit’s review procedures.

What is the review process for positions partially funded by Contracts and Grants and partially funded centrally?

These positions fall under position control and must be reviewed following the unit’s approval process.

What is the process for posting student positions?

Since student positions are excluded from position control, no approval is needed for these positions. They may be submitted for posting following your regular process.

Is approval required for reposting a position following a failed search?

Recruitment for these positions do not require approval.

May signing bonuses be provided for approved positions?

Before the possibility of a sign-on bonus allowance may be discussed with candidates or recruiters, the use must be pre-approved by both the Chancellor and the Presidents executive office.

Only five payroll titles (Head Coach 5, Associate Head Coach/Coord 4, Assistant Coach 3, Assistant Coach 2, and Assistant Coach 1) can be provided with a signing/hiring bonus.

Relocation bonuses are no longer allowed (beyond the reimbursement for reasonable moving expenses and house hunting trips).

Miscellaneous

How do we fill out time sheets if someone works for multiple departments?

Employee timesheets are able to capture multiple departments. Please approve employee work hours completed in your department. Departments should work with Payroll to determine the best method to use.

How will we track temporary help?

Each employee assigned to work in your department will need to record their time and pay on a temporary timesheet, which you can obtain from the Payroll Office. This timesheet must have the correct approval signature before submitting it to the Payroll Office.

How do we contact these agencies?

HR Employment Services will contact the agencies.

Can we use temporary agencies to hire staff?

HR Employment Services will have contracts in place with selected temporary agencies. If you have a special request that a contracted agency cannot fulfill, please contact HR Employment Services to help you secure a contract with a specialized agency.

What are the titles of contractors we are allowed to hire?

Departments can hire individuals offering “common or professional services,” i.e., Building and Maintenance Contractors, Janitorial Services, Security Guards, Doctors, Evaluators, System Analyst, etc. Please review the Procurement Services’ website for a complete list and hiring process.

How will we advertise that we are hiring?

HR Employment Services will advertise all open positions. You may request advertisement on the Deployment Triplicate form used to notify HR Employment Services of your vacancy.

Can we hire contractors? What types?

Yes, please refer to the Procurement Services’ website to review contractor-hiring procedures. Procurement Services will have a complete list of eligible titles.