Frequently Asked Questions

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). 

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.

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. 

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.

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.

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.

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.  

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. 

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.

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.

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. 

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

• From the UC Learning Center home page, click on Transcript & Certificates (purple box on the main screen).

• 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. 

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:

• Go to the UC Learning Center

• 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)

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.

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. 

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.

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.

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!

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.

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.

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. 

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

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.

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

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.

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.

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.

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

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

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).

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.

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.

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.

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.

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.

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.

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)

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.

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)

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.

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).

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.

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

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.

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.

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

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.

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.

• 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.

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

• 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.

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.

• 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.

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.

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.

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.

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.

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

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.

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.

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

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 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 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.

• 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.

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

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

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.

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.

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.

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.

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.

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

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

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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

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.

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

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

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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).

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.

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.

“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.

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)).

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.

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.

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

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.

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.

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.

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).

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

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.

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*”).

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

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

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

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.

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

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.

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

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.

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).

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

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.

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.

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

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."

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.

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.

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.

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.

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.

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.

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.

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.

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

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

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.

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

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.

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.

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%.

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%.

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

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.

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.

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

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.

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).

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.

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

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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

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

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.

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 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.

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.

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.

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.

Yes. The BPM workshops are designed for all managers, supervisors or team leads at Berkeley, regardless of the job titles you oversee.

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.

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

Follow the procedures for Multi-Location Appointments for Staff.

HR will send a monthly list to them of all posted requisitions.

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.

Follow the SPC management process.

Contact your Talent Acquisition Advisor or Director of Talent Acquisition for information regarding use of Executive Search firms.

• 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.

To determine Affirmative Action recruitment goals, see the list of Control Unit Affirmative Action goals.

Affirmative Action goals also display within the TAM system.

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.

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.

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.

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.”

The University requires that applications are submitted through our online system.

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.

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 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 received 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 via this webpage.

• If you are still experiencing trouble, Contact HR via this webpage, and please make note of any error messages you get and/or grab screenshots for assistance with troubleshooting.

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.

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.

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.

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.

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.

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.

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.

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.

Hiring Managers and Search Committee members can not see your application history, drafts or applications to other job openings.

If the recruitment is still ongoing, you can withdraw your application by going to "MY APPLICATIONS".  Then click the withdraw button to the right of the job opening. Once a recruitment has closed, you can no longer withdraw an application, and the button will be disabled.

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.

• 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.

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.

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.

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.

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.

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.

Required qualifications are the basic knowledge, skills, education, and experience necessary for the position as defined in the specific job classification.

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. 

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.

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.

You must fill out a new application for each position you would like to be considered for.

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.

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.”

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.

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.

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.

We are only able to consider applicants who apply online. Therefore, you must apply at http://jobs.berkeley.edu.

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.

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.

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.

Applications can be submitted online any day of the week, at any time (24/7.)

To search for job openings at UC Berkeley, visit the Careers website at http://jobs.berkeley.edu.

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.

You must apply online at http://jobs.berkeley.edu. There 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.

The near-term goal is to ensure that campuswide staffing costs are reduced by $50M (approximately 500 positions).

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.

Recruitments for all limited appointment positions do require 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.

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.

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.

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.

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.

“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.

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.

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.

These positions fall under position control and must be reviewed following the unit’s approval process.

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.

Recruitment for these positions do require approval.

Recruitment for these positions do not require approval.

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.

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.

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.

HR Employment Services.

HR Employment Services will contact the agencies.

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.

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.

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.

Yes, please refer to the Procurement Services’ website to review contractor-hiring procedures. Procurement Services will have a complete list of eligible titles.