Frequently Asked Questions

Frequently Asked Questions

A retired UCSB faculty or staff member who is no longer a paid employee of UC is eligible for an ID card.

UC has contracted with The Work Number, an automated service providing fast, secure retirement and income verifications.  In most cases, the lender can get the information they need directly through The Work Number.

Lenders can call:  1 (800) 367-5690
Employer Name:  UC Retirement
Employer Number:  14736

When a UC retiree dies, you should notify the University of California as soon as possible by calling the UC Customer Service Center at 1-800-888-8267.

Survivor Handbook for Family Members and Beneficiaries of UC Retirees
After a UC retiree dies, survivors are faced with the difficult task of resolving the retiree’s estate. This includes reporting the death and claiming benefits.

This handbook describes the benefits that may be available to family members and/or beneficiaries following the death of a UC retiree. This handbook also outlines the steps surviving family members and beneficiaries should take to claim benefit

 

Complete the Tax Witholding E.ection for UCRP Income (UBEN 106) and submit it to UC RASC—Retirement Administration (see address on form).

No, your enrollment in the Catastrophic Leave Sharing Program must end before you receive any disability payments.

No, donations are required to be vacation leave.

A Lead Worker is an incumbent that functions in a “lead” capacity for a group of employees working on a project or a specific assignment basis. The Lead Worker does not have full formal supervisory authority for staff assigned to projects; however, in order to complete projects/assignment must be able to schedule and control the daily working arrangements for a specified group of employees.

A Supervisor is an incumbent that customarily and regularly directs the work of two or more career employees working in a department/unit and has the authority to hire or fire other employees or whose suggestions and recommendations as to the hiring or firing and as to the advancement and promotion or any other change of status of other employees will be given particular weight.

Try contacting one or more of the following contracted temp agencies:

 

AppleOne Employment Services (Administrative/Clerical; Accounting)
1636 State Street
Santa Barbara, CA 93101
www.appleone.com

 

Randstad, formerly Spherion Corporation (Administrative/Clerical; Accounting)
281 Magnolia Avenue, Suite 200
Goleta, California 93117

www.spherion.com
Manpower (Administrative/Clerical)
2236 S. Broadway, Suite D
Santa Maria, CA 93454
www.us.manpower.com
TeamPersona, Inc. (Accounting)
1407 Oakland Blvd., Suite 300
Walnut Creek, CA 94596
www.teampersona.com

Contact Karen Rasmussen at karen.rasmussen@hr.ucsb.edu or 805-893-2168 to request a new or replacement ID card. All eligible retired faculty/staff will then be sent their card via US Post.

The decision for Reviewers to receive or not receive emails for different “action status changes” is made at the time your user account is set up. To make changes, contact Human Resources at x4664.

Log in to OACIS, click on Job Description Library on the left navigation bar, then search by the employee’s name.  Note: When using the search options, you do not have to fill out all the fields.  For instance, if you want to find all descriptions of employees in your department with the first name of “Nancy”, you would only type in “Nancy” in the First Name field.

You only have access to job descriptions in the departments for which you have OACIS access.

The job description may never have been input into OACIS; or the job description may have accidently been used to create a requisition for someone else; or you may not have access to it if it's in a different department code.  If the Employee is in the same Department Code as you are, then you should be able to access the Job Description Library to view and print the job description.  Convinced you input a job description but still can’t find it?  Contact your Compensation Analyst directly for assistance.

There are three categories under which an employee may be considered exempt.  They are administrative, executive, and professional.  These categories generally define an exempt employee as one who customarily and regularly exercises discretion and independent judgement in the performance of his/her duties.  Exempt employees must pass a Salary Basis Test, i.e., they must be compensated at a minimum salary that is at least $455/week (or $27.63/hr for exempt computer employees).

  • The Administrative exemption is for non-manual or office work directly related to management policies or general business administration.  Positions customarily and regularly exercise independent judgment and discretion more than 50% of the time.  Work is performed under general supervision and may require special training, experience, or knowledge. 
  • The Executive exemption is for positions whose primary duty is management of a department or subdivision in addition to exercising independent judgment and discretion more than 50% of the time.  Under the executive exemption, positions must directly supervise 2 or more full-time employees and have the ability to make employment and disciplinary decisions.
  • The Professional exemption is for work that requires an advanced degree and that is original or creative in nature.  Independent judgment and discretion must be excercized in these positions more than 50% of the time.   In addition, certain computer professions may be considered exempt under the Professional exemption when they meet certain criteria and are paid on a salary basis or an hourly basis that is at least $27.63/hr.

Exempt employees are defined as employees who, based on duties performed and manner of compensation, shall be exempt from the Fair Labor Standards Act (FLSA) minimum wage and overtime provisions. Because of hourly pay practices, an employee appointed to a per diem position in an exempt title shall be treated as a non-exempt employee subject to FLSA minimum wage and overtime provisions.

Exempt employees shall be paid an established monthly or annual salary and are expected to fulfill the duties of their position regardless of hours worked. The workweek for full-time exempt employees is normally considered to be 40 hours, and for part-time employees the proportion of 40 hours equivalent to the appointment percentage; however, greater emphasis is placed on meeting the responsibilities assigned to the position than on working a specified number of hours. Exempt employees are not eligible to receive overtime compensation or compensatory time off.

Generally speaking, exempt employees are expected to be present at work during their scheduled work times in order to perform work that is essential to the unit’s operations. They are also expected to arrive at a certain time in order to assure that the workplace is properly staffed for business. Management should discuss with their exempt employees how their expectations of work relate to time spent at work. Management can ask exempt employees to inform them if they will not be at work during some hours of a typical work day. It is not only common courtesy, but it is necessary so that others who need to coordinate with that employee can be informed of the change in work schedule for the day. Exempt titles are identified in the University wide title and pay plan, located on TCS.

Non-exempt employees are defined as employees who, based on duties performed and manner of compensation, shall be subject to all FLSA provisions. Because of hourly pay practices, an employee appointed to a per diem position shall be treated as a non-exempt employee subject to FLSA minimum wage and overtime provisions.

Non-exempt employees shall be required to account for time worked on an hourly and fractional hourly basis and are to be compensated for qualified overtime hours at the premium (time-and-one-half) rate. Non-exempt titles are identified in University wide title and pay plans.

 

The FLSA status has been pre-determined for each title within a classification series. However, individual positions or performance may require further analysis by Compensation to ensure that the position is assigned to the appropriate classification. As always, positions must meet the classification specifications in order to be reclassified. Positions will not be reclassified for the purpose of avoiding overtime payments.

For Non-Exclusively Represented Staff (PPSM): At the time overtime work is assigned, managers/supervisors need to discuss the method of compensation prior to authorizing the overtime. Management may offer either payment or Compensatory Time Off (CTO). The employee selects the method - payment or CTO.

For Exclusively Represented Employees: Please consult respective contracts for current practice.

See "Hours of Work/Overtime Guidelines" for more information on Compensatory TIme Off and election forms.

Premium overtime is time and one-half for hours worked in excess of 40 hours in a workweek.

To determine the total value of your job, plus the value of your benefits, go to the Total Compensation Calculator on the UC systemwide website:

             Total Comp Calculator (http://ucnet.universityofcalifornia.edu/compensation-and-benefits/total-compensation-calculator.php)

Equity adjustments are salary changes outside of the normal salary programs (promotions, reclassifications, merits, etc.) to remedy salary issues such as external pressure in high demand areas, internal salary compression, and/or retention considerations. Equity adjustments are not granted to reward performance. For specific information on use of equities please consult the Compensation unit or our Equity Guidelines.

An administrative stipend is a form of compensation used to pay an employee who is temporarily assigned responsibilities of a higher level position. Please refer to "Temporary Job Changes" for more information on how to request approval for a temporary stipend.

UCSB does not have any kind of bonus or incentive award program at this time.

Generally 30-45 days, however, if a desk audit is needed or union notice required, the process may take longer.  Other delays may occur as well due to variables in the Compensation Unit such as workload, staffing and other special projects.

ASAP

The Academic and Staff Assistance Program (ASAP) is an employee assistance program (EAP) that assists employees with personal problems and/or work-related problems that may impact their job performance, health, mental and emotional well-being. ASAP, similar to EAPs in general, offer free and confidential assessments, short-term counseling, referrals, and follow-up services for employees and their eligible household members. EAP counselors also work in a consultative role with managers and supervisors to address employee and organizational challenges and needs. Many corporations, academic institution and/or government agencies are active in helping organizations prevent and cope with workplace violence, trauma, and other emergency response situations.

UCSB academic personnel, faculty, and staff members, and their eligible domestic partners and adult children, can use ASAP services. We see individuals, couples, work groups, or entire departments, depending upon your needs.

Yes, information about your participation is not released to anyone without your written consent, except when legally mandated. Exceptions to confidentiality are provided by law for serious matters like danger to self or others, or child/elder abuse, as outlined in our written consent to counseling form.

No, ASAP services are available at no cost to employees or family members and are not tied to your health insurance. If referrals are made to the community, there may be costs associated with your behavioral health insurance such as a copay that is paid directly to the community provider.

You can schedule an appointment by calling the ASAP office at 805-893-3318, Monday through Friday from 8:00 a.m. to 5:00 p.m. If you call after hours, please leave a message and we will return your call the next business day and arrange the first available appointment. You may also submit the Contact Us form on our website to set up your appointment.

ASAP is located in the Human Resources Office on the third floor of the Student Affairs and Administrative Services Building (SAASB). This is the same building which houses the campus Visitors’ Center. Take the stairs or elevator to the third floor.

Our professional counselor can provide counseling on personal or work related problems such as drugs and alcohol, anxiety, depression, grief and loss, couples or relationship issues, family problems, stress, and work difficulties.

ASAP provides confidential consultation for faculty and staff management, and campus administration related to behavioral health problems that impact workplace functioning. This includes but is not limited to: mental illness, chemical dependency, interpersonal problems, employee deaths, threats of violence, work stress and change management. ASAP can also assist with psychological wellness education for work groups, teams, and departments that are tailored to the contemporary needs of the area.

One of the key components of a supervisor’s role is managing an employee’s job performance. However, it can feel overwhelming and isolating to struggle with managing workplace concerns. Supervisors or managers are encouraged to contact ASAP when concerned about an employee or work group, or looking for a neutral place to discuss a workplace situation. Our team is equipped to assist academic personnel, faculty, and staff members with common workplace issues or during a serious critical incident. As an internal employee assistance program, we are knowledgeable and familiar with UCSB culture and organizational departments.

Here are some additional ways ASAP can help managers and supervisors:

  • Consultation on workplace issues, such as employee behaviors impacting work performance or employees with personal concerns that may be exhibiting poor work performance.
  • Discussion on how to communicate effectively with an employee, or on how to approach a difficult/complex situation.
  • Assistance in developing a course of action plan with a troubled employee.
  • Critical incident response following crisis events such as death of a colleague or student.
  • Consultation around current or anticipated restructuring within your department.
  • Workplace threat of violence assessment and management - in coordination with UCPD and Threat Management Team.
  • On-site small work group facilitation. These may be on specific topics designed to increase employee self-awareness or may be in response to a traumatic event such as a death in the workplace.
  • Workshops and trainings customized to department needs. Topics include but are not limited to: Orientation to Employee Assistance, How to Recognize & Refer Individuals of Concern, and Mindful Communication at Work and Home.
  • Educational materials, including Employee Assistance brochures and handouts.
  • Policy, program and behavioral health benefits consultation.

We suggest that you first talk with the individual directly, express your concerns, and encourage them to call or email ASAP to make an appointment. If appropriate, you may make the call for the individual and then let the individual schedule a session. If desired, you may walk the individual to the ASAP office to provide emotional support. You can also call and consult with an ASAP counselor regarding how to refer an individual who may be reluctant to seek help.

Undergraduate and graduate students typically receive services from Counseling and Psychological Services (CAPS) located in the Counseling & Career Services Building (599). CAPS can be reached at 805-893-4411. http://caps.sa.ucsb.edu/

Appointments are usually 45-50 minutes. ASAP provides a short-term counseling model, which is typically 3-5 sessions. Often people can benefit from a single session. If it is determined that the employee and/or family member might need longer term service, the ASAP professional will assist in referrals to private practitioners in the community who are covered by UCSB behavioral health insurance plans.

Our goal is to help you learn how to help yourself. Short-term counseling tends to be very problem and solution focused. We are familiar with the University environment and culture, and what it’s like to be a member of the UCSB campus community. This gives us the inside track in supporting you as an individual and as an employee. You might be surprised at how much can be accomplished in a few meetings with an ASAP counselor. ASAP can work together with outside therapists, too, for your benefit.

You will meet with a counselor and after discussing your concerns, the counselor will assist you in developing a plan. The plan might include more sessions at ASAP and/or referrals to various campus resources and/or to a private provider in the community through your insurance.

ASAP counselors can provide consultation and counseling, but do not prescribe medication. Evaluation for and treatment with medication can be provided by physicians and nurse practitioners. Psychiatrists are medical doctors who specialize in evaluation and treatment of mental health conditions. ASAP counselors can discuss these possibilities with you and assist you with finding a provider in the community who can work with you regarding medication options.

  1. If you are in crisis or feeling suicidal, help is available. Don’t hesitate to call the free 24/7 National Suicide Prevention Lifeline at 1-800-273-8255.
  2. Santa Barbara Area – Free 24-hour local services are also available in the Santa Barbara area. Contact CARES/ ACCESS at 1-888-868-1649 or the SAFTY Mobile Crisis Team/ Hotline at 1-888-334-2777.
  3. For life threatening emergencies during the day or after hours, academic personnel, faculty, and staff members should call 911 and/or have a family member or friend take the individual to a local emergency room.
  4. An ASAP counselor can be called to assist in a crisis situation during business hours and we will make every effort to respond. However, we may not be immediately available so it is important to follow the recommendations above.

Any request for time off from work will require your supervisor’s agreement.  If you do not wish to let your supervisor know that you are coming to ASAP, you can state that you have a doctor’s appointment and would like to use accrued sick leave. ASAP counselors can also make arrangements for appointments on your lunch hour. Supervisors may require confirmation of an appointment, which can be provided upon your request. Due to confidentiality, ASAP will not confirm nor deny whether an employee was seen at ASAP without the employee’s explicit consent.

All services provided by ASAP assume that the individual is seeking assistance on a voluntary basis.

Please contact us at 805-893-3318! We are happy to provide you with more information to assist you in determining how ASAP can be of service to you and your UCSB colleagues.

Yes, drug and alcohol counseling is a large part of ASAP services. We offer assessment, treatment, referrals, and assistance in rehabilitation placement, as well as work re-entry support if necessary.

Yes, ASAP counselors will arrange to meet you outside of the Human Resources Office, as long as there is privacy for a confidential conversation. We typically do not do home visits.

Benefits

Go to Find a Doctor on UCnet. You will find lists of participating physicians on each insurance plan website. 

HMO medical plans require you to select a Primary Care Physician (PCP) to manage your care. 

  • Each family member may choose a different PCP from the doctors who are contracted with your medical plan.  
  • When you pick your PCP you are also choosing a medical group (e.g. Sansum, Santa Barbara Select IPA, Buenaventura).  HMO physicians are affiliated with a medical group of specialists and hospitals that you may use for non-emergency care. 
  • The PCP you select will oversee your care and authorize visits to specialists in the medical group.

HMO medical plans require you to select a Primary Care Physician (PCP) to manage your care.  You may request a different Primary Care Physician (PCP) at any time.  You do not have to wait until Open Enrollment to change your PCP.  Be sure to confirm the “effective date” of the new PCP when you make the change.

  1. Call your medical plan’s customer service number to request the change. You can find the number on your medical ID card.
  2. Ask the insurance representative when the PCP change will be effective. If you call the medical plan before the 15th of a month, the change will be effective the first of the next month. If the change is made after the 15th, it will be effective the first of the next month
  3. Use your medical plan’s website to search for a PCP.  Your PCP must be located within a 30-mile radius of your primary residence or workplace and in your medical plan’s service area.
  4. Each family member may choose a different PCP from the doctors who are contracted with your medical plan.

When you pick your PCP you are also choosing a medical group (e.g. Sansum, Santa Barbara Select IPA, Buenaventura).  HMO physicians are affiliated with a medical group of specialists and hospitals that you may use for non-emergency care.  The PCP you select will oversee your care and authorize visits to specialists in the medical group. 

Call the Member Services number on your medical ID card.  They can authorize a “vacation override” so you can get a 30 day supply of medication to take with you. 

If you need more than a one month supply, please contact the Health Care Facilitator.

Your medical plan's mail order pharmacy is the most cost effective way to purchase medication that you take over a long period of time. When you order your maintanance medication by mail, you get a 90 day supply for the cost of 60 days at a retail pharmacy.

  • Go to your medical plan's website to find a Prescription Mail Order Form or call the Member Services number on your medical plan ID card.
  • You will need a new prescription to send with the mail order form.  Ask your physician for a 90-day mail order prescription with refills, if medically appropriate.

 

California law allows for a second opinion consultation when you have questions about a diagnosis, want more information about a treatment plan or if you are not satisfied with the results of treatment you have received. 

If you’ve seen a specialist in your medical group (e.g. Sansum Clinic, Santa Barbara Select IPA, Seaview IPA), you may request a second opinion consultation with a physician outside of your medical group from your insurance plan (e.g. Health Net, Kaiser, Anthem Blue Cross).  See the requirements by plan listed below.

The consulting physician must be a provider for your insurance plan.  The approval will go faster if you know which specialist you wish to consult for the second opinion.

Second opinion referrals are for consultation ONLY.  The consulting physician will not be able to order tests or provide any treatment unless that level of care is pre-approved in the referral authorization. You should provide the second opinion specialist with all relevant medical records and test results for review - take them with you or send them to the specialist prior to your appointment. (Make sure you request your records well in advance of the appointment.)

You pay your normal office visit copay.

Call your insurance plan to request a second opinion consultation. 

  • The member services representative will ask you a few questions to clarify your situation:
    • what is your diagnosis
    • the name of the specialist you consulted in your medical group
    • the name of the physician you wish to see for the second opinion consultation
  • The insurance will confirm the consulting physician is in the HMO network.
  • Once the consultation is approved, the insurance will send both you and the consulting physician a written authorization explaining the limits of the consultation.

1-800-539-4072          Health Net Member Services

1-800-464-4000          Kaiser Member Services

_____________________

Requirements by Plan:

Health Net HMO

The second opinion physician MUST be in the SAME specialty as that of the specialist seen within the medical group.  You may select from Health Net and Health Net Blue & Gold physicians.

Family members become ineligible for UC-sponsored benefits through divorce, the end of a domestic partnership, death, or when children become too old (generally age 26).  Whenever a family member loses eligibility to participate in UC-sponsored plans, it is your responsibility to de-enroll that family member. To make changes login to the UCPath portal: ucpath.universityofcalifornia.edu

 

You have 31 days from the "qualifying event" to add a family member to your benefits. Qualifying events include birth, adoption, marriage, or establishing a domestic partnership. To add a family member login to the UCPath portal: ucpath.universityofcalifornia.edu

Medical - You will find the monthly medical plan costs on UCnet.

Dental - UC pays the entire cost of monthly dental premiums for you and your family members.

Vision - UC pays the entire cost of monthly vision premiums for you and your family members.

Current Enrollments - Login to the UCPath portal to find your current enrollments and monthly deductions.

 

If you have lost your insurance ID card you can request a replacement card by:
1) calling the plan's member services number or 
2) sign-in to the insurance plan's member website.  You can also print a temporary medical ID card from the insurance plan's member website.
 

Not all insurance plans issue ID cards:

  • Medical, DeltaCare dental and ARAG legal plan mail ID cards to members.
  • Delta Dental PPO ID cards are available on the Delta member website.
  • VSP does not issue ID cards. Participating VSP providers will confirm your eligibility directly with VSP.

You can find insurance contacts on the UCnet website.  

You may initiate, change or end a Health Savings Account (HSA) pre-tax payroll deduction. To make changes login in to the UCPath portal.

Health and welfare benefits begin on your date of hire, but it can take up to 30 -60 days before the medical, dental, vision and/or legal plans will have your new eligibility added to the insurance membership systems.

If you have an urgent health situation or need to fill a prescription, you can speed up your enrollment by calling the insurance member services. 

Please complete the following steps to speed-up your enrollment in the insurance membership system:

  1. Login to the UCPath portal to enroll/update/view benefits enrollments
  2. Call the health plan's member services and identify yourself as a new member who is calling to verify eligibility.
  • Ask if you are “active” in the insurance membership system.
  • If you are not, complete the following steps:
  1. Ask to speak with the membership unit or a member services representative who is authorized to use the University of California Carrier Eligibility Website.   
  2. Ask the representative to manually enter your enrollment into the insurance membership system.
  3. Ask the representative for your Member ID and Group Number.
  4. If you need a prescription, ask the representative to inform the pharmacy unit of your new eligibility.
  5. Ask how long it will be before your pharmacist/doctor’s office can access your new member information (it should be no more than one or two days).
  6. When that time frame has elapsed, you can pick up prescriptions or visit your doctor.
  1. Print a Temporary ID Card

You can print a temporary ID card on the following insurance websites after your membership has been activated.  Register as a new member using your Member ID and Group Number.

  • Health Net:  Select “Print a Temporary ID”
  • Delta PPO:  Select “Eligibility and Benefits”

Medical - You and each family member you enroll will receive a medical plan ID card.  The cards are mailed to your address in the UCPath portal after your enrollment is processed by the medical plan.  It can take 30 - 60 days for the medical plan to process new enrollments. 

Delta Dental PPO - Delta does not issue ID cards.   You can print an ID card from your Delta Dental member website.

DeltaCare USA - You and each family member you enroll will receive a DeltaCare ID card.  The cards are mailed to your address in the UCPath portal after your enrollment is processed by the medical plan.  It can take 30 - 60 days for the medical plan to process new enrollments.

Vision Services Plan (VSP) - VSP does not issue ID cards.  Participating VSP providers will confirm your eligibility with VSP.

Print an ID card

You can print an ID cards for medical and dental insurance after your membership has been activated by the insurance plan. Go to the  insurance website.   Register as a new member on the site using your Member ID and Group Number. 

 

Compensation

If you think that an update action on a job description might result in a change of title (be it lateral, upward or downward) please speak with your Compensation Analyst before starting any action. With any action it is important to consult your Analyst before submission, however, this situation is uniquely important due to the way the system is designed. Compensation does not have the ability to change the payroll title within an update action. The analyst's only option with an update is to continue the Job Description at the same title. If you do submit the Job Description as an update and the analyst determines that there should be a change in title the analyst will have to return the action to you for cancellation and you will then need to enter a brand new reclassification action instead. So the bottom line is, if there are any questions in your mind whether or not an action will result in a change of title, please speak with the analyst before you start an action.

If you feel that your position has evolved to a higher level due to a significant change in duties, additional duties being added, or if the way you are now expected to perform the majority of your duties has evolved to a new level, then your position may be eligible for reclassification.

If you have made a reasonable effort to work with your supervisor on the review of your position and you strongly disagree with their assessment of your job, you may contact a Compensation Analyst in HR for advice on how to submit your own reclassification.

No. The “50% rule” implies that at least 50% of your duties should be classifiable at a higher level in order to be eligible for an upgrade (a.k.a. upward reclassification).  Your position may already have a blend of levels in it and only need to change by 30% to cause a shift in the balance of the classification level.

After the Compensation Analyst has reviewed the job description, they will approve it and submit it to the Job Description Library.  When this happens, the Supervisor will receive an auto-generated email.

A desk audit is an “interview” by a Compensation Analyst with the incumbent of the position in order to gather more information to aid in the evaluation of the position. Desk audits are not done by request. They are only conducted when a compensation analyst feels it is necessary to gain further information or clarification about the duties and responsibilities of a position that has been formally submitted for reclassification.

Yes.  Your supervisor has a right to assign new duties to you and you are expected to begin performing them upon receipt of the assignment.  If the new duties make up 20% or more of your position, your supervisor should add them to your job description and submit the job description to Compensation for review.

A confidential employee is an employee who is required to develop or present management positions on collective bargaining, or whose duties normally require access to confidential information that contributes significantly to the development of management positions on collective bargaining.

A salary structure with standard progression rates established within a pay range for a job. Employees may progress from step to step on the basis of performance or other negotiated reasons.

A salary structure with a minimum and maximum value to the pay range for a job. An individual progresses through the range based on performance or equity.

A range adjustment is an across-the-board salary increase affecting individual employees' pay and their relative step-based pay structure.

Red-Circling is when an employee's pay rate is approved to be above the established salary maximum for that position. Hence, the employee is usually not eligible for further base pay increases until the range maximum surpasses the employee's pay rate.

Yes, but the part-time employee must also be compensated on a salaried basis. For example, if an exempt employee has a 50% appointment, they would be paid at 50% of the established monthly rate. The workload should be adjusted as appropriate.

Yes. Regardless of whether or not the overtime was authorized in advance, the department is obligated to pay unauthorized overtime. Corrective action may be appropriate against the employee for not following department procedure. Ultimately it is the Supervisor's responsibility to know and be aware when an employee works overtime and to address unauthorized overtime in a timely way.

Yes, detailed records to the quarter hour can be kept for employees who charge a percentage of their salary to various grants or who are working on a number of accounts and the work charged to each account varies, or for other purposes, such as management reports, as long as the recording of time does not relate to pay.

Supervisors are now responsible for printing out an employee job description and obtaining wet signatures after the employee has been hired, the job description has been updated, or a reclassification has been approved. It is also their responsibility to give a copy of the signed job description to the employee for their records and retain the original signed copy in the department's personnel files. They do not need to send the signed job description to Human Resources.

Dual employment is the term used to describe additional time worked by a staff employee in a second appointment when he/she also holds a 100% appointment. Dual employment occurs when the employee performs the additional work repeatedly, rather than on a one-time or sporadic basis.

A Lateral Transfer is when one employee moves into another position of the same classification and level, usually a different budget provision.  A Lateral Reclass is when an employee moves into a different position with a different classification but same level (same salary max), and they usually take their budget provision with them.

Processing a Lateral Transfer-

  1. The supervisor/manager submits an Update for the Job Description the employee is moving into.  They will need to fill out the Briefly explain the basis for updating this Job Description: field on the Action Justification tab, explaining the purpose for a Lateral Transfer.
  2. They will also need to send an email to the Employment Manager explaining what they are doing.
  3. Compensation will approve/deny the Update.

Processing a Lateral Reclass-

1. The supervisor/manager submits a Reclass for the job description.

2. The Compensation Analyst follows the procedures for denying or approving a Reclass (no employment involvement is needed).

You need to “switch hats” for a session and become a Submitter.  Log in to OACIS, then click on Change User Type on the left side of the page.  (If you don’t see this as an option on the left menu, contact HR.)  Click the user type you want to be for that session, Submitter, and click Change Group.  Make sure the top of the page now says "Your Current Group: Submitter" and that your left menu options have now changed.  The next time you log in, it will revert to the last group name you chose, so you’ll have to repeat the steps above to become a Reviewer again.

You have to create a new Job Description for every individual employee, even if their job description happens to be exactly the same as another employee’s.  However, the system makes it easy for you to copy the duties from one job description and paste them directly into another employee’s job description.  In the “Search Duties to Copy” tab, you simply search for the employee’s job description you want to copy and click the “Select and Continue” button.  One caveat:  The employee whose job description you want to copy must already have an approved job description in the Job Description Library for this to work correctly.  HR advises that Supervisors with multiple, identical job descriptions enter the first one into OACIS then contact their Compensation Analyst to request an expedited review.  After the Compensation Analyst reviews the first job description and sends it to the Job Description Library, the Supervisor can then copy this employee’s duties in to the remaining job descriptions

The Supervisor. If a Supervisor has employees reporting to him/her, the Supervisor should be set up in the system as a "Submitter". Contact Human Resources at x4664 to set up an account.

  1. The home department Begins a New Action (update, reclass, etc.) for the employee who’s job description needs a new department code.
  2. The home department saves the job description.
  3. The home department calls Human Resources (x4664) to change the department name.
  4. The OACIS administrator changes the department code.
  5. The OACIS administrator calls the new department to let them know they now have access to that job description and can finish performing the action on it. 

Note:  Both departments need to agree to change the department code because once the department code has been changed the home department will no longer have access to that job description. The job description will still have the history associated with it.  However, as mentioned previously, the home department will not be able to perform actions on it nor have access to it.

 

Your position has been classified based on the majority of work being done in the position and an analysis of compensable factors.  Most jobs include a variety of duties, spanning a variety of levels and job series.  The Compensation Analyst is responsible for evaluating the duties based on compensable factors and determining if more than 50% are classifiable at a higher level. The most common compensable factors are complexity, freedom to act, consequence of error, scope (variety of duties), supervision, accountability for resources, and level of communications.

Here is an example of a clerical position and how a Compensation analyst might break it down:

25% Budget Assistance (__Assistant III)

30% PPS/Payroll (__Assistant III)

20% Conference Coordination ( __Assistant II)

10% Department Reception ( __Assistant I)           

10% Travel (__Assistant II)

10% General Clerical Assistance to Manager (__Assistant II)

5% Other 

-------------------------------------------------

Overall Classification level  = __Assistant III (55% of duties -> majority)

If you have evaluated all the functions and duties of your position, and you believe that the majority of work factors out to a higher level, then contact your Supervisor to let them know that you believe you may be working “out of class” and would like to have your job description submitted for reclassification. If your supervisor agrees with your assessment, then they would need to follow the on-line classification procedures for submitting a reclassification.  If your supervisor doesn’t agree with your assessment, they should give you an explanation.

 

These situations require consultation and review by Human Resources, sometimes in collaboration with Academic Personnel. Please contact Compensation for assistance.

Submitters should log into OACIS and click on Pending Actions. Find the Employee’s record and see what it says in the ‘Status’ column. This will indicate what stage the review is in. Supervisors may consult directly with the Compensation Unit regarding the status of the reclass review. Employees should consult with their immediate supervisor regarding the status of their reclassification.

Types of Supervision

Level of supervision is determined by the way in which work is assigned, when it is reviewed, how it is reviewed, and what guidelines, prototypes and protocols are available.

Definitions of Types of Supervision Received:

  • Close Supervision — indicates that the incumbent is assigned duties according to specific procedures. Work is checked frequently, and in addition there may be formal training.
  • Supervision — indicates that the incumbent performs a variety of routine duties within established policies and procedures or by referral to the supervisor’s guidelines.
  • General Supervision — indicates that the incumbent develops procedures for performance of variety of duties; or performs complex duties within established policy guidelines.
  • Direction — indicates that the incumbent establishes procedures for attaining specific goals and objectives in a broad area of work. Only the final results of work done are typically reviewed. Incumbent typically develops procedures within the limits of established policy guidelines.
  • General Direction — indicates that the incumbent receives guidance in terms of broad goals and overall objectives and is responsible for establishing the methods to attain them. Generally the incumbent is in charge of an area of work, and typically formulates policy for this area but does not necessarily have final authority for approving policy.

Career Tracks is a new job classification structure that aligns jobs at the University into job families that more accurately reflect job duties, and supports the development of possible career paths designed to enhance career mobility. Levels for individual contributor, supervisory and management roles within each distinct functional area are defined consistently across occupations and with the labor market for comparable jobs.

All non-represented staff at UCSB will be mapped to the Career Tracks structure, not including those who are represented by unions, the Senior Management Group (SMG) and Academic positions.

Each employee’s payroll title will change to a new title code under the Career Tracks standards. Current responsibilities, working or business title and compensation will not change.

Career Tracks will make the classification of jobs more transparent and consistent, will make it easier to identify promotional opportunities by making clear specific types of positions across campus, will provide clear career planning tracks, and can be used as a resource for creating new and updating job descriptions.

Our current classification system was built on UC systemwide classifications that have become outdated (40+ years old). Career Tracks will more accurately reflect current job duties, organized within job families and functions. This new structure will set the foundation for a more transparent classification and career planning process going forward and allow us to better align our jobs to the external labor market. The implementation of Career Tracks payroll titles will also provide the organization with a fresh review of the current role and responsibilities for each employee.

Each position will be assigned a new payroll title that is part of a designated job family and function. Each payroll title will be assigned a personnel program (MSP or PSS), an exemption status and new salary grade and range. The personnel program and exemption status will be applied consistently throughout UC as locations transition into Career Tracks payroll titles.

The terms in the proposed job structure distinguish the work that people perform. By looking at the differences in scope and responsibility between jobs, we can describe each job more accurately in relation to other jobs.

The family is a group of jobs that involve work in the same general occupation. These jobs have related knowledge requirements, skill sets, and abilities. Finance is an example of a family. It is a general way to organize job functions into bigger groups to ease searching through the numerous job functions available.

The function is a more specialized area within a family. In a function, the same or relatively similar work is performed, a similar skill set is required, and it is possible to move within the function with minimal training. For example, Purchasing is a function within the Finance family.

The category defines the type of work performed, as opposed to the occupation or subject matter. The three categories are: 1) Operational & Technical, 2) Professional, 3) Supervisory and Managerial. A job function can include more than one type of work, so within Purchasing, you could have jobs in professional, supervisory and managerial categories.

The career level reflects the amount of responsibility, impact, and scope of a job. We have determined the appropriate number of levels within each category per job function by looking at market survey data and working with subject matter experts for that family and function. For example, a Buyer in the Professional job category could be a level 1, 2, 3, 4, or 5 professional. In the Supervisory and Managerial category, there are a possible total of 6 levels. Establishing the appropriate number of levels based on category facilitates comparison of UC jobs with comparable jobs in market salary surveys. At the same time, not all functions will require the full number of levels. The number of levels in the Career Tracks job structure for each function is reflective of how the work is currently organized at UC.

A job standard is designed to be a general description of the work that is typically found in the career level of a specific category. Job standards rarely reflect the unique work each individual may be asked to perform as part of his or her regular responsibilities. The work performed by an individual reflects the organization’s goals and structure. The goal is to capture at least 50% - 60% of the predominant job duties for a given job. Supervisors and managers can use the job standards as a starting point in developing customized job descriptions that reflect the individual’s unique responsibilities, yet still align to the job standards for all UC staff in that job.

Yes. All locations (Office of the President, campuses and medical centers) will implement the Career Tracks structure for their locations. This will provide greater career mobility and transparency within and across all UC locations.

No. Career Tracks only changes payroll titles. Employees may still use the current working titles of coordinator, assistant director, director, etc., as appropriate.

No. Actual job duties and expectations will not change. Employees will be assigned a payroll title in the new Career Tracks structure that best fits the current job/role performed.

No. There will be no immediate impact to pay (either upward or downward), although the new classification system will provide a better foundation for determining appropriate market-based salaries in the future. Ongoing reviews will occur for any employees whose compensation is outside the salary range.

Managers will receive final mapping notifications, and will distribute individual notices to employees informing them of their new title codes, job standards and pay grades, prior to implementation in the payroll system. Employees should discuss any mapping concerns with their Supervisor or Manager. When the Manager deems appropriate, a reconsideration review can be submitted which will require the department head’s approval and endorsement for the VC prior to HR review.  In some cases, we may also consult with the systemwide steering committee.

New job descriptions are not required to transition to the Career Tracks job structure, although managers and employees can begin to use the new job standards database to create customized new job descriptions as needed.

The process of moving a job from the current classification/payroll title into a new payroll title that is part of a designated job family and function is referred to as “mapping.”

Preliminary mapping was based on current job descriptions in OACIS. During the mapping review process, departments will have the opportunity to submit a “Request for Change” form, and include an updated job description when the changes to the job are substantial and significant, but would not qualify for reclassification under the current system. These job descriptions will be considered under the Career Tracks implementation process.

Jobs that have experienced significant changes to warrant a reclassification review should be submitted under the ongoing reclassification process already in place. These will continue to be reviewed according to existing practices, and will be managed outside of the Career Tracks implementation.

Job descriptions that have changed, but the changes are not anticipated to affect the current or new classification level, should be submitted under the ongoing job description update process already in place. These will continue to be reviewed according to existing practices, and will be managed outside of the Career Tracks implementation.

The major duties of a given job, (i.e. the reason the position exists), determine how to map it to a new job function. Positions that are multifunctional should be mapped to the job function that constitutes more than 50 percent of the job. If no one component of the job is 50 percent or more, the job function that has the greatest percentage of duties, or the function that would be emphasized during recruiting should be used. In some cases a multifunctional job, such as administrative operations within the General Administration family, can be selected for mapping.

Job standards for each new Career Tracks payroll title are available on Sharepoint and are accessible to all UCSB employees with a NetID (select “Forms Authentication” from the drop down menu).

Human Resources Compensation Analysts have completed preliminary job mapping recommendations based on a review of each employee’s existing job description. This preliminary work was done to assist unit leaders and managers with the task of reviewing and refining the recommended new payroll title for each employee. Managers and supervisors will work with Unit Mapping Coordinators to review current job responsibilities and expectations for each employee in preparation for confirming his or her new payroll title in the Career Tracks structure. Managers may also collaborate with peer managers within the unit to ensure that all managers apply a consistent approach to reviewing and finalizing these recommendations.

More information on the professional, supervisory and managerial job levels can be found on the Career Tracks portion of the Compensation website; please refer to the Career Tracks Structure accordion under General Information. (link provided)

The Compensation Unit found when comparing job descriptions for employees in the same payroll titles that in some cases the responsibilities, scope, required knowledge and skills, staff size, or other key variables were different. In some cases job duties changed over time for a given employee but the job description on record was never updated to reflect assumption of additional responsibilities.

The implementation of Career Tracks payroll titles provides the organization with a fresh review of the current role and responsibilities for each employee. New titles were assigned in consultation with managers to ensure that the most current information for each job was taken into account for assigning a payroll title in the new structure.

The new Career Tracks job architecture has been built to align with the labor market for comparable jobs at other organizations. In a few cases we found that we had more levels of a given function here at UCSB than existed elsewhere. It is possible that employees previously in different job levels were mapped to a new, consolidated payroll title that now has external comparators in the labor market. Given that each payroll title has been assigned a broad salary range, previous differences in experience, performance or responsibilities should still fit within the new salary grade and range for affected employees.

Some of the new job series have fewer levels than the current job series. Therefore, having a different number in the title does not indicate that the new classification is "lower." For example, a current Analyst 3 might be comparable to a Research Administrator 2. Remember, when the new classifications are implemented, an employee's salary will not be affected.

Employees have been mapped to payroll titles by their managers to reflect the demands of the unit and the work required to support the organization for that function. Even though an employee may possess skills, experience or educational degrees beyond those required for their new payroll title, he/she has been mapped to the new structure based on the responsibilities, scope, knowledge and skills, etc. required by the position. For example, an employee may have a law degree, but the salary range and payroll title of their new Career Tracks position are reflective of their current responsibilities, not their law degree.

Upon implementation of Career Tracks, the previous Series Concepts and title codes will be retired and no longer available for use. Certain title codes from the Series Concepts will stay available in limited capacity, and for a limited timeframe; OP is still developing standards and there will be circumstances where we will use the existing title codes until the Career Tracks structure has been fully developed.

The generic scope for a P3 describes a position requiring full understanding of the professional field, the ability to apply theory and put it into practice resolving problems of diverse scope and complexity, and broad job knowledge. A P2 position typically applies acquired professional knowledge and skills to complete tasks of moderate scope and complexity; exercises judgment within defined guidelines or practices to determine appropriate action. If the job description used to assign the new payroll title did not reflect the scope and requirements of the P3 then the incumbent is appropriately mapped to the P2.

The generic scope for a P4 describes a position that regularly serves as a technical leader to their department or broader community, performs duties requiring specialized expertise, and frequently analyzes or resolves issues that are unique and without precedent. If the job description provided no or very limited content that aligned with professional level 4 key responsibilities or scope, we couldn't assume the employee was performing a P4 position. Length of service, while providing employees and the organization with a wealth of institutional knowledge, does not by itself determine the level of responsibility required for the position. Length of service, as well as experience on committees or special projects outside of the scope of the primary job responsibilities, are helpful for preparing the individual for future career opportunities but do not define the scope or level of the current position.

The generic scope for a P5 describes a position that is a recognized expert with significant impact and influence on system-wide policy and program development. Professional positions at this level regularly lead projects of critical importance to the overall organization. Few positions were mapped to a P5. In contrast, P4 positions regularly serves as a technical leader, perform duties requiring specialized expertise, and frequently analyze or resolve issues that are unique and without precedent. If an employee’s job duties as currently described provide no or very limited content that aligns with the P5, the employee was mapped to a P4 position.

Additional review and calibration was conducted across all units for P5 positions to ensure fairness and consistency in applying the definition of this level.

If you meet the supervisory definition under the California Higher Education Employer-Employee Rights Act (HEERA), you will still be a supervisor. You will have a supervisory designation in the payroll system and may use a supervisor working title. You just will not have “Supervisor” in your payroll title.

Employee pay will not change, but a new salary structure provides better pay guidance for your manager to make future pay decisions. Career Tracks is not a salary program.

Salary grade ranges will be a proxy for competitive pay levels in the marketplace for your job. Understand that the market is different for different types of positions.

Current salary programs are driven by policy (PPSM 30, Compensation). The Compensation Unit is responsible for reviewing and recommending changes to the policies and procedures that affect staff salaries. All updated policies will be posted on the HR website prior to implementation. While Career Tracks implementation will not have any direct impact on these programs, it will provide the campus with better resources for making data driven decisions regarding salary actions.

University pay programs must be more sensitive to the market because we compete against other employers (both private and public) for the best talent. Once jobs are more clearly defined as compared to the market, the job and compensation structures will be easier to understand and administer.

We are using a number of reputable third-party market salary surveys to link our jobs to the market, including two well-known surveys that specialize in educational institutions. Because we also compete with public and private organizations for employees, our survey data will also include market salary information gathered from local companies.

Employee pay will not change as a result of being mapped to a new payroll title, and this applies even if you are paid above the new salary range maximum. Your salary will be frozen until such a time as it falls within the range, or you transfer out of your current position.

Once we have changed salary ranges for each job to reflect competitive pay practices at other employers in our labor market, your salary range might be higher than under the old structure, which was not market based. This should not be interpreted as a devaluation of your position. It may result in more salary growth potential than you had previously.

In a perfect world, employees with extensive experience and a proven track record of outstanding performance are typically paid in the upper half of their salary range; employees with less experience, who have been recently promoted, or who do not consistently demonstrate outstanding performance are paid in the lower portion of their range. It is difficult to apply these principles to UC at this time because we are just now transitioning from a salary range structure that was not always based on the current market. We expect the new salary structure to provide better guidance for administering salaries over time.

As in our current state, competitive pay information that we gather from third-party professional salary surveys is generally collected and reviewed every one to two years. We will review our salary ranges each year and make updates, as appropriate, to ensure our salary ranges are aligned with labor market pay levels.

We consider all types of employers – private, public and higher education – to be part of our labor market depending on the particular job. Generally, our market is defined by the organizations with whom we compete for employee talent.

Pay data is collected in different ways. A primary source is salary surveys. UC, as well as many other public and private organizations participate in third-party salary surveys. Each participating organization reports pay data for its employees anonymously for the jobs described in the survey and the results are then consolidated and reported in a manner that keeps each organization’s data confidential.

Each salary range in the new structure is intended to reflect prevailing pay rates for all of the payroll titles that have been assigned that range. Some ranges have 50 -75 payroll titles. Each range has therefore been designed to be broad enough to allow managers across the UC system to administer pay for their jobs. Where an individual is paid within a range is further reflective of experience, contribution, peer pay levels within the unit or related units, and the department’s budget or ability to pay. Employees who are paid at the upper portion of their salary range are the exception rather than the rule, as is the case at many employers.

Career employees may be eligible for a pay increase when:

1. their position gets reclassified upwards;

2. a significant inequity in salary exists (see Equity Guidelines) and the department chooses to rectify it (not required);

3. they are promoted (via recruitment) to another position on campus;

4. there is a campus merit program; or

5. there is a union negotiated increase.

 

Some of the staff positions at the University of California, based on job title classification, are organized into collective bargaining units that are exclusively represented by a union or employee organization. California's Higher Education Employer-Employee Relations Act (HEERA) gives UC employees the right to decide whether or not they want to unionize and have collective bargaining as the sole means of determining their wages, hours and other terms and conditions of employment.  There are thirteen collective bargaining units (CBU) on the UC Santa Barbara campus.  More information about HEERA and the collective bargaining process is available on the Office of the President’s collective bargaining web pages and at the Public Employment Relations Board (PERB) web site.  PERB is the state agency responsible for oversight of HEERA and the collective bargaining process between the University and employee organizations/unions representing our employees.

When you were hired, your hiring supervisor or the employment recruiter should have informed you if your position is part of a collective bargaining unit and represented by a union.  If you are uncertain, please ask your supervisor, department personnel coordinator or business officer.  You can also search the Salary Scales by job title classification to determine representation.  The Salary Scales indicate whether a job title classification falls into a specific unit by code. (The campus often uses these codes as an informal reference for the bargaining units, e.g, CX, SX, TX)

If a position is not represented by a union, the job title/position is non-exclusively represented (often referred to by the code "99") and is covered by  Personnel Policies for Staff Members.

A promotion is the assignment of an employee from one position to another position, by way of an open recruitment, which is in a class having a higher salary range maximum. A reclassification is the change of title of an employee's current position to a title of a different class having a higher salary range maximum.

If the Limited appointment position was recruited for via OACIS....

  1. Start a New Career Job Description action in OACIS.
  2. Enter all of the job details on the new action, including the incumbent's name and ID number.
  3. On the Action Justification tab, reference the original limited job description, and make note of the original recruitment.
  4. Fill out any internal approvals on the Approval Steps tab.
  5. Submit to Compensation for review and approval.
  6. Once approvals are finalized, archive the Limited Job Description.

If the Limited Appointment position was NOT recruited for via OACIS.....

All Career Appointments must meet a recruitment requirement.

  1. Complete steps 1-5 above.
  2. Do not include the limited incumbent's name and ID number on the job description.
  3. Once Compensation has approved your Job Description, create a Requisition from a Job Description.

If a department believes that an exception to the recruitment requirement is warranted, they will need to work with Employment to determine if this is possible. To do so, the following steps would apply:

  1. Fill out the necessary Waiver of Recruitment paperwork and attach it to the requisition on the Attached Documents tab before submitting to Employment.

Once Employment reviews the requisition they approve a Hiring Proposal, which creates a Job Description in the JD Library.

Use the "Request for Access to PPS" form on Accounting's web site:
http://www.bfs.ucsb.edu/payroll/forms
For specific access account questions, please call LoAn Piela in Accounting at x2880.

Only the permanent position can be merited during the web merit process, although both will appear on

rosters. As long as the temporary reclassification or stipend shows up on a separate roster line, you’ll be

able to delete that temporary line from the roster without disrupting the permanent position (this is an

example of an appropriate use of the delete function). Keep in mind that the two lines may appear on

two different departments’ rosters.

Later, follow your usual process on requesting rate increases for temporary reclassifications and stipends

(if appropriate) – request control point approval, then contact HR Compensation with the approved

request.

Performance ratings are entered as 1, 2, 3, 4 or X.

1 = Demonstrates a high degree of expertise and mastery in all aspects of the position in a

professional manner.

2 = Fully performs the entire range of duties in a professional manner.

3 = Generally performs essential duties satisfactorily.

4 = Does not perform essential duties in a satisfactory manner.

X = No written performance evaluation has been done.

Date format is MM/YY, and it cannot be later than the current month. If using “X” as a performance

rating, enter the current month (MM/YY).

NOTE: Performance evaluations should take place sometime during the twelve months prior to the merit

effective date.

Deleting an employee from the roster should be a rare occurrence. If an ineligible employee appears on

the preliminary roster, you may need to correct some data fields in PPS to ensure that employee does not

appear on the final roster. If an ineligible employee still appears on the final roster, then it might be

appropriate to delete the employee from the roster.

Otherwise eligible employees who are not receiving a merit increase (e.g., due to an unsatisfactory

performance rating) should remain on the roster so that funds generated by their presence are left in the

pool of available dollars. This is important for balancing the total amount spent against the overall

control figure.

During the preliminary roster stage, departments should determine whether an eligible employee is

missing from the roster and make the necessary corrections in PPS, before the final roster is created. See

the previous question/answer above to help determine what fields may need to be adjusted in PPS.

If an employee is missing from the final roster, you will not be able to add him to the roster. Wait until

the web process is completed to enter his new rate to PPS manually, using Action Code ‘04’. Along with

processing this action in PPS, an email or memo must be sent to Human Resources stating the

employee’s performance rating.

On the roster screen, click on the employee’s name in order to see what data was present in PPS at the

time of the roster “snapshot”. An employee is selected for the roster based on the data present in a

number of fields on PPS.

Important fields in PPS that are used in employee selection include:

Screen Field Data needed to indicate merit eligibility

EAPP Appointment Type ‘2’ (Career) or ‘7’ (Partial-Year Career)

EAPP Distribution End Date At least one distribution needs to end on or after the merit

effective date

EPER Next Salary Review Date Needs to be the merit effective date or earlier

EPER Next Salary Review Type Should display ‘2’ or ‘3’, as appropriate

EPER Employee Relations Code Needs to reflect appropriate code

Eligibility requirements will vary according to the contract or policy. Please refer to the guidelines and procedures for the specific merit population.

The system will allow you to merit an employee up to the range maximum only, so it may revise your

original entry.

The web-based merit system will allow employees to receive a below-range merit, even if they continue

to be below the minimum after the merit is applied. If this occurs, it is very important to remember to

bring the employee to the minimum of the range after the web merit process is completed. Use action

code ‘33’ (Manual Range Adjustment) when you process this action in PPS.

Please make every effort to have someone else enter your merit rating and salary increase. “Someone

else” can either be another preparer in your department, a department chair with an account, or a control

point. If it is absolutely not possible for another person to enter it, then you may enter your own, but you

should follow through with documentation to your control point. An example of documentation could be

an email to the control point with a copy going to the department chair. Your control point may give you

further instructions on this topic.

Note that all “self-updates” are marked with a flag in the system and will be reviewed at the end of the

process.

In general, if more than one salary adjustment takes place on the same date, actions occur in the following order:

1. Merit increases or, if applicable, salary increases for employees who hold temporary appointments;

2. Salary action resulting from promotion, reclassification, transfer, demotion, or equity adjustment; and

3. Salary range adjustment (if applicable).

The 25% maximum salary increase rule under PPSM 30 no longer exists.  It was removed from policy in 2018.

 

Personnel Policies for Staff Members (PPSM) and most of the collective bargaining agreements have provisions for non-exmpt employees to take paid administrative leave to vote in general elections or primaries.  In general, non-exempt employees may take up to two (2) hours of paid leave to vote in primary or general elections.  This provision only applies where an employee is scheduled to work eight (8) hours on Election Day and does not have time to vote outside of scheduled working hours.  Please consult PPSM- Absence from Work- for policy-covered staff or the applicable collective bargaining agreement (voting provisions are typically in the Leaves of Absence article) for represented employees.  

OACIS is UCSB's online system for classification functions, such as, creating job descriptions, updating job descriptions, and requesting reclassifications. It is no longer used for posting jobs or applying for jobs. Refer to the Employment section of the HR website for information on our new Talent Acquisition Management (TAM) system.

Employee Services

Employment

An employee’s probationary status may be extended by an additional three months. Probationary employees must be advised, in writing, of the reasons for the extension before the probationary period ends.  A decision to extend probation requires review and approval by Employee & Labor Relations prior to implementation.

At the conclusion of the probationary period, the employee may receive written notification of the successful completion of the probationary period using the Probationary Period Report Form. The employee should receive a copy of the completed Probationary Period Report form. The original form should be filed in the employee’s departmental personnel file. (Human Resources does not retain a copy centrally.) Typically, new employees should also receive a written performance review at the mid-point and conclusion of the probationary period.

In general, the probationary period ends six months from the starting date of employment.  The probationary period is based on actual days of work, so any holidays, sick, vacation or unpaid absences taken during the probationary period do not count towards the probationary period.  

 Generally, a career employee is in a probationary status for the first six months of employment at UC Santa Barbara.   (Police Officers are on probationary status for one year.)  In some cases the probationary period may be extended up to three months.  Once an employee completes probation, s/he is a regular career status employee.  A career employee will not serve another probationary period unless s/he is re-hired after a break in service from University employment. 

Generally, a career employee is in a probationary status for the first six months of employment at UC Santa Barbara.   (Police Officers are on probationary status for one year.)  In some cases, the probationary period may be extended up to three months.  Once an employee completes probation, s/he is a regular career status employee.  A career employee will not serve another probationary period unless s/he is re-hired after a break in service from University employment. 

Dual employment is the term used to describe additional time worked by a staff employee in a second appointment when he/she also holds a 100% appointment. Dual employment occurs when the employee performs the additional work repeatedly, rather than on a one-time or sporadic basis.

A Lateral Transfer is when one employee moves into another position of the same classification and level, usually a different budget provision.  A Lateral Reclass is when an employee moves into a different position with a different classification but same level (same salary max), and they usually take their budget provision with them.

Processing a Lateral Transfer-

  1. The supervisor/manager submits an Update for the Job Description the employee is moving into.  They will need to fill out the Briefly explain the basis for updating this Job Description: field on the Action Justification tab, explaining the purpose for a Lateral Transfer.
  2. They will also need to send an email to the Employment Manager explaining what they are doing.
  3. Compensation will approve/deny the Update.

Processing a Lateral Reclass-

1. The supervisor/manager submits a Reclass for the job description.

2. The Compensation Analyst follows the procedures for denying or approving a Reclass (no employment involvement is needed).

These situations require consultation and review by Human Resources, sometimes in collaboration with Academic Personnel. Please contact Compensation for assistance.

UC Santa Barbara uses The Work Number® to provide automated employment and income verifications for our employees. For more information, visit:

https://www.bfs.ucsb.edu/payroll/employees/verification-employment-income

To print an employee’s job description, log in to OACIS, click on “Job Description Library” link on the left margin.  Search for the employee’s job description on the next screen, then click on “Get Reports List” underneath the employee’s name.  Click on “Generate Report” to see the printable PDF version of the employee’s job description.

Dual employment is only allowed in certain circumstances. Delegation of Authority 2070 (July 29, 1996) authorizes Chancellors, the Laboratory Director, the Executive Vice President–Business Operations, and the Vice President–Agriculture and Natural Resources to approve dual employment if all of the following criteria are met:

a. The employee is appointed to a full-time position in the Professional & Support Staff personnel group;

b. The additional work is in another department or in a different classification in the same department;

c. It is impractical to employ another person;

d. The additional appointment will not exceed a total of twelve calendar months;

e. The time worked in the additional appointment will not have a negative impact on the employee’s performance; and

f. The employee’s full-time department head agrees to the arrangement.

 

Locations may have local procedures with additional restrictions to those listed above. Otherwise, PPSM 30, Section K. states that an employee with a 100% appointment can only receive additional compensation from the University for:

• Overtime earned by non-exempt employees,

• Teaching regularly scheduled University Extension courses, and

• Administrative stipends.

 

An employee who receives additional compensation for any of these reasons does not have dual employment.

 

 

 

Delegation of Authority 2070 does permit an employee to hold multiple part-time appointments that together add up to more than 100%, but only if the following criteria is met:

a.     The additional work is in another department or in a different classification in the same department;

b.     It is impractical to employ another person;

c.     The additional appointment will not exceed a total of twelve calendar months; and

d.     The time worked in the additional appointment will not have a negative impact on the employee’s performance.

 

No, the restrictions in PPSM 30 and Delegation of Authority 2070 apply to all appointments an employee holds, regardless of location. In addition, an employee who works at multiple locations is limited to 100% total per Accounting Manual P-196-38 (Interlocation Transfers and Appointments).

Delegation of Authority 2070 states that dual employment may only be approved if the employee is appointed to a position in the Professional & Support Staff personnel group (see 2.a. above). Consequently, employees appointed to the Managers & Senior Professionals personnel group are not eligible to hold dual employment.

Dual employment occurs when an employee holds one 100% appointment and a second appointment. Multiple appointments occur when an employee does not hold a 100% appointment, but rather two or more appointments that are each less than 100%.

Pay and overtime should be addressed in the following ways for dual employment situations:

• If the employee is non-exempt, the employee must track all of the hours he/she works in each appointment and be paid overtime at the premium rate (1½ times the regular rate of pay) for all hours worked over 40 in a workweek (except for Police personnel, Hospital employees, and Firefighters – see PPSM 32 (Overtime), Section III.C.1-3).

• If the employee is exempt, the employee does not track his/her hours and is paid a percentage of his/her base salary for the second appointment. The percentage will be determined based on the value of the work performed in the second appointment.

Limited appointment employees are restricted to working under 1000 hours in any rolling 12 month period - including hours worked at another UC campus.

Labor Relations

 Generally, when a collective bargaining agreement expires and no new agreement has been reached, the University is required to maintain the status quo for terms and conditions of employment affecting represented employees in that unit.  “Status quo” is a legal term for the University’s obligation to generally maintain the same wages, hours, and other terms and conditions of employment that existed prior to the agreement’s expiration.  Thus, once an agreement has expired, the University usually cannot make changes to terms and conditions without giving notice to the employee’s union and potentially negotiating the change.  Management actions that may require a notice/negotiation obligation include: reclassifications, transfers, involuntary changes in employee’s hours, changes in departmental procedures related to ability to accrue comp time in lieu of overtime, scheduling overtime, vacation, taking sick leave, and other work rule changes.      

 Notably, not everything related to wages, hours, and terms and conditions of employment is subject to bargaining or to “status quo.”  However, departments planning to make changes affecting employees in bargaining units now in status quo should contact the appropriate Employee and Labor Relations Specialist to review plans and coordinate any required notices prior to implementing any such changes. 

An employee’s probationary status may be extended by an additional three months. Probationary employees must be advised, in writing, of the reasons for the extension before the probationary period ends.  A decision to extend probation requires review and approval by Employee & Labor Relations prior to implementation.

At the conclusion of the probationary period, the employee may receive written notification of the successful completion of the probationary period using the Probationary Period Report Form. The employee should receive a copy of the completed Probationary Period Report form. The original form should be filed in the employee’s departmental personnel file. (Human Resources does not retain a copy centrally.) Typically, new employees should also receive a written performance review at the mid-point and conclusion of the probationary period.

In general, the probationary period ends six months from the starting date of employment.  The probationary period is based on actual days of work, so any holidays, sick, vacation or unpaid absences taken during the probationary period do not count towards the probationary period.  

 Generally, a career employee is in a probationary status for the first six months of employment at UC Santa Barbara.   (Police Officers are on probationary status for one year.)  In some cases the probationary period may be extended up to three months.  Once an employee completes probation, s/he is a regular career status employee.  A career employee will not serve another probationary period unless s/he is re-hired after a break in service from University employment. 

Generally, a career employee is in a probationary status for the first six months of employment at UC Santa Barbara.   (Police Officers are on probationary status for one year.)  In some cases, the probationary period may be extended up to three months.  Once an employee completes probation, s/he is a regular career status employee.  A career employee will not serve another probationary period unless s/he is re-hired after a break in service from University employment. 

If an employee does not report to work as assigned during a strike, UC will presume — absent prior authorization or medical certification — that her/his work absence during a strike period is strike related. Employees who are absent from work without authorization during a strike will not be paid for the absence. As is always the case, authorization for an absence from work (e.g., vacation leave or compensatory time) may or may not be granted, depending on operational necessity and without regard to the employee's reason for the requested leave.

Under the California Higher Education Employer-Employee Relations Act (HEERA), a collective bargaining unit is a group of job positions/job titles with a sufficient "community of interest" that a union can reasonably represent the employees in the unit - particularly the negotiation of the employees' terms and conditions of employment.

 HEERA provides that, with some exceptions, collective bargaining units at the University are organized into systemwide units. This means that all employees in a specific collective bargaining unit, across all the UC campuses, are considered to be one unit. Other units (Skilled Crafts units for example) are considered a local, single campus unit.

 

You will not be paid if you fail to report for work as scheduled.  In additions, your benefits may be affected depending on the percentage of time worked in a particular pay period.  Please refer to the terms of the applicable collective bargaining agreement.

No employee is ever obligated to strike. Unions are legally prohibited from threatening or coercing members in other ways to keep them from coming to work. Some unions can fine dues-paying members (but not non-members) for working during a strike. A union member who does not want to strike may contact her/his union directly to inquire about possible fines. UC will not deduct fines from an employee’s paycheck.

A work stoppage by a group of employees intended to express a grievance, enforce a demand for higher wages or for other changes in conditions of employment, obtain recognition, or resolve a dispute with management.

An Unfair Labor Practice charge or ULP is a charge filed with the California Public Employment Relations Board (PERB) that either the University or the exclusive bargaining agent (union) has violated the Higher Education Employer-Employee Relations Act (HEERA). 

If an agreement is reached in collective bargaining negotiations between the University and the exclusive representative for a group of employees (aka union), it is called a Tentative Agreement or T.A. because it is not put into effect until each side has ratified (or voted to approve) it.  The Regents of the University of California ratify for the University and union members (generally voting rights are only extended to dues paying members of the union) vote to ratify for the union.

If the University and the exclusive representative for a group of employees (aka union) are unable to reach an agreement through collective bargaining, negotiations may be declared at an impasse. This means that neither side is willing to compromise further on any of the outstanding issues. The State of California's Public Employment Relations Board (PERB) verifies whether or not the parties are at impasse and, if so, the State Mediation and Conciliation Services appoints an independent person to mediate between the parties.  If the mediator is unable to persuade the parties to compromise, then a fact-finding panel is created. Each party appoints one person to serve on the panel and PERB provides a list of independent arbitrators from which the parties mutually select one to chair the panel. This panel hears presentations from each side and then issues a fact-finding report.  However, the report is only advisory.

If the parties are still unable to agree after the completion of fact-finding and the report is issued, the University is permitted to impose or unilaterally implement terms and conditions of employment, as long as such terms were “reasonably contemplated’ with the University’s last, best and final offer.

After the University and exclusive representative for a group of employees (aka union) submits a notice of intent to bargain and exchange initial proposals, the initial proposals are made available for public viewing at a stated time and place prior to the start of negotiations.   This allows the general public an opportunity to review and comment on initial proposals. 

The exclusive representative for a group of employees (aka union) and the University develop and present initial proposals to each side prior to the start of collective bargaining negotiations. The initial proposals are generally changes or new contract provisions that each side would like to achieve through negotiations.

Collective bargaining agreement, union contract and memorandum of understanding (MOU) are all terms that refer to a written, mutually binding agreement that results from direct negotiations between the University and the exclusive representative for a group of employees.  The agreement, contract or MOU sets wages, hours and other terms and conditions of employment for an agreed-upon period of time.

Collective bargaining is a bilateral decision-making process involving direct negotiations, in which the University and the exclusive representative of the employees (usually called a “union”) determine wages, hours of work and other terms and conditions of employment for all employees in the bargaining unit. 

During this process, the parties meet and exchange proposals and counter-proposals.  Pursuant to the Higher Education Employer Employee Relations Act (HEERA), the parties are required to meet and negotiate in good faith (fairly consider the proposals of the opposing side and not dismiss them outright) and prohibits the parties from engaging in regressive bargaining (making their proposals or counter-proposals worse than prior proposals).  

Seniority for the purposes of a layoff is calculated by full-time equivalent months (or hours) of University service in any job classification or title. Employment prior to a break in service (separation from employment status) shall not be counted. 

In general, represented employees may elect either severance or right to recall and preferential rehire rights.  Non-represented employees may elect right to recall and preference for re-employment in lieu of severance.

Contact the Employment Office at 805-893-4662, to determine what effect the election of severance will have on an employee’s right to recall and preferential rehire.

In most cases, an employee who has been laid off or indefinitely reduced in time shall be recalled in order of seniority into any active and vacant career position for which the employee is qualified, when the position is in the same class and the same department at the same or lesser percent of time as the position held at the time of layoff. Preference for re-employment is generally applicable to any active and vacant career position at the same campus, the same or lower salary grade, and at the same or lesser percent of time, provided the employee is qualified for the position. 

Refer to the Personnel Policies for Staff Members (PPSM) or the applicable collective bargaining agreements to find out whether severance pay is available. Contact Employee & Labor Relations at 805-893-4119 if you have additional questions.

Yes. If a career employee’s time is involuntarily reduced, it is considered a layoff, and the employee is entitled to layoff rights.

Layoffs and/or reductions in time for employees in career positions are implemented when there is a lack of funds or lack of work, including lack of work due to reorganization.

You can find out more about the processes for elections, decertifications and the history of collective bargaining in the FAQ's on the UCOP Labor Relations Web site.

After a union is elected to represent a collective bargaining unit, the University and the union engage in a negotiation process to reach an agreement (or contract) on the terms and conditions of employment for represented members of the unit. Every agreement has a duration period, meaning that the agreement expires after a specific date and the parties have to negotiate a new agreement. This next negotiation process is called "successor" bargaining because the parties are negotiating for an agreement that will succeed the current one. In some cases, agreement includes a provision called "re-openers." This means that the parties have agreed that they will re-negotiate only certain portions, or Articles, even though the agreement does not expire until a future date.

 

University employees are covered by unemployment insurance. Contact the California Employment Development Department for a determination of eligibility.

Accumulated sick leave will not be paid. If the laid-off employee has preferential rehire and recall rights and is re-employed during the preferential rehire period, all accumulated sick leave from prior service is reinstated upon rehire. If the employee does not have preference and recall and is re-employed after a break in service of less than 15 calendar days, all sick leave from prior service is reinstated. If the employee is re-employed after a break in service of 15 calendar days or more, but less than 6 months, up to 80 hours of sick leave are reinstated.

Any accumulated vacation earned through the last day of employment will be paid upon separation.

For information pertaining to these benefits, review Indefinite Layoff - UCnet Resources or Temporary Layoff - UCnet Resources.  For information about your health and welfare benefits.  Contact the Benefits Office if you have additional questions (805-893-2489).

For information pertaining to these benefits, review Indefinite Layoff - UCnet Resources or the Temporary Layoff- UCnet Resources.  For information about your health and welfare benefits.  Contact the Benefits Office if you have additional questions (805-893-2489).

In some situations, less senior employees (determined by amount of service with the University) in the affected classification may be retained based upon special skills, knowledge or abilities that are not possessed by other employees in the same classification and that are necessary to maintain the operations of the department.  Requests for out-of-seniority layoff must be reviewed and approved by Employee & Labor Relations.

 

Some of the staff positions at the University of California, based on job title classification, are organized into collective bargaining units that are exclusively represented by a union or employee organization. California's Higher Education Employer-Employee Relations Act (HEERA) gives UC employees the right to decide whether or not they want to unionize and have collective bargaining as the sole means of determining their wages, hours and other terms and conditions of employment.  There are thirteen collective bargaining units (CBU) on the UC Santa Barbara campus.  More information about HEERA and the collective bargaining process is available on the Office of the President’s collective bargaining web pages and at the Public Employment Relations Board (PERB) web site.  PERB is the state agency responsible for oversight of HEERA and the collective bargaining process between the University and employee organizations/unions representing our employees.

When you were hired, your hiring supervisor or the employment recruiter should have informed you if your position is part of a collective bargaining unit and represented by a union.  If you are uncertain, please ask your supervisor, department personnel coordinator or business officer.  You can also search the Salary Scales by job title classification to determine representation.  The Salary Scales indicate whether a job title classification falls into a specific unit by code. (The campus often uses these codes as an informal reference for the bargaining units, e.g, CX, SX, TX)

If a position is not represented by a union, the job title/position is non-exclusively represented (often referred to by the code "99") and is covered by  Personnel Policies for Staff Members.

 

In certain serious circumstances, an employee may be placed on an investigatory leave to allow the University time to review or investigate the allegations without the employee in the workplace.   The purpose of the leave is to allow the University time to investigate the allegations or secure the worksite during an investigation.  Potential allegations of misconduct warranting an investigatory leave include but are not limited dishonesty, theft or misappropriation of University property, fighting on the job, insubordination, acts endangering others, or other conduct which warrants removing the employee from the work site. In general, employees must be informed in writing of the reason and the expected duration of the leave.  If you have questions about investigatory leave, please contact  Employee & Labor Relations .     

Talk to your employee about what you have observed. Do NOT ask for diagnosis.

The employee may be eligible for Family & Medical Leave. Contact the Leave of Absence Coordinator and/or Employee & Labor Relations.

California's Higher Education Employee Employer Relations Act (HEERA) is the law passed by the California State Legislature that governs labor relations between public institutions of higher education and their employees.  HEERA gives UC employees the right to decide whether or not they want to unionize and have collective bargaining as the sole means of determining their wages, hours and working conditions.

The State of California's Public Employment Relations Board (PERB) is the administrative agency charged with implementing and overseeing the provisions of HEERA. PERB makes determinations about which units are appropriate for collective bargaining; conducts elections to determine whether employees in a given unit want to be unionized and engage in collective bargaining; and investigates, holds hearings, and makes decisions on whether or not unfair labor practices have been committed. 

Leave of Absence

No. Although it's a state-funded organization, UC is not a government agency.

No. UCSB does not pay into State Disability, however, if you have been employed with UC less than 18 months (from your date of disability), then you should apply because you may be eligible for SDI benefits from your previous employment.

The Employment Development Department (EDD) will contact UCSB to complete the Employer's portion of the application. On your SDI application, please use address: UCSB Human Resources, 3101 SAASB, Mail Code 3160, Santa Barbara, CA 93106

FML leave entitles eligible employees to take unpaid, job-protected leave for family and medical reasons with continuation of group health insurance coverage under the same terms and conditions as if the employee had not taken leave. Job protection, continuation of the UC contribution to your health benefits for up to 12 weeks. Employees are also entitled to return to their same or an equivalent job at the end of their FML leave.

No. Medical diagnosis is personal and private information. If someone voluntarily shares this information with you, it should be kept confidential.

Your disability period begins on the first day your doctor determines you are unable to work because of a serious medical condition.

Yes. Be sure to track FML hours for both non-exempt and exempt employees. Exempt employees on a reduced schedule under Family & Medical Leave (FML) will have sick leave deducted for hours they did not work.

 

In general, a full-time non-exempt employee must be on pay status the day before the holiday and the first scheduled work day after the holiday to be eligible to receive compensation for the holiday.  An employee on an approved leave of absence without pay on the day before or the first scheduled work day after the holiday is considered to be on pay status and is eligible for the holiday pay as long as the unpaid leave does not exceed the time period specified in the contract or policy. Non-exempt employees who have been suspended for disciplinary reasons for a period that includes or immediately precedes or follows a holiday is not eligible for holiday pay for that holiday.  Non-exempt employees who have an unauthorized absence immediately preceding or following a holiday is also not eligible for holiday pay for that holiday.  Please consult PPSM Absence From Work or the applicable collective bargaining agreement for more information about holiday pay for full-time and part-time non-exempt employees.

Full-time Policy-covered exempt employees are eligible for holiday pay if they are on pay status during the week in which the holiday occurs.  Please consult the applicable collective bargaining agreement for information about holiday pay for represented exempt employees. 

If you're a staff employee covered by PPSM, you may use any accrued vacation days and up to 30 days of accrued sick leave for this purpose each calendar year. Otherwise, please refer to the University policy or collective bargaining agreement that applies to you regarding options and requirements related to the use of accrued sick leave and vacation.

If you are eligible (or approved by your department) to use your vacation and/or sick accruals during "baby bonding", the accruals must be used  immediately prior to your actual return to work date. Using vacation to return to pay status prior to actually returning to work is referred to as "backing in" vacation.

Waiting Period Disability Income Leave No Salary  OR  Use accruals Return to Work
14 days 8 - 10 weeks Up to 12 weeks of CFRA  
Must use up to 22 days of sick time, if you have them.  If sick accruals are exhausted, you can use vacation time Disability period is generally 2 weeks before the due date and 6 weeks after the child’s birth       (8 weeks for C-section) “Baby bonding” (CFRA) is unpaid leave.  However, you may be able to use vacation and/or sick accruals prior to returning to work You may be able to “back in” vacation to return to pay status before actually returning to work

 

Full-time employees are eligible for holiday pay if the holiday occurs during an approved leave of absence, a temporary layoff, or a furlough that does not exceed twenty (20) calendar days (including holidays).  Please consult PPSM Absence From Work or the applicable collective bargaining agreement for more information about holiday pay for full-time and part-time exempt and non-exempt employees. 

The period of time after the beginning of disability during which no benefits are paid, is called the waiting period. For Disability Insurance claims through Liberty Mutual, the waiting period is 14 calendar days (10 work days). During the unpaid waiting period you can use accrued sick, and you must use up to 22 sick days, if you have them. If you do not have enough accrued sick time to cover your waiting period, you may choose to use accrued vacation time.

For more information, please review Your Guide to UC Disability Benefits.

No. However, if you have them you may be required to use up to 22 days of accrued sick leave. You do not have to use vacation, but you can choose to do so during your waiting period to remain at full pay.

The pregnancy disability period is generally 2 weeks prior to the estimated due date and 6 weeks after the child's actual birth (or 8 weeks for C-section).

If for medical reasons your treating provider recommends that you need to be off work earlier than the 2 weeks prior to the due date, then your pregnancy disability period starts the day you are not able to work. Alternately, if you are able to continue to work during the 2 weeks prior to the estimated due date, the pregnancy disability period (after the baby's birth) will not extend by 2 weeks. In other words, the disability period may have started sooner or later than the usual 2 weeks prior, however it will still end 6 weeks after the child's actual birth (or 8 weeks for C-section) unless you continue to have a pregnancy-related disability.

For more information, please see the Pregnancy, Newborn Child and Adopted Child fact sheet.

The Leave of Absence Coordinator administers all staff leaves, providing guidance and counseling on leave entitlements, pay options, and resources.

Please refer your staff employee to the Medical Leave of Absence website to request a leave of absence through the HR ServiceNow portal.

If your employee is medically unable (e.g. hospitalized) to complete a request, the supervisor can login to HR ServiceNow and submit a request for leave on behalf of the employee.

The Leave of Absence Coordinator will provide the employee with the necessary paperwork and provide the employee's supervisor with a copy of the documents (no diagnosis information will be shared).

The Leave of Absence Coordinator will inform the supervisor of any changes to the employee's expected return date.

If you have any questions, please contact the Leave of Absence Coordinator.

You should discuss your need for time off with your supervisor, however, medical diagnosis is private information and does not need to be shared with anyone.

For information and to request a leave of absence, visit the Leave of Absence website. Requests for leave are sent to the Leave of Absence Coordinator through the HR ServiceNow portal.

If the leave is for your own serious health condition, you may want to File a Claim for disability benefits.

The Leave of Absence Coordinator administers all staff leaves, providing guidance and counseling on leave entitlements, pay options, and resources. For more information, please contact the Leave of Absence Coordinator.

Talk to your employee about what you have observed. Do NOT ask for diagnosis.

The employee may be eligible for Family & Medical Leave. Contact the Leave of Absence Coordinator and/or Employee & Labor Relations.

No, you should not call an employee's doctor. Please contact and also send the doctor's note to the Leave of Absence Coordinator.

The waiting period is the period of time in which disability benefits are NOT paid. 

You are required to use up to 22 days of accrued sick leave, if you have them. If you do not have enough sick leave to cover your waiting period you may use your vacation or compensatory time. Talk to the Leave of Absence Coordinator about what paid leave you want to use. Please see Your Guide to UC Disability Benefits for more information.

No. UC has its own disability insurance, administered by Lincoln Financial (formerly Liberty Mutual).

Also, UC does not have paid Family Medical Leave like those employees who pay into State Disability Insurance, instead UC employees can use sick leave and vacation pay.

For more information, see Your Guide to Disability Benefits.

Talk with your supervisor about your leave plans. If possible, please provide at least 30-days advance notice of your intention to commence leave and when returning to work.

In addition to notfiying your supervisor, please refer to the Pregnancy Leave of Absence website to request a leave of absence through the HR ServiceNow portal.

If you have any questions, please contact the Leave of Absence Coordinator.

No. The Voluntary Disability plans pay benefits when you are disabled by pregnancy and/or childbirth.

The period in which a birth mother is considered "disabled" by pregnancy is generally 2 weeks before the baby's estimated due date and continues until 6 weeks after the actual birth date (or 8 weeks for c-section).

When your treating provider determines that you are no longer considered disabled by pregnancy, disability benefits will end.  If you take unpaid parental "baby bonding" leave (California Family Rights Act) following the disability period ends, the baby bonding period begins the day after the disability period ends.

For more information please visit the Leave of Absence website. 

For guidance and counseling on leave entitlements, pay options, and resources, please contact the Leave of Absence Coordinator.

When you are receiving disability income from Liberty Mutual, you will be on "leave without salary" from UC which means that you will not be receiving a paycheck from UC.

The UC Contribution to your health benefits will continue. The employee contribution to your benefits that are normally taken out of your paycheck can continue to be paid by you.

You have a variety of options for continuing your UC benefits. To find out what these options are please see Your Guide to UC Disability Benefits. For more information, please contact the Leave of Absence Coordinator.

To view or de-enroll from benefits login to the UCPath portal.

The Leave of Absence Coordinator administers all staff leaves, providing guidance and counseling on leave entitlements, pay options, and resources.

Once an employee mentions that they are taking leave for their own, or their family member's, serious health condition, the Supervisor or Department Representative should start the FML process by referring the staff employee to the Leave of Absence website to request a leave of absence through the HR ServiceNow portal.

If your employee is medically unable (e.g. hospitalized) to complete a request, the supervisor can login to HR ServiceNow and submit a request for leave on behalf of the employee.

The Leave of Absence Coordinator will provide the employee with the necessary paperwork and provide the employee's supervisor with a copy of the documents (no diagnosis information will be shared).

The Leave of Absence Coordinator will inform the supervisor of any changes to the employee's expected return date.

If you have any questions, please contact the Leave of Absence Coordinator.

FML and sick leave run together. FML is the (unpaid) leave entitlement and sick leave is used to receive income.  UC is required by federal law to designate a qualifying leave as FML.

The Certification of Health Care Provider is preferred. However, a doctor's note may be used IF the note has sufficient information to designate FML. For assistance, please contact the Leave of Absence Coordinator.

Another type of leave may be available. Contact the Leave of Absence Coordinator to discuss available options.

The department tracks an employee's FML hours.

Please use the employee's Kronos time card and the FML Usage Tracking Calculator to track an employee's FML time. The Leave of Absence Coordinator may periodically request this information.

For assistance with Kronos entries, please refer to Updating Kronos for an Employee on a Leave of Absence.

If you have any questions, please contact the Leave of Absence Coordinator.

The employee is Leave without Salary for any hours that are paid by Lincoln Financial. Please refer to Updating Kronos for an Employee on a Leave of Absence for instructions on entering temporary and/or partial Disability Leaves (i.e. reduced schedule).

You have a variety of options for continuing your UC benefits. To find out what these options are please see Your Guide to UC Disability Benefits. For more information, please contact the Leave of Absence Coordinator.

To view or de-enroll from benefits login to the UCPath portal.

UCPath

Training

lynda.com is an online subscription library that teaches the latest software tools and soft skills through high-quality instructional videos taught by recognized industry experts.

Training programs available for viewing and registration in the UC Learning Center include, but are not limited to, training in the following subject areas: Business and Operations, Compliance, Environmental and Occupational Safety, Human Resources, Information Security, and Research Administration.

1) On the Home page, enter your search criteria in the Search box (such as a word from the class title.) Click GO.

2) Alternately, from the Learn menu, click Catalog.

3) Click the underlined name of any category.

4) After finding the activity you want to register for, click on it once to highlight it.

5) Click Register in the bottom right area of the page.

6) Make appropriate selections, as required and click Submit to complete your registration.

7) If a fee is associated with the class you will need to input your department’s recharge account number.

The UC Learning Center is an online learning management system (LMS) that is available to you to:

o Check the status of compliance training

o Register for a variety of online trainings

o Register for in-person training opportunities

o View training transcript

Application (form link) submission deadline dates for priority consideration are as follows. Note: Late applications may be considered.

o Summer professional development activities (Jul 1 - Sep 30): August 1

o Fall professional development activities (Oct 1 - Dec 30): October 15

o Winter professional development activities (Jan 1 - Mar 31): January 15

o Spring professional development activities: (Apr 1 - Jun 30): April 15

Note: Awards can be used for registration and educational fees only for courses, training and other learning opportunities offered at UCSB only.

1) Open an internet browser (Internet Explorer 6-9, Firefox 3-14, Safari 4-6, or Chrome 19-21)

2) Turn off all pop-up blockers.

3) Type https://www.learningcenter.ucsb.edu/ in the Address box and press Enter.

4) Enter your UCSBnetID and password and click Log On.

1) Employee applies for admission (contact the Admissions Office for information).

2) Employee fills out the Reduced Fee Enrollment Application, obtains department approval signature, and submits application to the Human Resources office.

1) Go to https://www.learningcenter.ucsb.edu

2) Or follow the link on the following department webpages:

o Human Resources

o Academic Personnel

o Library

o Letters & Science Information Technology (LSIT)