4 circles of snapshots of work-life employees and families
Work-Life
The Division of Student Affairs supports employees both inside and outside of work, resulting in staff members who are dedicated, productive, and satisfied
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Through collaboration, engagement, and innovation, the Division of Student Affairs creates respectful work environments to support employees both inside and outside of work.  Our staff members are dedicated, productive, and satisfied!

The Division of Student Affairs provides opportunities and resources for staff members to manage their work lives and their lives outside of work by promoting:

  • policies, practices, and programs that foster respect and support for the whole person;
     
  • an understanding that when, where, and how work gets done sometimes can be flexible and adaptive;
     
  • collaboration and ongoing dialog about work-life in each department; and
     
  • information for staff about work-life strategies.

 

"I was attracted to the University of Maryland because of Student Affairs' focus on Work-Life balance"
- from a new staff member

Work-Life Spotlights

  Work-Life Spotlights

Student Affairs Employee Spotlight:

 

 

Tracy Kiras

"As a working mother, I have truly benefited from the Division’s commitment to Work-Life integration.  I feel fortunate to be able to work an adjusted schedule.  This allows me flexibility and time to meet the needs of my demanding schedule as a mom to three young children and continue to make professional contributions to the students whom I enjoy working with, the Department of Resident Life and the University of Maryland."

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Student Affairs Featured Departments:

Employees by the Big DOTS Bus

Work-Life at Conferences & Visitor Services

Early in the life of Conferences & Visitor Services (C&VS) we concluded that a “normal” workweek meant we had to be here when we needed to be here, and for whatever amount of time is needed, to get the job done!  It was just the nature of our work.  Planning conferences and events is much like show business, lots of planning and rehearsing with creative, independent players, and many external variables.  Even with the best of plans, the days leading up to “showtime” can be unpredictable.  The domino effect from one unanticipated event can bring about multiple additional changes.   Despite that, C&VS is wholly committed to employee schedules that are reasonable, safe, and fair.   While weekend and evening responsibilities are to be expected, no one should be required to work an unreasonable number of hours without a break, an unreasonable number of days without a day off, or late night solitary hours without accommodations for ensuring safety.

    

For example, we accommodate adjusted workweeks.  C&VS employees may swap weekend days for weekdays when their work requires their presence on a weekend.  C&VS also allows an adjusted work schedule which employees find helpful to avoid heavy traffic, see children off to school, or get home early to walk the dog, work a second job, or for any number of other reasons.   All we require is that employees work a regular daily schedule that encompasses the hours of 11am-3pm.   For example, an employee may elect to work 7am-3:30pm or 11am-7:30 pm, or a similar time frame, as long as their 8 hour work day includes the 11am-3pm timeframe.   Employees may also request time adjustments beyond these parameters for activities such as would relate to one’s academic pursuits, an on-campus fellowship assignment, or community service project.  On occasion, C&VS employees will be allowed to work hours in another Student Affairs department in order to gain experience, CEU’s, or hours toward certification.

   

in our work we do whatever it takes to get the job done right.  Employees are evaluated on performance, not just the number of hours they stay in sight of one another.  All C&VS exempt employees are encouraged to tele-work and we have a policy that has served as a model for other departments.  Much of our planning work is on-line or via email and telephone.  By not having to commute or deal with workplace interruptions, a lot more work can be accomplished.  This year, more C&VS staff felt comfortable trying tele-work and we will continue to support their use of this option.  Safe protocols have been created for logging onto servers remotely and for record sharing with other employees in the office.

 

Informally, C&VS tries to be a child-friendly, dog-friendly office.  Occasional visits to the workplace by children or canine family members occur in a manner that is respectful of others, and appropriately safe.  This has helped create a mutually supportive, family-like atmosphere that contributes to the employment longevity of C&VS employees.   C&VS employees have said that the feel very fortunate to work at a place that cares about their life outside the workplace and values what that contributes to the quality of their work.

 

Education for Staff

The Division of Student Affairs encourages on-going education for all staff:  to earn your degree, to advance your career, to enhance your job performance, and/or for personal development!  

Tuition Remission--- where the University pays your tuition--- is available to all full-time and part-time staff and staff on some Contingent 2 contracts.  Spouses and dependents under age 26 can get tuition remission, too.  If you or your dependents want to attend another University System of Maryland school, you get a 50% tuition remission benefit.  See the University Human Resources' Benefits Office's "Tuition Remission Facts"

Earn college credits or simply audit classes with no grades and no expectations to take exams. 

To take classes at the University of Maryland:

  1. Get Admitted

  2. Get Registered

  3. Get Tuition Remission

  4. Get Ready to Learn and Work

1.  Get Admitted

University of Maryland employees can apply for admission in one of four categories:

  • Undergraduate,
  • Graduate,
  • Non-Degree Seeking, and
  • Advanced Special Student (graduate non-degree seeking).
     

Undergraduate

Apply online to be admitted as an undergraduate student. Go to the Admissions.umd.edu website for application information, admission requirement and deadlines.

Graduate Admissions

Apply online to be admitted as a graduate student.

Non-Degree Seeking Students

If you are not working toward a degree, apply to be admitted as a non-degree seeking student.

Non-degree seeking students who do not have baccalaureate degrees must submit transcripts and meet regular admission standards.  Non-degree seeking students who already have baccalaureate degrees from regionally accredited institutions, do not need to submit transcripts.  And non-degree seeking students who need credits earned here to transfer immediately back to another institution may apply without academic transcripts. For more info visit the University of Maryland Catalog page on non-degree seeking students.

Because of space limitations, several departments require that permission be given in advance to register for classes as a non-degree student. Please contact the Office of Undergraduate Admissions for further information.

Advanced Special Student

If you want to take graduate level courses but are not working towards a graduate degree, apply to be admitted as an Advanced Special Student.

2.  Get Registered

Once admitted to the University, register. Registration is in late Spring for the Fall semester and in late Fall for the Spring semester and is done through “Testudo”.  

3.  Get Tuition Remission

Once registered, apply for Tuition Remission.  

Click on the “Tuition Remission” tab.  Next, click on the “Apply for Tuition Remission” tab.  Then, click on “Access My Forms” to create a new form and send it electronically to the director of your department for approval.  After your supervisor/director approves your request, you will be contacted by email when your application is approved.

There is a payment deadline and a limit to the number of credits you can take each semester. ​If you need help, contact your departmental human resources representative.

4.  Get Ready to Learn and Work

Taking classes while working can be challenging.  Talk with your supervisor about the possibility of an adjusted work schedule.  Typically, staff may attend class during their work time if the class is work-related.  If the class is not work-related, flex-time might be allowed so that staff can attend class on their own time during the work day with no lost work time for the University.  Or, some staff use leave to attend classes.  

Training & Development

The Division of Student Affairs values on-going training and professional development for staff! 

Some examples of training are:

  • Continuing education required for professional associations, certifications, and licensure
  • Attendance at conferences
  • Programs or events on campus (See http://uhr.umd.edu/ for more info)
  • CPR certification
     

Departments may pay for all or part of the training/ development costs (fees, travel, food, and lodging) depending on the relevance to a staff member's position and departmental budgets.  For example, CPR training costs are covered when CPR is a job-related skill.  

Work-related training can just be a part of a staff member's work day or sometimes work schedules can be adjusted so staff can go to training or classes.  In both of the Memorandums of Understanding for Exempt and Nonexempt staff, a Professional Development Day is provided for additional training so staff don't have to use annual leave (at the Union’s discretion and with the Director of the Department of University Human Resources' approval).

If you are interested in training and professional development, you may be asked to create a plan for how this will fit with your work duties.  Talk this over with your supervisor.  

And keep learning!

Lactation/Nursing Mothers' Rooms

Available for Students, Faculty, Staff, and Visitors

The Diner- Room 1102A, Bldg 257 - comfortable seating, outlet, sink, fridge 
Request the key from any cashier
For more information, contact Joe Mullineaux, Dining Services
301-314-8053Mom and baby
jmull@umd.edu
 

Martin Hall- Room 1131T, Bldg 088 - table, chairs, outlet
Call 301-405-3863 to request access to the room
For more information, contact Debra Densmore, Clark School of Engineering
301-405-3863
ddensmor@umd.edu

McKeldin Library- Room 4235, Bldg 035 - tables, chairs, outlet, fridge, window with blinds
Call 301-405-9251 to borrow a key (keys are lent out on a monthly basis)
For more information, contact Christine Morris-Sumlin, McKeldin Library
301-405-9251
cmsumlin@umd.edu
 

Tydings Hall- Room 1124, Bldg 042 - table, chair, outlets, sink and fridge
The room is always open and is lockable from the inside
For more information, contact Sarah Goff-Tlemsani, Behavioral and Social Sciences
301-405-1691
segofft@umd.edu

 

Stamp Student Union- Room 2103, Bldg 163 - table, chairs, outlet, sink, changing station
Request the key from the Information Desk in the Main Lobby
For more information, contact Steve Gnadt, Stamp Student Union, Center for Campus Life
301-314-8490
sgnadt@umd.edu
 

School of Public Health- Room 1232, Bldg 255 - table, chairs, outlet, fridge, parenting books
See the Facilities Coordinator in the Dean’s Office to have the room opened or to  obtain card swipe access
For more information, contact Mark Brenneman, School of Public Health
301-405-9251
Mbrenne3@umd.edu
 

Van Munching- Room 1522B, Bldg 039 - chair, table
The room is always open and is lockable from the inside  
    

 

baby and Dad     baby and Dad      baby and Dad     baby and Mom

 

 

 

 

 

 

 

 

Understanding Leave & Benefits

Paid Leave 

  • Annual Leave - You earn Annual Leave every pay period.  And you can get an advance on your Annual Leave in certain situations for up to 5 days.
     
  • Sick Leave- All staff earn 15 days of Sick Leave per year for illness or medical appointments.  And you can get an advance on your Sick Leave (up to 60 days) and extended Sick Leave (up to one year) in certain situations.  There is also a Leave Reserve Fund available if you are temporarily medically disabled and have used up all of your other leave.

    You can also use Sick Leave to care for immediate family members who are ill or have healthcare appointments. Immediate family members include the following irrespective of residence: spouse, child, step-child, grandchild, mother, father, mother-in-law, father-in-law, brother, sister, grandparent, brother-in-law, sister-in-law, or legal dependent. In addition, employees may also use sick leave to care for any other relative who permanently resides in the employee's household for whom the employee has an obligation to provide care.  

  • Personal Leave - All staff receive 3 days of Personal Leave each year on January 1 and must use all 3 days- any unused Personal Leave goes to the Leave Reserve Fund at the end of the year
     
  • Other Paid Leave -
    • Administrative Leave - For when the university closes in emergency conditions
    • Bereavement Leave - Leave of 3-5 days
    • Jury Duty - So you don't lose pay and don't have to use accrued leave
    • Legal Action - If you are summoned to court 
    • Military - For military training

Unpaid leave 

  • Leave of Absence Without Pay - may be granted to an eligible employee for situations
  • The Family Medical Leave Act - provides protected time off work, up to 12 weeks a year 

Benefits 

  • Health Insurance – medical and dental insurance
  • Flexible Health Care Spending Accounts – to set aside money tax-free to cover eligible health care expenses
  • Flexible Dependent (Day) Care Spending Accounts – to set aside money tax-free for child day care 
  • Retirement Plans – for nonexempt and exempt staff
  • Tuition Remission – where the University pays your tuition at UMCP (and in some situations other USM institutions)

 

​Talk to your departmental human resources person for more information.

Consolidated USMH and UM Policies and Procedures Manual

The Memoranda of Understanding (MOU for Nonexempt Staff\

The Memoranda of Understanding (MOU) for Exempt Staff 

 

Can you explain Other Paid Leave?

The University provides paid leave in certain situations. The following situations are listed on employees’ timesheets:

  • Administrative Leave - Employees may be granted paid leave when the university closes for emergency conditions.
  • Bereavement Leave - Employees are granted paid Bereavement Leave, not to exceed 3 days or 5 days if overnight travel is required on account of the death of any member of the employee’s immediate family: spouse, mother, mother’s current spouse, father, father’s current spouse, mother-in-law, father-in-law, grandmother, grandfather, or a grandchild (or great-grandmother, great-grandfather or great-grandchild) of the employee or the spouse, son, stepson, son-in-law, daughter, stepdaughter, daughter-in-law, foster child still living with the employee, brother or sister of the employee, brother-in-law or sister-in-law, or any relative permanently living in the immediate household of the employee at the time of death.

    Employees shall be granted 1 day of paid Bereavement Leave on account of the death of the employee’s or his/her spouse’s aunt, uncle, niece, or nephew.
     

  • Holidays - Employees earn 11 holidays per year (or 12 holidays during an election year)
  • Jury Duty - Employees selected for jury duty may be absent from work without loss of pay and without any charge to accrued leave for the day(s) of jury service.
  • Legal Action - An employee who is summoned to appear in court, before a grand jury, before an administrative agency, or for a deposition, and is neither a party to the action nor a paid witness, may be absent from the job without loss of pay or charge to any accrued leave. If an employee is a paid witness, leave may be charged or the employee may be granted a leave of absence without pay. If a nominal court witness payment is provided, the employee may endorse the check to the institution and not have the period charged against leave.
  • Military - An employee may be entitled to a leave of absence for military training for up to 15 days per year without loss of pay or charge to any leave. An employee called-up to active military duty during a crisis has certain leave provisions. Details can be found in the Policy on Military Leave with Pay and the Policy on Call-up to Active Military Duty publications.

    The University also provides accommodations for service with the union, as an election judge, disaster service, accident leave as part of Worker’s Compensation, etc.

    Whenever more information is needed or policies need to be clarified, employees are advised to contact their department’s Human Resources coordinator, University Human Resources staff, and/or refer to University policies, Section VII: Personnel.

   

What is the unpaid leave option that may help employees balance work and personal lives?

Leave of Absence without Pay may be granted to an eligible employee for situations such as: loan of an employee to another agency/institution, employment which lessens impact of a layoff; professional activities related to academic research, study, or career development, or anticipated low demand for the employee's services.

All regular employees may request a leave of absence without pay up to a maximum of a two-year period.

  

 What protection is there for employees who need to be absent from work for family and medical reasons?

The Family Medical Leave Act provides protected time off work, up to 12 weeks a year for eligible employees for their own pregnancy, childbirth, adoption or illness, or to care for a family member. Must use annual and sick leave first and to remain in paid status, followed by Leave Without Pay at which point, the state continues to pay its portion of health insurance premiums for the employee.

What health insurance does the University offer?

The health insurance includes medical, dental, and prescription insurance, life insurance, long term care insurance, long term disability insurance, and death/dismemberment insurance.

  

What are Flexible Health Care Spending Accounts?

Flexible Health Care Spending Accounts allow employees to set aside tax-free money to cover eligible health care expenses of the employee and dependents.

  

What are Flexible Dependent Care Spending Accounts?

Flexible Dependent (Day) Care Spending Accounts allow employees to set aside tax-free money to cover day care expenses for an employee’s dependent under the age 13 or spouse/ dependent who is incapable of self-support, and who spends at least 8 hours per day in the employee’s home so that the employee can continue working. If married, the spouse must be working, a full-time student, or disabled.

  

What retirement plans does the University offer?

Retirement plans are available for both Nonexempt and Exempt staff. Nonexempt staff are enrolled in the State Retirement and Pension System when initially hired which provides retirement income at a determined amount based on a formula involving salary and service.

Exempt staff are eligible for one of two retirement programs: the State Retirement and Pension System which provides retirement income at a guaranteed amount based on a formula involving salary and service or the Optional Retirement Program which is a defined contribution plan using investment companies (currently Fidelity Investments and TIAA-CREF) to provide a benefit based upon the employee’s accumulated account balance. The employee must select either the State System or the Optional Program. If the State System is selected, it may only be changed to the Optional Program within the first year of employment; if the Optional Program is selected, that cannot ever be changed.

  

Can you explain tuition remission?

Tuition remission is available for staff to attend other USM institutions, as well as Baltimore City Community College, St. Mary's College of Maryland, and Morgan State University.

In addition to the University of Maryland, College Park, the USM institutions are: University of Maryland, University College; University of Maryland, Baltimore; University of Baltimore; University of Maryland, Baltimore County; University of Maryland, Eastern Shore; Towson University; Frostburg State University; Bowie State University; Coppin State University; and Salisbury University.

Spouses and children under the age of 26 eligible for tuition remission according to provisions and restrictions articulated in the UM policy.\

 

 

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Flexible Work Arrangements

Flextime  |  Part-time  |  Compressed Work  |   Telework

FLEXTIME

What is Flextime?

Flextime is a work schedule with daily start and end times that are different from the University's standard business hours of 8:30 am - 5:00 pm, or that are different from the work unit's standard shift hours.

What are the benefits of Flextime?

 Allows the department to provide services beyond the standard 8:30 am - 5:00 pm work day or beyond the unit's standard shift hours
 Accommodates staff members' schedule constraints (such as long commutes, public transportation schedules, or taking a child to school/child care, etc)
 Reduces rush-hour traffic on and around campus

What are some examples of Flextime?

 7:30 am to 4:00 pm Monday through Friday
 10:00 am to 6:30 pm Monday through Friday
 8:30 am to 5:00 pm on Mondays, Wednesdays, and Fridays and 7:30 am to 4:00 pm on Tuesdays and Thursdays
 “Core” hours (for example, 11 am - 3 pm) during which all staff, including those on flextime schedules, must be present at the workplace
 A staff member works from 6:30 am to 3:00 pm two days per week during a sport season to be able to coach a high school team in the afternoons
 A staff member works from 10:00 am to 6:30 pm to have uninterrupted time for computer programming in the evening when other employees have left the office
 A staff member who has meetings with students in the evenings comes to work later in the morning on the following days

What issues need to be considered regarding Flextime?

 The position must be suitable for Flextime--- The position's duties and responsibilities must be able to be performed on a Flextime schedule and the terms of the Memoranda of Understanding for Exempt and Non-exempt staff must support Flextime for this position.
 The employee must be eligible for Flextime--- The supervisor must consider the employee to be in good standing, must have given the employee positive performance reviews, and must believe the employee is full capable of managing a Flextime schedule.
 There should be a plan to maintain good communication with co-workers and customers.
 There should be arrangements for personal security if Flextime hours are well outside the standard work day.
 The duration for Flextime schedules can be for long term, short term, on a temporary basis, or as a pilot/test program.

How can I request Flextime?

 Consider whether your position is suitable for Flextime.  Review the latest, written version of your position description.  Consult the Memorandum of Understanding for Exempt or Nonexempt staff depending on your position.
 Consider whether you are eligible for Flextime.  Review your past performance review documents to help you gauge whether your supervisor will consider you eligible for Flextime.
 Answer the questions provided in the Conversation Guide for Employees and the Conversation Guide for Both Employees & Supervisors (http://www.studentaffairs.umd.edu/work-life#/conversation-guides-for-emp...)
 Draft a proposed schedule and outline a timeframe, whether short-term or long-term.
 Talk to your supervisor in person about your interest in a Flextime schedule discussing the suitability of your position, your eligibility, and your circumstances both at work and outside of work.
 Continue with in-person dialog with your supervisor about your interest in Flextime.

What if my supervisor does not approve Flextime for me?

 It is a supervisor's right and responsibility to make decisions in the best interest of the organization which may be different from what any one employee wants.
 Ask if your supervisor considers your position suitable for Flextime.
 Ask if your supervisor considers you eligible for Flextime.
 Ask the reason why your request was denied at this time, and explore ways to change any of the obstacles.  If you don't understand, ask for more information.

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PART-TIME WORK

What is part-time work?

Part-time work is any work that is less than 40 hours per week year round.  The most common part-time arrangement is a 20 hour or 30 hour work week, year round.  But part-time work can also be a 40 hour work week schedule for only 9 or 10 months of the year.

What are the benefits of part-time work?

 If the organization has work to be done which does not require 40 hours per week to do, the organization can get the work done but only pay the appropriate salary for it.
 The organization has sufficient staff during high peak periods but does not need to keep unnecessary staff year round.
 Reduced absenteeism because staff can tend to their personal obligations outside of work time.
 Retain valued staff who want part-time employment.
 Staff members can devote more time to other interests and areas of their lives (for example, parenting roles, eldercare, or continuing education)

What are some examples of part-time work?

 Working 50% time (20 hours per week) four hours per day for five days
 Working 75% time (30 hours per week) six hours per day for five days
 Working the required hours (for example, 20 or 30 hours) over three days with two days off
 Working for 9 1/2 months with summers off or working 9 1/2 months with one department and working for another department for the remaining time
 Job Sharing is a form of part-time work where two employees share the responsibilities of one full-time position with each working part-time

What issues need to be considered regarding part-time work?

 The position must be suitable for a part-time schedule, in other words, the position must be able to be performed on a part-time schedule. The position's duties and responsibilities may need to be modified to make it suitable for a part-time schedule.
 If an employee works less that 50% time, the employee may not be eligible for health insurance benefits.
 For a state funded unit, a request to increase a part-time position back to full-time needs approval from the University's budget office.  For a self-support unit, a request to increase a part-time position back to full-time needs documentation through the Division's budget process.
 Temporary and long term arrangements can be implemented.
 A Job Sharing arrangement may be crafted with one person holding the formal "job line" at a part-time level and another person on a contract/contingent category. Typically, only the employee in the line position has benefits and the other employee is on a contract without benefits. However,  the employer may choose to provide benefits to th employee on contract at an added expense.
 The leave earnings and credit towards retirement are adjusted based on how much time the employee works.

How can I request a part-time schedule?

  Consider whether your position is suitable for part-time.  Review the latest, written version of your position description.  Consider how you might suggest any restructure or reduction in your duties and responsibilities. Consult the Memorandum of Understanding for Exempt or Nonexempt staff depending on your position.
 Consider whether you are eligible for part-time.  Review your past performance review documents to help you gage whether your supervisor will consider you eligible for a schedule adjustment to part-time work.
 Answer the questions provided in the Conversation Guide for Employees and in the Conversation Guide for Both Employees and Supervisors  http://www.studentaffairs.umd.edu/work-life#/conversation-guides-for-emp...
 Draft a proposed job description that fits your desired work schedule and consider the desired timeframe, whether short-term or long-term.
 Talk to your supervisor in person about your interest in a part-time position the suitability of your position (specifically, the duties and responsibilities of your position and how work in the department could be accomplished in a different way), your eligibility, and your circumstances both at work and outside of work.  If a job share arrangement is desired, discuss the arrangement in detail including the possible other individuals who could be involved.
 Continue with in-person dialog with your supervisor about your interest in part-time work.

What if my supervisor does not approve a part-time schedule for me?

    It is a supervisor's right and responsibility to make decisions in the best interest of the organization which may be different from what any one employee wants.
    Ask if your supervisor considers your position suitable for part-time work.
    Ask if your supervisor considers you eligible for part-time work.
    Ask the reason why your request was denied at this time, and explore ways to change any of the obstacles.  If you don't understand, ask for more information.

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WORKING PART-TIME PRIOR TO RETIREMENT

What is working “part-time prior to retirement”?

Working “part-time prior to retirement” (PTPR) is not new; rather it is another context for using a part-time work arrangement.   Part-time prior to retirement specifically refers to an arrangement whereby a full-time staff member nearing retirement works a part-time schedule for a period before retiring.  

PTPR is like any other part-time arrangement.  Part-time work is any work that is less than 40 hours per week year round.  The most common part-time arrangement is a 20 hour or 30 hour work week, year round.  Part-time work can also be a 40 hour work week schedule for only 9 or 10 months of the year.

What are the benefits of working “part-time prior to retirement”?

Employees nearing retirement can phase into retirement gradually
Employees considering retirement can prepare personally for retirement
Experienced employees can have time to transfer essential work/institutional knowledge
Organizations have time to develop legacy planning for the organization  
Special projects or initiatives outside of the organization’s normal operations can be pursued
If there is a hiring freeze or if replacing a retiring employee will take a long time, organizations can offer a part-time arrangement to the employee who is ready to retire so that the organization is not short-staffed during a hiring freeze or during a position vacancy

What are some examples of working PTPR?

PTPR is just like any other part-time arrangement.  Examples include, but at not limited to:

Working 50% time (20 hours per week) four hours per day for five days
Working 75% time (30 hours per week) six hours per day for five days
Working the required hours (for example, 20 or 30 hours) over three days with two days off
Working for 9 1/2 months with summers off or working 9 1/2 months with one department and working for another department for the remaining time

What issues need to be considered regarding PTPR?

The position must be suitable for a part-time schedule--- The duties and responsibilities of the position must be “suitable” for a part-time arrangement.  In other words, the job must be able to be performed on a part-time schedule. The position's duties and responsibilities may need to be modified to make it suitable for a part-time schedule.
The employee must be considered eligible for part-time work by the supervisor--- The employer must consider the employee “eligible” for this flexible work arrangement based on past work performance and formal performance reviews.  
The position must be at the 50% level or higher for the employee to receive health insurance benefits.
For a state funded unit, a request to increase a part-time position back to full-time needs approval from the University's budget office.  For a self-support unit, a request to increase a part-time position back to full-time needs documentation through the Division's budget process.  The supervisor may or may not be willing and able to reverse this employee back to full-time if requested or necessary for the organization.  
The duration of the arrangement is ultimately at the discretion of the supervisor.
Leave earnings, the amount of the State’s contributions to an employee’s pension or retirement plan, and the calculation of service years towards retirement (and eligibility for health insurance in retirement) are pro-rated based on how much time the employee works.   For example, if an employee is working 50% time, a year at that level would amount to a half-year service credit.  Consultation with University Human Resources is advised for specific information.
If an employee is in the State Retirement Pension System, a reduction in an employee’s work schedule and consequent reduction in salary may affect the calculation for their “highest average salary” for retirement.  The highest average salary is calculated as the average of the three or five highest consecutive earning years (depending on the employee’s start date).  The pension calculation is not based on the employees last years of employment, rather it is based on the years with the highest salary.  Consultation with University Human Resources is advised for specific information.
An employee should consider topics such as health insurance, annual and sick leave balances, and financial issues such as pension amounts or retirement savings balances as well as other topics when deciding when to retire.  Consultation with University Human Resources is advised.

How can I request to work PTPR?

Consider whether your position is suitable for part-time.  Review the latest, written version of your position description.  Consider how you might suggest any restructure or reduction in your duties and responsibilities.  Consult the Memorandum of Understanding for Exempt or Nonexempt staff depending on your position.
Consider whether you are eligible for part-time.  Review your past performance review documents to help you gauge whether your supervisor will consider you eligible for a schedule adjustment to part-time work.  Review your official years of service with UHR.  Do the personal work regarding your own finances and life outside of work.
Reflect on and answer the questions provided in the Conversation Guide for Employees and in the Conversation Guide for Both Employees and Supervisors.
Draft a proposed job description that fits your desired work schedule and consider the timeframe you are thinking about, whether short-term or long-term.
Talk to your supervisor in person about your interest in working PTPR, the suitability of your position (specifically, the duties and responsibilities of your position and how work in the department could be accomplished in a different way), your eligibility, and your circumstances both at work and outside of work, particularly your specific plans and dates for retirement.  Continue with in-person dialogue with your supervisor about your interest in working PTPR.

What if my supervisor does not approve a working PTPR arrangement for me?

It is a supervisor's right and responsibility to make decisions in the best interest of the organization which may be different from what any one employee wants.

 
COMPRESSED WORK

What is compressed work?

Compressed work is a work schedule where an employee works a standard 80-hour pay-period in fewer than 10 workdays.

What are the benefits of compressed work?

Staff can pursue other aspects of their lives during those times of the day when they are most likely to be available
Coverage for the office is available longer than 8 hours in a business day

What are some examples of compressed work?

Four 10-hour days: working 40-hours over four days in a work week with a fifth day off
Four 9-hour days and one 4-hour day: working 36 hours over four days and working the fifth day for only 4 hours
Working 45 hours in the first week of the pay period (9 hours for five days) and 35 hours in the second week of the pay period over four days with one week-day off.  (This type of schedule is only available for exempt staff because nonexempt staff may not have a permanent schedule requiring more than 40 hours in one week.)

What issues need to be considered regarding compressed work?

Whether a position is an exempt or nonexempt position is critical in determining whether a compressed work schedule is suitable.
Nonexempt positions may not be regularly scheduled for more than 40 hours in a week.  Therefore, non-exempt positions may not have a compressed work schedule which requires more than 40 hours of work in a week.
Compressed work is permissible for exempt staff because they may work more than 40 hours in a week without restrictions.  However, nonexempt staff, may not work beyond 40 hours per week in a permanent schedule basis.
Exempt employees are expected to work the hours necessary to complete assignments on a schedule that satisfies the requirements of the job. Therefore, exempt staff cannot merely count their hours and decide they don’t need to work anymore. Many exempt staff routinely work more than 40 hours per week and are ineligible to earn overtime.  It is important to understand that one of the employment conditions for full-time work is working 40 hours per week.

How can I request compressed work?

Consider whether your position is suitable for compressed work.  Review the latest, written version of your position description.  Consult the Memorandum of Understanding for Exempt or Nonexempt staff depending on your position.
Consider whether you are eligible for compressed work.  Review your past performance review documents to help you gauge whether your supervisor will consider you eligible for compressed work.
Answer the questions provided in the Conversation Guide for Staff and in the Conversation Guide for Both Employees and Supervisors. http://www.studentaffairs.umd.edu/work-life#/conversation-guides-for-emp...
Draft a proposed compressed work schedule and time frame whether short-term or long-term.
Talk to your supervisor in person about your interest in a compressed work schedule, the suitability of your position (specifically, the duties and responsibilities of your position and how work in the department could benefit from you working a compressed work schedule), your eligibility, and your circumstances both at work and outside of work.
Continue with in-person dialog with your supervisor about your interest in compressed work.

What if my supervisor does not approve of compressed work for me?

 It is a supervisor's right and responsibility to make decisions in the best interest of the organization which may be different from what any one employee wants.
 Ask if your supervisor considers your position suitable for compressed work.
 Ask if your supervisor considers you eligible for compressed work.
 Ask the reason why your request was denied at this time, and explore ways to change any of the obstacles.  If you don't understand, ask for more information.

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TELEWORK

What is Telework?

Telework is doing the same work normally performed at the workplace but doing it at home (or at other location away from the office) usually using telecommunications and computers.  Some people call it "telecommuting" but we prefer to focus less on commuting and more on working!

Telework is not the professional practice of occasionally working at home after hours (for example, to catch up on email).

Remote work is a specific type of Telework.  Remote workers use their home or other remote work location as their primary work location and they are rarely in the organization's workplace.
 

What are the benefits of Telework?

Greater work efficiency and productivity due to uninterrupted work time.
Reduced traffic congestion and parking needs.
Supports continuity of operations plans - organizations that are experienced with Telework on a regular basis can rely on it in emergencies that prevent access to the workplace.
Staff save time and money due to reduced commutes.
Reduced carbon dioxide emissions and pollution due to reduced commutes.
Staff may be more involved in their neighborhoods, schools, and communities during the time they would have been commuting and if they can Telework at other times during the day
Reduced cost of after- and/or before-school care for older children. (However, staff cannot care for babies or children needing more care when they are working)

What are some examples of Telework?

Regularly scheduled Telework:
Working from home every Tuesday (weekly Telework).
Working from home every other Friday (Teleworking once per pay period/every two weeks)

As-needed or occasional Telework:
Working from home on a day when an appliance is being delivered and installed in the home.

How do I know if I can Telework?

1.)  Your position must be suitable for Telework. 

Know whether your are in an Exempt or Non-exempt position.  The distinctions between Exempt or Non-exempt positions are fundamental. 
Consult the Memorandum of Understanding (MOU) for Exempt or Nonexempt staff.  Telework is not mentioned in the current Collective Bargaining Nonexempt MOU and, therefore, formal Telework arrangements tend not to be created for Nonexempt employees.  However, “Telecommuting” is specifically identified as a work option in the Exempt MOU. 

Review the written version of your position description to fully understand all of the duties and responsibilities of your position.  To be suitable for Telework, some of the position's duties and responsibilities as documented in the position description must be able to be performed remotely.  Some examples include writing, researching, and planning.  By contrast, positions which include significant customer contact that requires the employees to be on-site for significant portions of every day are not suitable for Telework.

 2.)  You must be eligible for Telework

Your supervisor must consider you to be in good standing, must have given you positive performance reviews, and must believe you are fully capable of Teleworking.

  
What other issues need to be considered regarding Telework?
If an employee is injured in the course of doing his or her job, including if the employee is teleworking, the employee may be eligible for Workers Compensation.
Employees are responsible for having an appropriate work area when teleworking--- free from hazards to the employee or any equipment. The department is not responsible for costs associated with the worksite.
Employees are expected to ensure the confidentiality and security of all information and data they are working with particularly sensitive information such as University ID numbers, social security numbers, or other personnel data.
Whether the employer or the employee will provide a computer or other equipment should be determined as part of the telework agreement.  Employees interested in teleworking should assume they will be responsible for having the computer and other necessary equipment.
Expenses for office supplies should be discussed prior to finalizing the telework arrangement and prior to any purchase. 

How can I request Telework?

Consider whether your position is suitable for Telework:  Know whether your are in an Exempt or Non-exempt position and consult the Memorandum of Understand for Exempt or Nonexempt staff.  Review the written version of your position description to fully understand all of the duties and responsibilities of your position.  If a job's duties and responsibilities can be carried out away from the workplace just as well as at the workplace, that position is more likely to be allowed to telework. However, if a job's duties and responsibilities must be performed on site that position is not likely to be allowed to telework.  Employees must be familiar with their current job description prior to engaging in conversations about telework. Staff members who do not have a current copy of their job description are encouraged to ask for one. Conversations (not merely written correspondence) between supervisors and employees is strongly recommended.

Consider whether you are eligible for Telework.  Review your past performance review documents to help gauge whether your supervisor will consider you eligible for Flextime

Draft a proposed schedule and time frame (short or long-term).
Talk (in person) to your supervisor in person about your interest in a Telework arrangement discussing the suitability of your position, your eligibility, and your circumstances both at work and outside of work.
 Continue with in-person dialog with your supervisor about your interest in Telework.
Answer the questions provided in the Conversation Guide for Staff (hyperlink).
Answer the questions provided in the Conversation Guide for Staff and Supervisors (hyperlink).
Staff members whose job duties involve interacting on a face-to-face basis with members of the campus community (e.g., providing healthcare, counseling services, or receptionist duties) or performing work with the physical structures of campus (e.g., doing maintenance, housekeeping, or preparing or serving food) do not have positions that are conducive to telework. However, if they also perform some duties that can be done off-site, they may be allowed to telework for that aspect of their job. For example, if an employee with on-site duties and responsibilities regularly spends 10-20% of his/her time, reviewing records, developing schedules, etc. then that employee may be permitted to telework once a week or once a pay period to conduct those job duties that can be performed off-site.

What if my supervisor does not approve of Telework for me?

It is a supervisor's right and responsibility to make decisions in the best interest of the workplace and that may be different from what any one employee wants.
Ask if your supervisor considers your position suitable for telework.
Ask if your supervisor considers you eligible for telework.
If you don't understand, ask for more information.

Maryland's Telework Law, Effective October 1, 2013

In March 2013, the Maryland General Assembly passed "Teleworking – Statewide Program and Goals", which increased the goal of Executive Branch employees who telework from 10% (mandated in 1999) to 15% of eligible employees, effective October 1, 2013. 

The law requires the Department of Budget and Management to establish a statewide telework program and adopt statewide policy and guidelines for the program.  

The State of Maryland's Department of Budget & Management provides many resources for employees and supervisors regarding telework.
http://www.dbm.maryland.gov/employees/Pages/telework/teleworkHome.aspx

Teleworking Agreement
Agency Teleworking Implementation Manual
General Telework Requirements
Maryland State Agency Telework Coordinators
Maryland State Employees Telework Work Plan
Remote Workplace Self-Certification Checklist
State Telework Program- Evaluation Form
Suggestions for Setting Up the Home Office
Supervisor's Teleworking Manual
Teleworker Eligibility Checklist
Telework Policy
Telework Work Schedule
Teleworker's Manual

University System of Maryland, Policy and Procedure on Telework, April 3, 2012

In April 2012, the Chancellor of the University System of Maryland signed a policy for all USM Office employees permitting telework under appropriate circumstances where the position is suitable, the employee is eligible and schedules, procedures, and conditions have been arranged and approved.

http://www.usmd.edu/usm/adminfinance/humanresources

Conversation Guides for Employees & Supervisors

Conversation Guides for Discussing Work-Life Options

Do you need some support whether inside or outside of work?
Do you want to provide support to an employee?
Get ready to collaborate, engage, and innovate!
Together we can create understanding, respectful, and flexible work environments!

When considering changes or adjustments to improve work-life balance, conversations between employees and supervisors are essential.

These Conversation Guides will spark conversation, help you clarify issues, encourage you to consider the broader effects of work-life practices, and facilitate solutions that will be mutually beneficial.

The following Conversation Guides are provided below:

  • Conversation Guide for Employees
  • Conversation Guide for Supervisors
  • Conversation Guide for Both Employees and Supervisors

Conversation Guide for Employees

  1. Identify My Situation.  What do I need to feel supported both inside and outside of work?  What are the challenges I am having?  Where are the barriers I am experiencing?  What would help me be even more dedicated, productive, and satisfied?
  2. Know My Job.  What are the duties and responsibilities of my position according to my formal job description document?  Is my supervisor familiar with my current position description?  What is my job classification:  Exempt staff not eligible for overtime or Nonexempt staff eligible for overtime?  Is my position suitable for what I may be seeking?
  3. Recognize My Performance Reviews.  What have my past performance reviews been like?  Have I received favorable reviews?  Will my supervisor consider me to be eligible for what I may be seeking? 
  4. Look For Examples.  Are there others in my work area, department, or in the Division of Student Affairs that may have a similar situation as me or have a work-life accommodation that interests me?  Are there helpful examples outside of my department or the university?
  5. Consider Others.  How might a work-life accommodation for me affect other members of the team in my work group or other work functions?  How will this affect my customers/stakeholders?  What needs changing?
  6. Envision Benefits.  What might be the overall benefits for me and for the unit/department of a work-life accommodation?  What will be the evidence that an accommodation is a good idea?
  7. Identify Needs.  What would I need in order to accomplish my work if I have some sort of work-life accommodation?  Would I need equipment, resources, training and/or administrative procedures?
  8. Think Through Issues/Expectations.  What issues need to be resolved to accomplish this?  Are there fairness or transparency issues?  What are my expectations?  What will be expected of me?
  9. Consider Timeframe.  What timeframe is appropriate?  Can I consider a “trial period” for a month or semester?  Can this be temporary?
  10. List Questions.  What questions do I have regarding my situation and work-life accommodations?  What do I need to understand?

 

Conversation Guide for Supervisors

  1. Understand the Employee's Situation. According to the employee, what is needed to feel supported both inside and outside of work?  What are the employee's challenges and barriers?  What would help does the employee as for in order to be even more dedicated, productive, and satisfied?
  2. Know the Job.  What are the duties and responsibilities of the employee's position according to the formal job description document?  What is the job classification:  Exempt staff not eligible for overtime or Nonexempt staff eligible for overtime?  Is the position suitable for a work-life accommodation?  Why or why not?
  3. Review Performance Reviews.  What have the employee's past performance reviews been like?  Has the employee received favorable reviews?  Do I consider the employee  eligible for a work-life accommodation?
  4. Look For Examples.  Are there other supervisors in the work unit, department, or in the division that may have a similar situation or may be supporting an interesting work-life accommodation?  Are there interesting examples outside of the department or the university?
  5. Consider Others.  How will a different work arrangement affect the employee's co-workers, the overall team, work functions, customers/stakeholders?  
  6. Envision Benefits.  What will the overall benefits of a different work arrangement for the employee and for the unit/department particularly regarding worker productivity and accomplishment of work for the individual and the work team?  What will be the evidence that an accommodation is a good idea?
  7. Identify Needs.  What are the potential costs and savings expected?  If considering telework, what level of funding is required to provide equipment and support?  What other resources are needed?  Can I ensure that the work space and work environment are conducive to safe, effective work?
  8. Think Through Issues/Expectations.  What are the expectations regarding work assignments/objectives, work flow/organization, productivity/work quantity, performance/work quality, work time/duty hours, communication within the unit and with outside customers/stakeholders, and “face-time”/meetings?  Are there any other issues needing to be resolved?  How can this be made transparent to others in the work unit?
  9. Consider Timeframe.  What timeframe is appropriate?  For how long?  A “trial period”?  Temporary?
  10. List Questions.  What questions do I have regarding this situation and work-life accommodations?  What do I need to understand further?
     

Conversation Guide for Both Employees and Supervisors

  1. Understand the Situation.  Is there clear understanding regarding the situation and the employee’s status?  
  2. Know the Job.  Is there consensus regarding the position’s duties/responsibilities per the current position description?  Are there any current or pending deadlines or changes?   Are there constraints on this position?  Is there mutual understanding regarding the implications of the position’s classification (Exempt or Nonexempt)?  Is there consensus that the position is suitable for a work-life accommodation?
  3. List Options.  Is there mutual understanding regarding what is needed/wanted from the organizational perspective as well as from the employee perspective?  
  4. Is there agreement regarding which the essential functions/duties of the position, if any, could be done at non-traditional times and/or off-site?  Is there agreement regarding the essential functions/duties that must be done during specific hours and/or physically at the workplace?  
  5. Look For Examples.  What examples of other work-life accommodations can be discussed together?
  6. Consider Others.  Is there understanding regarding how a different work arrangement might affect co-workers, work functions, customers/stakeholders?  How will others’ needs be met?
  7. Envision Benefits.  Is there consensus about the benefits of a different work arrangement for the employee and for the unit/department particularly regarding worker productivity and accomplishment of work?  Is there agreement regarding the evidence of success for this work accommodation?  
  8. Identify Needs.  Is there full awareness of the expected costs & savings; the needed equipment, support, and resources; and the needs for a safe and effective work environment?
  9. Think Through Issues.  Is there agreement regarding the expectations for:
  10. Work assignments/objectives---  How will the work get done: location, equipment, technology, etc.?  How will privacy requirements and computer security issues be met?  
  11. Work flow/organization
  12. Productivity/work quantity
  13. Performance/work quality---  How will work performance be monitored?  How will any work-safety issues be resolved?
  14. Work time/duty hours--- How will the employee be held accountable for my work hours recorded off-site?
  15. Communication within the unit and with outside customers/stakeholders-- When not in the  office, how will the employee be accessible (phone, email, web cam, etc.)?  What is the preferred way to contact the employee?  Who should be contacted if the employee is unreachable? If working away from my work site, how will the employee access needed information?   Where/how will critical information that may need to be accessible to others be available?
  16. “Face-time”/meetings--- When will the employee need to be present at the work site to address urgent business needs? How much notice will be required?  Will the employee need to be present at work for certain meetings, or can other arrangements be made to enable the employee to participate when/if needed?
  17. Transparency-- Is there acceptance that this will be a transparent accommodation?  
  18. Consider timeframe. What timeframe is appropriate?  Starting when?  For how long?  A “trial period”?  Temporary?   contingency--- What is the contingency plan if the planned changes at work need to stop for a short term or long term period (i.e., if the employee needs to return to a normal work schedule, or needs to change the flexible work arrangement)?
  19. List Questions.  What other questions are there regarding this situation and work-life accommodations?  What else needs to be understood or discussed?  

Retirement

Retirement . . . .a process to move towards and into and through

  • Save for retirement-- Start early! But if you haven't, start now!
  • Plan for retirement-- Be sure to consider the non-financial aspects (which include personal values, areas of interest, family, etc.) by attending one of our retirement readiness workshops listed below or clicking the link to see the presentation
  • Learn about retirement-- Check out our resource list and participate in information sessions offered by University Human Resources
  • Explore retirement options- perhaps consider a phased retirement which includes part-time work.  See more about working part-time prior to retirement under Flexible Work Arrangements/Part-Time
  • Develop your legacy-- Be intentional about succession planning at work and involve your supervisor
  • Seek happy and satisfied retirees and find out what you can have in common with them!

 

 

 

 

 

 

 

Contact Work-Life Consultants for Help

Do you need help with a Work-Life situation?  Contact any Student Affairs Work- Life Consultant.  These staff members are trained on the various resources and options available to support Work-Life in Student Affairs.  They can provide input to you as you think about what you want and need to enhance your own work-life situation and can refer you to resources.  A consultant does not take the place of your supervisor and does not have the authority to approve or disapprove work-life solutions.

Feel free to contact any work-life consultant, whether in your same department or in another department.  If you are unsure about which consultant to contact, email the Student Affairs Work-Life Steering Committee at sawork-life@umd.edu explaining your work-life situation and we will help you. 

 

Jenna Beckwith, University Health Center
301-314-8130, jbeckwit@umd.edu 

Jenna Beckwith

I have been part of the Work-Life Committee for more than two years and have seen the great benefits and investment the Division has in our work-life balance, job satisfaction and overall wellbeing.  I joined the consultant’s network because I am eager to share this information with others and to assist them in finding solutions that best meet their work-life needs and responsibilities. I am most skilled in preparing colleagues for work-life accommodation proposals and conversations with supervisors.

 

Cassandra Lytle, Counseling Center, Disability Support Services
301-314-7209, clytle@umd.edu 

Cassandra Lytle

With all of our competing priorities both at work and at home I think it is important for each of us to consider what work-life integration means to us and how to achieve it. Over the past couple of years I have been fortunate enough to telework and use tuition remission and I am eager to help others find their own work-life solutions.

 

Mary Kate Sullivan, Campus Recreation Services
301-226-4424, mksully@umd.edu

Mary Kate Sullivan

My motivation to become a work-life consultant comes from the support I have received to return to school. I have utilized tuition remission benefits and flextime in order to make earning another degree fit in with my career plans and I want to provide support to others who are considering returning to the classroom. 

 

Colleen Thompson-Bynum, Department of Transportation Services
(301) 314-1297, ctbynum@umd.edu

Coleen Thompson-Bynum

I became a work-life consultant because I think that the Work-Life initiative in Student Affairs is awesome.  Helping employees find the balance between work life and home life is very beneficial in fostering successful employees. 

 

Laura Tan, Department of Resident Life
301-314-4604, lauratan@umd.edu

Laura Tan

I am excited to serve as a work-life consultant because of the opportunity it gives me to serve my colleagues within the Division of Student Affairs.  As a consultant, I can provide a listening ear and a helping hand to those who are navigating work-life issues or concerns.

 

Joan Bellsey, Faculty Staff Assistance Program
301-314-8099, bellsey@health.umd.edu

Joan Bellsey

Becoming a  work-life consultant seems  a natural extension of my work as the Assistant Coordinator of the Faculty Staff Assistance program. My goal as counselor is to enhance job performance and help employees achieve wellness in their work and home life. Being a Work-Life consultant provides with me with another opportunity to  help the University employees enhance the quality of their lives.

 

 

Heidi K. Biffl, Fraternity and Sorority Life
301-314-7780, hbiffl@umd.edu

 

Chris Garcia, Residential Facilities
301-314-3486, garcia@umd.edu

Chris Garcia

While not every work-life option is available to every division employee, a reasonable short term solution to a temporary difficulty can often work to everyone’s benefit.  If I can help all sides find a win-win, that makes my day. 

 

Steering Committee Members

Contact us with any questions or concerns!

Brooke Supple, Office of the Vice President for Student Affairs &
Maria Lonsbury, Office of the Vice President for Student Affairs
(Co-Chairs of the Student Affairs Work-Life Steering Committee)
Sean Ballantine, Department of Residential Facilities
Shirlene Chase, Department of Dining Services
Nora Czumak, Adele H. Stamp Student Union, Center for Campus Life
Brent Flynn, Department of Recreation and Wellness
Laura Tan, Department of Resident Life
Cassy Lytle Wierzbolowicz, Counseling Center