Employment Policies

Discrimination, Harassment and Sexual Misconduct Policy and Procedures

Discrimination, Harassment and Sexual Misconduct Policy and Procedures

Americans With Disabilities Act

The Americans with Disabilities Act (ADA) and Fair Employment & Housing Act (FEHA) requires an employer to provide a reasonable accommodation for individuals with disabilities, unless it would cause an undue hardship to the College. A reasonable accommodation may include changes in the work environment or on the way a job is performed that enables a person with a disability to enjoy equal employment opportunities.

If you require an accommodation, you must inform the Director of Human Resources that there is a need for an adjustment or change at work for a reason related to a disability. The College will process requests for reasonable accommodation and will provide reasonable accommodations where appropriate, in a prompt and efficient manner in accordance with the College’s Interactive Process procedures.

Last updated 6/1/12

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Background Investigation Policy for Staff Positions

Finalists for Staff Positions

Post-offer background investigations are required for all regular staff positions and certain long-term temporary or interim assignments. Finalists for all staff positions will undergo a background investigation. Employment is contingent upon satisfactory results.

• The hiring supervisor will contact the finalist’s professional references to conduct reference check.
• Only Human Resources can issue an offer of employment for staff positions.
• Hiring supervisors should allow a 4-5 working days (and longer under certain circumstances) for the background investigation to be completed.

Promotions and Department Transfers

Employees who transfer or promote into College assignments listed below may have a new background investigation completed before starting this new job. Admission, College Advancement, Dean of Faculty, Dean of Students, Facilities, Financial Aid, Human Resources, Information Technology (including Audio/Visual), Institutional Research, Mail Center, President’s Office, Registrar’s Office, and Treasurer’s Office.

Last Updated: 9/19/19

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Emergency Salary Advance Policy

Purpose/Overview

Requests for salary payments in advance of any normal pay period may be granted only on an emergency basis and after an employee has exhausted all other options or available recourse. Salary advances will be granted no more than once in any fiscal year.

Definitions

“Emergency” is defined for this purpose as an unforeseen event involving medical, life or safety situations beyond an employee’s control, or loss of housing involving the employee or the employee’s dependents who reside with the employee.

Procedures

• If disapproved, the Director of HR will notify the supervisor and explain the reason(s) why.
• The Director of HR, in consultation with the VP for Administration/Treasurer, will review the recommendation and approve or disapprove the request, based on the criteria contained in the first paragraph of these guidelines and funding availability
• An employee will submit a written request to her/his supervisor, indicating the nature of the emergency and the requested salary advance amount (for faculty members, the supervisor is the VP/Dean of the Faculty.) The requested amount shall not exceed 75% of the anticipated net regular pay on the next paycheck, up to a maximum of $2,500. The supervisor may confirm the eligible amount with Human Resources (HR).
• If the supervisor agrees that a salary advance is warranted, based on the definition of “emergency” above, he/she shall send the employee’s written request to HR recommending approval and explaining the reasons for the recommendation.
• If approved, the Director of HR will notify the supervisor and the employee will be asked to complete a “Salary Advance Request and Payroll Deduction Form” and submit it to the HR Office.
  1. The “Salary Advance Request and Payroll Deduction Form” will be forwarded to the Claremont University Consortium (CUC) Payroll Office for processing.
  2. The employee will pick up the salary-advance check in person from the CUC Payroll Office upon being notified that it is ready (usually within one to two days of the submission of the request to Payroll).
• If the employee terminates prior to repayment of the salary advance, the full remaining balance becomes immediately due.

Last updated: 10/17/08

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Employment At-Will

The staff and faculty handbooks are not intended as, and shall not be considered a contract of employment. Regardless of any other representations, except for that indicated in the next paragraph, the employment relationship between employees and the College is at-will. This means that you, and likewise the College, may end the relationship at any time with or without cause, with or without notice, unless otherwise prohibited by law.

No employee or representative of the College, other than the President of the College, has authority to enter into an agreement for employment for any specified period of time or to make any agreement that is contrary to the at-will employment relationship. Further, the President may not alter the at-will nature of the employment relationship except specifically in a written agreement signed by the President and the employee.

Your employment conditions and status are subject to change at any time. Your position, hours, pay, duties, etc., may be reduced, increased or otherwise changed at any time at the College’s discretion. The College, consistent with its at-will employment status, reserves the right to use discretion in deciding when and how discipline is imposed. No formal system, procedure or proof of cause is required.

Last updated 03/08/2021

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Employment Verifications Policy

Purpose/Overview

To confirm or provide employment information to third parties for current or former employees of the College.

Definitions

Current and former employees: include regular and long-term temporary staff and faculty working full-time or part-time, and student or temporary employees.

Long-term temporary employees: employees in temporary staff assignments of generally 12 months or more, or employees in temporary faculty assignments of at least one semester.

Short-term temporary employees: employees in temporary staff assignments of less than 12 months.

Third parties: include but are not limited to individuals seeking employment information on behalf of loan lenders, government agencies, and prospective employers.

Procedure/Policy

Requests will be directed to the Human Resources office in writing, by telephone or in person. Information will generally be provided within 48 hours of the receipt of the request, with the possible exception of verification for former employees from five years prior or more whose records are in storage. Verifications for employees whose records are in storage may take 2-4 days to process.

Authorization for Release of Information

An authorization for release of information signed by the employee or former employee is required when a third party is requesting employment information. This release must be provided in writing to Human Resources. No authorization for release of information is needed when a third party is asking to confirm information previously provided by the individual to the third party, or when the third party requires a “yes” or “no” confirming if the individual is currently employed.

Information Released

Regular and long-term temporary employees. When a written authorization is provided or when the third party is confirming previously obtained information, employment information released is limited to the employee’s title(s), department(s), full-time or part-time status, regular or temporary status, dates of employment, and earnings.

Records Retained

For written requests for regular or long-term temporary staff and faculty, a copy of the request and the information provided will be retained in the employee’s personnel file. Written requests for temporary or student employees will be retained in the general office files of the Human Resources Office. No record is kept for employment verifications provided by telephone.

Responsibility

 The Human Resources office has responsibility for providing employment verifications for current and former employees as outlined above. The Office of the Dean of Faculty is responsible for providing verifications for current and former faculty on academic matters.

Turnaround Time

Most requests will be processed within 48 hours or less of receipt of the request. A delay may occur when verifying the information for former employees whose information is in storage.

Last updated: 9/1/15

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Equal Opportunity and Affirmative Action

The College, and The Claremont Colleges, hire and promote individuals on the basis of their qualifications and abilities to perform the requirements of their positions. The College provides equal employment opportunities to all employees and applicants without regard to race, color, religious creed, sex, national origin, ancestry, citizenship status, pregnancy, childbirth, physical disability, mental disability, age, military status or status as a Vietnam-era or special disabled veteran, marital status, registered domestic partner or civil union status, gender (including sex stereotyping and gender identity or expression), medical condition (including, but not limited to, cancer related or HIV/AIDS related), genetic information, or sexual orientation in accordance with applicable federal, state and local laws. This policy applies to all terms and conditions of employment, including, but not limited to, hiring, placement, promotion, termination, layoff, recall, transfer, leave of absence, compensation and training.

Consistent with applicable state and federal laws, The College does not discriminate in the administration of its admission policies, educational policies, scholarship and loan programs, athletic and other College-administered programs and employment policies.

Last updated 6/1/12

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Immigration and Naturalization Act Compliance

As a result of the Federal Immigration Reform and Control Act of 1986, all offers of employment are conditioned upon satisfactory proof of a prospective employee’s identity and legal ability to remain and work in the United States. Pitzer College is required to complete and retain the appropriate documentation, and to coordinate the record-keeping requirements under the regulations.

If you are not a citizen of the United States, but have permission to work in this country, it is your responsibility to report any changes in your visa status to the Pitzer Human Resources office.

Last updated 6/1/12

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Introductory Performance Period and Evaluations

Supervisors review the job performance of staff members in accordance with the specific policies and procedures of the College.

Introductory Review Period

As a new staff member you will have an Introductory Review Period which is equal to three months from your date of hire for non-exempt positions and six months from the date of hire for exempt positions. At the end of this period you will provide your supervisor feedback regarding your accomplishments and any resources you may need to perform your work duties. Your supervisor will then provide you a written performance evaluation and will meet with you to discuss your performance in your new job.

Performance Evaluations

Performance Evaluations at Pitzer College take place annually. These evaluations are a two-way communication process during which goals are set and job requirements are defined or redefined. Your supervisor will inform you of your work performance strengths, and offer suggestions for improvement and development of job-related skills. As part of this evaluation process, you may be asked to self-evaluate your performance and suggest your own goals and objectives. You or your supervisor may request a performance evaluation at any time. If you would like to have your performance reviewed outside of the normal cycle, contact your supervisor or the Pitzer Human Resources Office.

Last updated 10/21/2019

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Job Listings and Announcements

Each of The Claremont Colleges is a separate employer and announces its own employment opportunities. At Pitzer College, staff and faculty employment opportunities are posted on the Pitzer website.

• Staff open positions are managed by the Pitzer College Office of Human Resources and Payroll Services.
• Faculty open positions are managed by the Pitzer College Office of the Dean of Faculty.

Announcements: Staff employment opportunities also are announced to all staff and faculty by email, multiple external job boards and social media accounts.

Promotions and Transfers: If you would like information about the promotion or transfer process for staff, please refer to the Promotions and Position Reclassification Policy under the Staff Handbook or contact the Office of Human Resources. Promotions and transfers generally are not permitted until after you have completed your Introductory Review Period.

Last updated: 10/21/2019

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Job Status

Eligibility for some policies, practices or benefits is determined by the classification of the position or number of hours an employee is scheduled to work:

Full -Time Status

Full-time status is defined as a regular schedule of 40 hours per week for 12 months annually.

Part -Time Status

Part-time status is defined as a regular schedule of less than 40 hours per week and/or less than 12 months.

Regular Status

You are considered to be of regular status if you are hired to work full- or part-time in an on-going position, with a regular schedule of hours, and is determined to be of regular status by the Office of Human Resources. Regular employees are eligible for employment benefits subject to the terms and conditions in the plan or policy documents.

Temporary Status

Your position is considered to be on temporary status if you are hired to work full- or part-time to fulfill a specific need related to workload and/or special projects for a limited time normally not to exceed 12 consecutive months, or as determined by the Temporary Employee Hiring Policy. Temporary employees are eligible for mandatory benefits such as workers’ compensation and California sick leave as applicable only, and may be eligible for medical insurance coverage if they meet the criteria under the Affordable Care Act (ACA). For more information on health benefits please refer to the Benefits Eligibility Statement on the Benefits Administration web page of The Claremont Colleges Services (TCCS).

Interim Status

Your position is considered to be interim status if you are hired to work full- or part-time to fill a regular staff position for a defined period of time. Interim employees are eligible for CORE health and welfare insurance benefits (medical, dental, vision, group life, etc.), paid observed holidays, California sick leave, vacation, and other limited benefits subject to the terms and conditions in the plan or policy documents. For more information on CORE benefits please refer to the Benefits Eligibility Statement on the Benefits Administration web page of The Claremont Colleges Services (TCCS).

On-Call or Occasional Status

An occasional or on-call position does not have a regular, pre-determined work schedule. There is no requirement that an occasional or on-call employee be available when called to work. The College makes no promise to provide a specific number, or any, hours of work. On-Call or occasional employees are eligible for mandatory benefits such as workers’ compensation and California sick leave as applicable only, and may be eligible for medical insurance coverage if they meet the criteria under the Affordable Care Act (ACA). For more information on health benefits please refer to the Benefits Eligibility Statement on the Benefits Administration web page of The Claremont Colleges Services (TCCS).

Exempt

Exempt positions satisfy at least one of the exempt duties tests and the exempt criteria as defined by federal and state wage laws. These positions are exempt (“do not qualify for”) overtime pay provisions of state and federal wage and hour laws.

Non-Exempt

Non-exempt positions are required, under applicable state and federal law, to be paid at least the minimum wage, and to receive premium pay for overtime hours worked. For information on premium pay, refer to the section below on Wage and Hour Standards.

Last updated 6/1/12

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Personnel Files

Reimbursement Expense Policy

Pitzer Expense Policy

Purpose/Overview

To provide a mechanism for eligible and qualified employees to move into either a higher/lower position or a higher/lower grade level within the same department. Reasons for promotion or reclassification are:

1. Essential duties and responsibilities have grown over time to meet department needs;
2. Essential duties and responsibilities have lessened over time to meet department needs (not related to a performance issue); or
3. Position vacancy due to departure of another employee, department reorganization, or creation of a new position due to department needs.

Definitions

1. Grade level: regular staff positions of the College are categorized into grades according to the level of knowledge, supervisory responsibility, operational responsibility and ingenuity necessary to perform the essential duties. The grading system used by the College was developed and is used by The Claremont Colleges.
2. Job analysis: the job description is reviewed and evaluated on the basis of the required knowledge, supervisory responsibility, operational responsibility, ingenuity, skills and abilities.
3. Regular staff positions: all positions with the exception of faculty, temporary or student positions.
4. Essential duties and responsibilities: the tasks and responsibilities that are the reason that the position exists, for which there is no one else or few people who can perform it without detriment to the operations of the department or College.
5. Eligible and qualified employee: employee meets all the minimum requirements for the higher/lower position. For a move to a higher position, the employee has had a satisfactory or higher performance evaluation during the previous 12 months or since the date of hire if employed for less than12 months.

Policy

A request for an analysis for possible promotion or position reclassification will be submitted to the Human Resources Office in writing by the Vice President who oversees the area in which the position exists.

The position analysis may be initiated by the Human Resources Office, the area Vice President, the supervisor, or the employee, however, analysis requests not initiated by Human Resources must be forwarded to the requester’s supervisor and submitted to Human Resources by the area Vice President.

Promotion or salary grade classification analysis requests may be initiated based on any of scenarios described below:

1. Position duties and responsibilities have grown over time to meet department needs.
2. Position duties and responsibilities have lessened over time to meet department needs (not related to a performance issue).
3. Position vacancy due to departure of another employee, department reorganization or creation of a new position due to department needs

Procedure

When position duties and responsibilities have grown over time to meet department needs:

1. The supervisor submits a request for a position analysis for possible promotion or reclassification to their Vice President. The request must outline the changes and the reason for the reclassification [The supervisor (not the employee) reviews and an updates the job description to reflect actual duties and responsibilities of the position].
   1. Prior to submitting the request, the employee discusses a change in duties and responsibilities with their supervisor to determine if there are sufficient grounds for a possible reclassification, and/or;
   2. The supervisor determines that there are sufficient changes to a current position’s essential responsibilities and duties to request a position analysis.
2. If the Vice President determines that there are sufficient changes to a current position’s essential responsibilities and duties to request a position analysis, he/she submits such a request to the Director of Human Resources.
   1. Human Resources conducts a job analysis to determine if the position should be reclassified at a higher grade level.
   2. Human Resources conducts a salary analysis to determine if the position should be considered for additional compensation.
3. Analysis information is provided to the Supervisor, Department Head and Area Vice President.
4. Supervisor requests to corresponding Department Head and Vice President approval for position reclassification, and if applicable, may also request additional funds for a salary increase.
   1. Salary increases must be approved by the President, in consultation with the Treasurer.
5. When position duties and responsibilities have lessened over time to meet department needs:
   1. The supervisor submits a request for a position analysis for possible demotion or reclassification to their Vice President. The request must outline the changes and the reason for the reclassification [Supervisor (not employee) reviews and an updates the job description to reflect actual duties and responsibilities of the position].
      1. Prior to submitting the request, the employee discusses a change in duties and responsibilities with their supervisor to determine if there are sufficient grounds for a possible reclassification, and/or;
      2. The supervisor determines that there are sufficient changes to a current position’s essential responsibilities and duties to request a position analysis.
   2. If the Vice President determines that there are sufficient changes to a current position’s essential responsibilities and duties to request a position analysis, he/she submits such a request to the Director of Human Resources.
      1. Human Resources conducts a job analysis to determine if the position should be reclassified at a lower grade level.
      2. Human Resources conducts a salary analysis to determine if the position should be considered for a salary reduction.
   3. Analysis information is provided to the Supervisor, Department Head and Area Vice President.
   4. Supervisor requests to corresponding Department Head and Vice President approval for position reclassification, and if applicable may also request a salary reduction
   5. Salary decreases must be approved by the President.
6. Position vacancy due to departure of another employee, department reorganization or creation of a new position due to department needs:
   1. Open position must be approved by the President prior to filling internally.
   2. Employee requests to Supervisor consideration for promotion into the vacant position.
   3. Supervisor reviews employee’s qualifications and past performance for eligibility for promotion.
   4. Supervisor submits request to Department Head and Area Vice President with written justification including employee’s qualifications and past performance for eligibility for promotion, if applicable, may also request additional funds for a salary increase.
      1. Salary increases must be approved by the President, in consultation with the Treasurer.
   5. Area Vice President submits approved promotion or position reclassification with the effective date, and documented salary approval to HR office for processing.
   6. If promotion or position reclassification is approved:
      1. The Human Resources office provides the employee with a promotion or reclassification offer letter and revised job description.
      2. Employee can accept or decline the offer by the indicated deadline.
   7. If promotion or reclassification is denied:
      1. Area Vice President notifies the supervisor in writing that the request has been denied.
      2. Department Head and Supervisor discuss with employee reason for denied promotion or reclassification.
         1. Supervisor can develop a plan with the employee to address skill deficiencies, if appropriate.
         2. Human Resources provides appropriate documentation for denial (maintained in the HR offices).

Last updated: 2/15/12

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Promotions and Position Reclassification Policy

Purpose/Overview

To provide a mechanism for eligible and qualified employees to move into either a higher/lower position or a higher/lower grade level within the same department. Reasons for promotion or reclassification are:

1. Essential duties and responsibilities have grown over time to meet department needs;
2. Essential duties and responsibilities have lessened over time to meet department needs (not related to a performance issue); or
3. Position vacancy due to departure of another employee, department reorganization, or creation of a new position due to department needs.

Definitions

1. Grade level: regular staff positions of the College are categorized into grades according to the level of knowledge, supervisory responsibility, operational responsibility and ingenuity necessary to perform the essential duties. The grading system used by the College was developed and is used by The Claremont Colleges.
2. Job analysis: the job description is reviewed and evaluated on the basis of the required knowledge, supervisory responsibility, operational responsibility, ingenuity, skills and abilities.
3. Regular staff positions: all positions with the exception of faculty, temporary or student positions.
4. Essential duties and responsibilities: the tasks and responsibilities that are the reason that the position exists, for which there is no one else or few people who can perform it without detriment to the operations of the department or College.
5. Eligible and qualified employee: employee meets all the minimum requirements for the higher/lower position. For a move to a higher position, the employee has had a satisfactory or higher performance evaluation during the previous 12 months or since the date of hire if employed for less than12 months.

Policy

A request for an analysis for possible promotion or position reclassification will be submitted to the Human Resources Office in writing by the Vice President who oversees the area in which the position exists. The position analysis may be initiated by the Human Resources Office, the area Vice President, the supervisor, or the employee, however, analysis requests not initiated by Human Resources must be forwarded to the requester’s supervisor and submitted to Human Resources by the area Vice President.

Promotion or salary grade classification analysis requests may be initiated based on any of scenarios described below:

1. Position duties and responsibilities have grown over time to meet department needs.
2. Position duties and responsibilities have lessened over time to meet department needs (not related to a performance issue).
3. Position vacancy due to departure of another employee, department reorganization or creation of a new position due to department needs

Procedure

When position duties and responsibilities have grown over time to meet department needs:

1. The supervisor submits a request for a position analysis for possible promotion or reclassification to their Vice President. The request must outline the changes and the reason for the reclassification [The supervisor (not the employee) reviews and an updates the job description to reflect actual duties and responsibilities of the position].
   1. Prior to submitting the request, the employee discusses a change in duties and responsibilities with their supervisor to determine if there are sufficient grounds for a possible reclassification, and/or;
   2. The supervisor determines that there are sufficient changes to a current position’s essential responsibilities and duties to request a position analysis.
2. If the Vice President determines that there are sufficient changes to a current position’s essential responsibilities and duties to request a position analysis, he/she submits such a request to the Director of Human Resources.
   1. Human Resources conducts a job analysis to determine if the position should be reclassified at a higher grade level.
   2. Human Resources conducts a salary analysis to determine if the position should be considered for additional compensation.
3. Analysis information is provided to the Supervisor, Department Head and Area Vice President.
4. Supervisor requests to corresponding Department Head and Vice President approval for position reclassification, and if applicable, may also request additional funds for a salary increase.
   1. Salary increases must be approved by the President, in consultation with the Treasurer.
5. When position duties and responsibilities have lessened over time to meet department needs:
   1. The supervisor submits a request for a position analysis for possible demotion or reclassification to their Vice President. The request must outline the changes and the reason for the reclassification [Supervisor (not employee) reviews and an updates the job description to reflect actual duties and responsibilities of the position].
      1. Prior to submitting the request, the employee discusses a change in duties and responsibilities with their supervisor to determine if there are sufficient grounds for a possible reclassification, and/or;
      2. The supervisor determines that there are sufficient changes to a current position’s essential responsibilities and duties to request a position analysis.
   2. If the Vice President determines that there are sufficient changes to a current position’s essential responsibilities and duties to request a position analysis, he/she submits such a request to the Director of Human Resources.
      1. Human Resources conducts a job analysis to determine if the position should be reclassified at a lower grade level.
      2. Human Resources conducts a salary analysis to determine if the position should be considered for a salary reduction.
   3. Analysis information is provided to the Supervisor, Department Head and Area Vice President.
   4. Supervisor requests to corresponding Department Head and Vice President approval for position reclassification, and if applicable may also request a salary reduction
   5. Salary decreases must be approved by the President.
6. Position vacancy due to departure of another employee, department reorganization or creation of a new position due to department needs:
   1. Open position must be approved by the President prior to filling internally.
   2. Employee requests to Supervisor consideration for promotion into the vacant position.
   3. Supervisor reviews employee’s qualifications and past performance for eligibility for promotion.
   4. Supervisor submits request to Department Head and Area Vice President with written justification including employee’s qualifications and past performance for eligibility for promotion, if applicable, may also request additional funds for a salary increase.
      1. Salary increases must be approved by the President, in consultation with the Treasurer.
   5. Area Vice President submits approved promotion or position reclassification with the effective date, and documented salary approval to HR office for processing.
   6. If promotion or position reclassification is approved:
      1. The Human Resources office provides the employee with a promotion or reclassification offer letter and revised job description.
      2. Employee can accept or decline the offer by the indicated deadline.
   7. If promotion or reclassification is denied:
      1. Area Vice President notifies the supervisor in writing that the request has been denied.
      2. Department Head and Supervisor discuss with employee reason for denied promotion or reclassification.
         1. Supervisor can develop a plan with the employee to address skill deficiencies, if appropriate.
         2. Human Resources provides appropriate documentation for denial (maintained in the HR offices).

Last updated: 2/15/12

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Relocation Expense Policy

At the discretion of area vice president and with the approval of the President, where appropriate, Pitzer College will reimburse reasonable and appropriate moving expenses for tenure/tenure track faculty and administrators in director positions or above (e.g., moving household goods and personal effects and traveling to their new home). The usual moving expense allowance will be in accordance with the College’s Relocation Expense Schedule. The area vice president will determine the maximum amount of reimbursement in accordance with schedule guidelines.  Moving expense authorization and amount must be specified in the employment offer signed by the President, Dean of Faculty, or the Director and/or Associate Director of Human Resources.

Reimbursements will be processed on actual amounts, up to the specified amount. Reimbursement of the following deductible expenses may be made to the employee. The deductible expenses are limited to those incurred within one year from the date the employee first reported to work. The deductible cost of transporting personal effects from a location other than the employee’s former home is limited to the amount it would have cost to move the items from the employee’s former home.

Reimbursements for authorized travel expenses during the recruitment process are not taxable to the prospective employee. Reimbursement of personal travel expenses (such as house-hunting trips) incurred by the new employee after an offer of employment has been accepted, but before the actual move, are taxable to the employee.

Supporting documentation, including original, itemized receipts; and a completed, signed RFC, should be forwarded to the Treasurer’s office for processing. Documentation of eligible relocation expenses must be submitted within 60 days of the relocation.

Items that may be reimbursed and not included in taxable income on the employee’s W-2 are:

1. Transportation of household goods and personal effects:
   1. cost of a moving company
   2. cost of truck rental in a self-move situation
   3. actual fuel purchases in a self-move situation, or 23.5cents per mile
   4. packing, crating, transporting, and unpacking of goods
   5. parking fees and tolls while in transit
   6. car shipping cost
   7. storage of household goods and personal effects for a period of up to 30 days.
2. Travel to new household
   1. airfare (coach) lodging only while in transit (this includes one night at the old location and one night upon arrival at the new location)
   2. actual fuel purchases, or 56.5 cents per mile beginning 1/13/13
   3. parking fees and tolls while in transit
   4. Supporting documentation, including original, itemized receipts; and a completed and signed check request form, should be forwarded to the appropriate Vice President’s office.

Nondeductible moving expenses are considered additional compensation to the new employee and must be processed through the payroll process. Below are examples of taxable, nondeductible moving expenses that will be reported as compensation on the employee’s W-2:

1. One pre-move house hunting trip—generally limited to one week or less in duration:
2. Airfare, rental car, fuel purchases, meals and lodging permissible with appropriate receipts.
3. Travel of household excluded from non-taxable, deductible expenses:
4. Temporary housing expense after first night of arrival
5. Car rental on arrival while personal vehicle is being shipped is limited to one week.

Examples of expenses that do not qualify as moving expenses and will not be reimbursed include:

1. side trips for recreation/vacation
2. expenses associated with buying/selling a house
3. automobile registration costs
4. costs related to immigration
5. loss of security deposits
6. real estate expenses
7. personal telephone calls, tips, movies, or other entertainment purchased during the move
8. meals expenses incurred during relocation.

Last updated: 4/1/14

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Separation from Employment

Notice of Resignation or Retirement

If at some time you decide to leave your position, you are asked to give your supervisor and the Human Resources office written notice two weeks in advance, stating your last date of employment and your reason(s) for leaving. Such notice will permit proper processing of your final paycheck, your benefit status forms and the return of all college property (such as office keys, uniforms and your employee identification card).

Termination of Employment

As noted in the Handbook, your employment status is at-will. As such, you or the College may terminate the employment relationship at any time with or without notice, with or without cause, unless prohibited by law.

However, the following are examples of action or inaction on your part that may lead to dismissal. These examples are meant to give an idea of the more severe circumstances that result in termination of the employment relationship. Of course, it is not possible to list all potential unacceptable conduct; the following list is not exhaustive, merely illustrative. These include, but are not limited to: unsatisfactory job performance, negligence, misconduct, excessive absenteeism, tardiness, willful misconduct, theft, insubordination, dishonesty, sleeping on the job, fighting or other altercations, threatening and/or engaging in violent actions, drug or alcohol intoxication, falsifying records, or violation of rules.

Job Abandonment after Three (3) Days

Employees who fail to report to work for three successive days, without notifying their supervisor, are considered to have abandoned their job and their employment will be terminated.

Last updated 10/21/2019

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Telecommuting Policy

Telecommuting is a remote work arrangement that allows the staff member to fulfill all or a portion of their primary job responsibility at a location other than their Pitzer work site, such as home. Before entering any telecommuting arrangement, the staff member and the supervisor,with the assistance of Human Resources, will evaluate the suitability of such an arrangement, and the supervisor and staff member will discuss the job responsibilities and determine if the job is appropriate for a telecommuting arrangement. Criteria used to determine telecommuting may vary based on the circumstances and the ultimate need to maintain college business continuity. However, because telecommuting by aligned and/or overtime eligible employees may be impacted by the provisions of law, supervisors should first consult with the Human Resources Office.

Visit Telecommuting Policy for full details.

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Temporary Hire Policy

Purpose/Overview

Temporary employees may be hired with approval from the area Vice President for the following purposes:

1. Short-term replacement due to a leave of absence
2. Short-term department projects
3. Special projects and assignments
4. Short-term replacements for vacant positions (coinciding with a competitive recruitment process)
5. As defined by the Area Vice President

Definitions

A temporary employee:

1. is an employee who works a specific job assignment, in a non-budgeted position, for a specific period of time;
2. is employed by the College for no more than 12 months;
3. may be benefits eligible:
   • From the date of hire if working 30 hours per week or more for more than 90 days (medical insurance coverage will begin the first of the month after the completion of 60 days), OR
   • On the first of the month following 30 days after the College’s 12-month measurement period in which the temporary employee worked at least 30 hours per week (as defined by the Affordable Care Act).
4. performs temporary duties or permanent duties on a temporary basis;
5. is terminated at the end of the employment period;
6. is not eligible to become a regular employee without a competitive selection process; and
7. is a student employee from any of the other Claremont Colleges.

Procedure/Policy

If there is an open recruitment for the temporary employee, the hiring department is responsible for recruiting for all temporary positions. Temporary positions can be included in the regular job posting processes if they are for a period of three months or longer.

Once the hiring manager has completed the recruitment process or a candidate has already been identified, the hiring manager must complete the following process:

1. For all non-student positions, the hiring manager should consult with Human Resources to create a job description and determine the appropriate salary range for the position.
2. A completed Authorization to Hire a Temporary Employee form is submitted to Human Resources
   1. The form must have the area VP’s signature at the time of submission
   2. The form must have the temporary employee’s name and contact information
3. A background check must be completed by Human Resources for all non-student employees prior the temporary employee may begin working.
   1. Human Resources will contact the temporary employee directly from the contact information provided on the Authorization to Hire a Temporary Employee form
   2. Background checks take up to 5 days to complete
4. Once the background check is completed, Human Resources will contact the supervisor/hiring manager.
5. The Hiring Manager will contact the temporary candidate to verbally offer the position and confirm the start date.
   1. The start date must be submitted to Human Resources if different from the start date listed on the Authorization to Hire form.
6. All temporary employees must complete new hire paperwork with Human Resources (HR) either before starting or on their first day of employment
   1. New Hire Paperwork Includes:
      • Acknowledgement of Temporary Employment
      • I-9 Form verifying eligibility to work in the U.S.
      • W-4 and DE 4 for federal and state income taxes
      • Confidentiality Agreement
      • MPN (Medical Provider Network) Notice and Acknowledgement
      • Employee Information Form
   2. HR will inform the hiring manager prior to the end of the assignment to ensure the assignment is terminated and a final check is obtained.
   3. If a temporary assignment is extended beyond the date indicated on the Authorization to Hire form, an additional form will need to be completed and signed by the area VP.
      1. Temporary employees that receive extended assignments will be required to complete a new Acknowledgement of Temporary Employment
      2. If a new form is not completed and sent to HR prior to the end of the assignment, the temporary employee will be terminated on the original end date.
   4. Temporary, non-student, assignments may not be any longer than 12 months in length. All temporary, non-student, assignments will be terminated at the end of 12 months.
   5. Approval to move temporary positions to full-time, budgeted positions must follow the appropriate College procedures.

Last Updated 8/14/2016

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Travel Policy

Policy Statement

It is the policy of the college that all official travel shall be properly authorized and in accordance with college travel regulations. Expenses of persons authorized to travel on official college business or for professional development purposes shall be reimbursed in accordance with college travel regulations and allowances. Travelers shall observe normally accepted standards of propriety in the type and manner of expenses incurred. College funds may not be used for any travel that is not ultimately chargeable to the colleges. This includes personal travel and travel sponsored by professional societies, governmental advisory groups, etc.

Applicability

The policy applies to all persons traveling on official college business and for professional development purposes. The terms of a more restrictive extramural fund source shall prevail unless special exception is on record.

Travel Approval: Pre-Authorization

Travel approval should be obtained prior to undertaking official college travel; otherwise, expenses incurred are at the traveler’s risk. Travel is approved when the Request for Administrative Travel form has been signed by the Vice President of the functional area.

Travel Expenses Normally Reimburasable for College Business

• Subsistence Expenses: Meals, lodging, and incidentals.

(Non-reimbursable expenses include mini-bar charges, in-room movies or video rentals, laundry services, health club and exercise charges.)

• Transportation Expenses: Least expensive excursion airfare available for round trip between major airports, observing authorized maximums (see Request for Administrative Travel form for specific guidelines). Super Shuttle or equivalent to and from airports and hotels, or shared taxi. Least expensive long-term parking.   Fares, car rental, private car mileage, emergency repairs to college cars, parking fee, tolls, etc.
• Business Expenses: When approved in advance and related to college business, the following: secretarial/office services, equipment, supplies, rental of office or meeting rooms, telephone and fax. Use telephone credit card or cell phone rather than hotel phones.

Special fees for foreign travel: Passports, visas, fees, photographs, certificates, affidavits, inoculations, currency exchange and check cashing fees in a foreign country, etc.

Other necessary and proper expenses not included in the above categories.

Travel Expenses Normally Reimburasable for Professional Development Purposes

• Subsistence Expenses: If you are attending a conference, presenting a paper, leading a formal discussion, attending professional development or acting as an officer of a professional society or chairing a session, the College will cover a specified maximum amount for meals and lodging (see Request for Administrative Travel form for specific monetary guidelines).
• Transportation Expenses: Least expensive excursion airfare available for round trip between major airports, observing authorized maximums for air travel and other local transportation expenses (see Request for Administrative Travel form for specific guidelines).
• Registration fees: For conferences, conventions, meetings of professional or learned societies, or community organizations.

Travel Report

Travelers must complete a travel expense report within ten (10) business days after the conclusion of each trip. The report must be submitted regardless of method of payment of expenses (e.g., credit card, purchase order, travel advance).

The Internal Revenue Service requires specific documentation to support payment of an employee’s travel and entertainment expenses. Each request for reimbursement or direct payment of any invoice, including credit card billings, must include: original receipts for any travel expense; original receipts for any lodging expense; original receipts for any meals expense; original receipts for any other expenditure of $15 or more; and a statement as to the time and place, business purpose, and in the case of entertainment, who was present.

Cash Advances

A traveler may request a travel advance to cover meal expenses and in-person conference registration fees.

• Cash advances will be made only after the travel is approved. Advances will be based on an estimated reasonable amount of anticipated expenses to be incurred.
• Within ten (10) business days of return from a trip, all temporary cash advances must be cleared by the traveling employee.
• Additional cash advances will not be made until the prior advance has been cleared.
• Holdovers from one trip to the next are not allowed. All advances will be reconciled with the expense report for each individual trip. Excess funds will not be held by the employee for the next trip. Further advances will not be granted until the outstanding balance is cleared.
• In the case of failure to report, outstanding advances not cleared by November 30 will be included on the traveler’s W-2 form at the end of the calendar year. The advance is still due and payable to the College.
• In case of postponement or cancellation of a trip, the traveler is to refund any advance immediately.

Credit Cards

The college will issue corporate credit cards to eligible employees. Late fees are the responsibility of the traveler. Personal charges are not to be incurred on this card. Any non-college related charges are the responsibility of the employee. All college issued cards will be billed directly to the employee, and reimbursement for the charges must comply with the reporting requirements listed above.

Planning for the Trip

The most critical aspect of ensuring a successful trip is good planning, especially if someone else makes your arrangements for you. You can save yourself – and your travel arranger – time, money, and frustration by getting all the necessary details up front. Proper planning will assure that your requirements and preferences are met and that the greatest cost effectiveness is achieved.

It is a good idea to maintain a “trip record” for every trip you take. You can start by jotting down your planning notes; then, after deciding what your travel requirements will be, you can continue your trip record by recording all information pertinent to a particular trip: reservation confirmation and travelers check numbers, itinerary details, expense information, etc. And remember:

• Be flexible. Sometimes an early morning or late night flight can save up to 50%. Schedule meetings and appointments around your flights, if possible.
• Consider connecting flights. If your schedule is flexible, you may cut your airfare cost in half by taking connecting vs. nonstop flights.
• Consider alternate airports. Sometimes the savings are considerable, e.g., using LAX vs. Burbank or Long Beach.
• In cities with multiple airports, determine the airport to and from which you want to fly.
• Do you have a preferred hotel or location? Be prepared to designate an alternate hotel in case the first choice is sold out. Always use a hotel that gives a discount to the college or for using the corporate card.
• Determine any special requirements, such as late check-in, late check-out, meeting rooms, audio-visual equipment, etc. at the hotel.
• If you plan to use a laptop PC while on an aircraft, be sure to confirm in advance whether it is allowable on the air carrier.
• If the passenger is traveling with someone else, are reservations to be made at the same time? Do the travelers want to be seated together?

Means of Transportation

General

Routing: Travelers are to take the most economical mode of transportation by the most frequently traveled route. Traveler will bear any extra expenses resulting from the extension of the route for the traveler’s convenience.

Procurement of tickets: Travelers should buy tickets in advance to get the lowest rates. Changes that would increase rates should be avoided.

Air Travel

Commercial Airlines: The least expensive excursion airfare available for round trips between major airports should be used, observing the College’s specified allowable maximums for transportation expense; when available and practicable helicopter connections are permitted. Reimbursement will be based on the fare used.

Privately Owned Airplane (including rentals): Prior approval by the President is required when the traveler elects to use on college business on a route served by a common carrier. Prior certification of pilot qualifications to be filed at the Office of the President. Use of the plane may not exceed seven (7) days; the plane must have fewer than 60 seats; a certificate of insurance is required indicating a $5 million limit and naming the college as an additional insured.

Surface Transportation

General: The mode of transportation should be the most economical one suitable for the purpose of the trip.

Railroad or Bus: Advance approval is needed if regular air service is available. A Pullman roomette is allowed.

Ship: Advance approval is required. Only the lowest first-class fare may be approved, with subsistence on an actual expense basis.

Automobiles

College-Owned: Subject to college rules pertaining to use and emergency repairs. Parking tolls, etc., are allowable expenses.

Privately-Owned: When used on routes served by a common carrier, the amount of the actual mileage or the lowest available air fare (or its equivalent, plus the cost of conventional terminal transportation), whichever is least, is allowed. The subsistence is limited to the amount that would have been expended for the same trip by public transportation. No additional reimbursement for automobile-related expenses, such as tolls, ferries, parking, etc., will be allowed.

When a privately owned automobile operated by a college employee in the course of conducting college business is damaged, reimbursement for repair expenses borne by the employee up to $200 may be allowed. Expenses recoverable from insurance coverage are not allowable. Claims for reimbursement of the cost of accidental damage must be filed with the employee’s insurance carrier before reimbursement of the cost of accidental damage is requested from the college, under this provision.

Use of a private automobile on college business will be reimbursed according to the per mile rate established by the college annually.

Insurance to satisfy financial responsibility requirements is necessary. Proof of coverage is required with minimal allowable limits at $50,000/$100,000 (check amount). The license number of the automobile and the names of employee passengers must appear on the Travel Expense Report.

Rental Automobiles: Always use one of the car rental companies that give a discount to the college, according to policy. The traveler must list the college as the renter, with the individual as the driver. Decline additional collision, accidental death, or medical insurance if coverage is provided by credit card or some other mechanism. The traveler can pay and be reimbursed by the college or use a corporate credit card.

Motorcycles: Use of privately owned motorcycles or motor driven cycles for college business is prohibited; transportation expense will not be reimbursed.

Parking and mileage: A receipt is required for parking fees $15 or over. Please use the least expensive long-term parking available. Parking tickets and moving violation citations are the responsibility of the traveler.

Local Transportation

Bus, streetcar, or taxi, as necessary. For transfer between airport and hotel, use hotel or airport shuttle or limo service rather than taxi, whenever available.

Other Special Conveyances

Approved charges for any other authorized conveyance or travel situation will be reimbursed.

Baggage

Charges for checking and storage of personal baggage or college property related to approved travel are allowable. Excess charge should be explained on the Travel Expense Report.

SUBSISTENCE EXPENSES – Basis for Reimbursement

Domestic Travel

Meal, lodging and incidental expenses are reimbursed according to college policy.

Note: Generally, lodging is not reimbursed if the lodging site is within a 50-mile radius of the traveler’s residence or work site. To claim reimbursement, adequate justification for the expense must appear on the Travel Expense Report.

Travel Outside the United States:

For foreign travel, subsistence expenses are reimbursed according to college policy.

Contracting for Subsistence

For approved vendor service to groups, the college may be billed or the group leader may be reimbursed upon submission of receipts; a member or members of the group may not be reimbursed individually.

Miscellaneous Expenses

Claims for reimbursement must include explanation on voucher.

Airline Tickets

Payment: Payment for airline tickets should be made by the corporate credit card.

Class of Service: Travelers are expected to use the least expensive service available on all domestic flights.

Hotel Reservations

Travelers should make reservations with hotels that give discounts to college travelers. When such hotels have no properties at the traveler’s destination or when rooms are not available, comparable facilities and rates should be sought and acquired.

When attending conventions, meetings, etc., hotels other than contracted hotels may be utilized, providing the costs for doing so are not excessive.

Unwarranted use of expensive accommodations may incur a charge back to the traveler for the additional costs.

Change in Plans

When guaranteed reservations have been made and a change in the traveler’s itinerary prevents the traveler from using the confirmed reservation, the traveler must cancel the reservation before the deadline.

Car Rental Reservations

Renting a car may not always be the most cost-effective form of local transportation when such items as rental costs, gas, parking charges, and difficulties of driving in a strange city are considered. For short distances, taxis may be preferable.

Car rental may be used as required, or when other means of transportation are not available, more costly, or impractical. Whenever possible, arrangements for rental cars should be made with college-approved companies, which will utilize discount agreements when appropriate. Other firms with comparable or lower rates may be used when suitable cars are not available from our primary vendors. All car rentals should identify the appropriate college as the renter of the vehicle, and the traveler as the driver.

Class of car

The class of the car to be reserved should be the most economical consistent with the needs of the trip. Upgrades are acceptable if there is no additional cost involved.

Insurance

In all cases, list the college as the renter and the traveler as the driver. Additional insurance coverage should be waived if coverage is provided by credit card or some other mechanism.

Accidents

Accidents in a rented car must be reported as quickly as possible to the Office of Risk Management, with a full report submitted to the administration of the institution as well.

Personal Use

Charges to the employee for the personal use of a rented car should be excluded from the travel report, or, if billed directly to the college, should be repaid by the traveler immediately upon return.

Charges for fuel are the responsibility of the traveler while the vehicle is being used for personal business or pleasure.

Personal Automobile

A personally owned employee automobile used and authorized for business will be compensated when actually driven for such purpose at a fixed amount per mile as determined by the college. This amount is usually determined on an annual basis.

Employee Discretion

If the employee uses a personal automobile for a business trip in lieu of public transportation, compensation will be made for the lower of the two costs: automobile costs vs. public transportation costs.

Time Loss

If an automobile trip requires time that exceeds normal transit time, advance approval must be obtained from the appropriate college department or official, or, in some instances, the traveler may request that the excessive trip time be used as vacation days.

Use of College Owned Vehicles  

College owned vehicles may only be driven by employees who have submitted their names for approval and been accepted by the Office of Risk Management as approved drivers.

Business Meals and Entertainment

General:

Business meals and entertainment should be kept to reasonable levels.

Entertainment Categories:

Entertainment falls into two basic categories for reimbursement:

• The business meal
• Entertainment directly related to a business function

The Business Meal:

Business meals are reimbursed when the person being entertained has an apparent business relationship with the college/, or when the primary purpose of the meal is a business discussion.

Entertainment Directly Related to Business:

In order to qualify for reimbursement, the entertainment must be business oriented. It must be fully documented in the expense report, and be worth the cost from the college’s standpoint.

Conferences and Staff Meetings

Travel and entertainment costs incurred in connection with conferences or staff meetings are reimbursable when the meeting is strictly of a business nature. Expenses incurred must be fully documented, including place, date, persons present, purpose and costs. If the college is host or in another official capacity (as against individual attendance), all anticipated costs must be approved in advance by the appropriate college officer.

Individual Attendance:

Individual attendance at professional association meetings, etc., must be approved in advance by the appropriate college official.

Approval prior to registration and all expenses such as hotel rooms that are included in the registration fee are to be identified.

Overseas Gatherings:

Attendance must be approved by the appropriate college officer.

Cruise Ships:

Attendance at meetings aboard a cruise ship requires advance approval.

Purchases While Traveling

Purchases of a personal nature, such as tobacco products, alcohol or gifts will not be reimbursed.

Laundry and Dry Cleaning:

Reasonable expenses for laundry, dry cleaning, and pressing required on a trip will be reimbursed when the length of the trip warrants such expense or when such service is required because of damage or soiling while on the trip.

Required Personal Purchases:

Personal purchases required for business purposes must be itemized for full or partial reimbursement.

Communications

The college will reimburse the traveling employee for communication expenses for business purposes. Further, the college will reimburse the traveling employee for personal communications within the prescribed limits.

Business Calls:

All business communication expenses should be at the lowest possible costs. The traveler should be cognizant of the surcharges attached to phone bills for some hotels, and use every effort to avoid incurring such costs by use of telephone credit cards or cell phone, etc.

On extended trips, reasonable reimbursement will be made for personal calls home. REASONABLE is defined as one call every two days of domestic travel, and one every five days of international travel.

Spouse Accomponiment

Expenses for an employee’s spouse are not reimbursable.

Last updated: 3/2004

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Wage and Hour Standards

This policy is applicable to all non-exempt (hourly) employees of Pitzer College.

Pitzer College Workday and Workweek Defined

The Pitzer workweek is Saturday to Friday. The Pitzer workday begins at 12:00 am and ends at 11:59 pm. The workweek and workday definitions set the parameters for overtime calculations.

IMPORTANT: Failure to comply with these requirements may result in a disciplinary notification or action. If you have any questions, you should contact Human Resources at (909) 621-8254 or HR@jmswierski.com.

Overtime

Overtime hours are paid at one and a half times the regular hourly rate. The overtime calculation is based on hours actually work and therefore vacation, sick, holiday, paid release time and paid on-call hours do not count towards the overtime calculation. In accordance with state and federal law, the overtime hourly rate is paid for:

hours worked over 8 in one day, AND

hours worked over 40 in a week, AND

any hours worked on the 7^th consecutive day.

 Double time is paid for hours worked over 12 in one day OR over 8 hours on the seventh consecutive day worked. Double time is paid at two times the regular hourly rate.

Rounding Rule for Pay Calculation

Exact work times must be reported on time sheets. The payroll system is configured to round to the nearest quarter of the hour to determine pay for non-exempt employees. For example:

Punch In/Out between:  7:53 am to 8:07 am — rounded to 8:00 am for calculation of pay

Punch In/Out between:  8:08 am to 8:22 am — rounded to 8:15 am for calculation of pay

 The rounding is intended to be fair and neutral and to compensate employees for all time worked over time.

Meal Break

Non-exempt employees may not work longer than four (4) hours and 59 minutes without at least a 30-minute meal break, except that if the total work period per day is no more than 6 hours, the meal period may be waived by mutual consent of the employee and the supervisor.

The meal break may be longer than 30 minutes, but it may not be less, and must be off-duty, meaning that no work is performed. If a non-exempt employee works more than four hours and 59 minutes without at least a 30-minute meal break, unless the meal break has been waived (as provided above), the employee’s department must pay a penalty equal to one hour of regular pay.

The meal break must begin prior to the 5^th hour of work, otherwise, the employee will be credited with a meal break penalty (regardless of whether the meal break was taken or not). For example, if an employee comes in at 7:00 am, they must start their lunch by 11:59 am.  If the employee starts their lunch at 12:00 pm, they will also receive a meal penalty for failing to take a lunch break by the beginning of the 5^th hour. It is the responsibility of the supervisor to ensure that their employees takes a meal break.

If a non-exempt employee fails to take a meal break as directed by the supervisor (e.g. not a College necessity), the issue may be addressed through disciplinary action, however, the College is still required to pay the missed meal penalty. Employees will not be permitted to waive their meal break, unless that request is put in writing and signed by the employee and supervisor. An employee who has waived their meal break previously, may always request a meal break on a particular work day.  An additional meal break may be required for employees working more than 10 hours a day.

Rest Breaks

Non-exempt employees must take one ten-minute break with pay for every 4-hour block of time worked, or major portion of the block worked. The rest break must be in the middle of the 4-hour work shift if possible. Rest breaks are paid and therefore the employee should not record the break times on the timesheet, or clock in and out for these breaks.

Rest breaks may not be combined into a longer break or with a meal breaks, or used at the beginning or end of shift times in order to arrive late or leave early. The intent of these breaks is to provide a mental and physical break from the employee’s work. If an employee is not permitted to take their break(s), the employee’s department must pay a penalty equal to one hour of regular pay. Employees should be encouraged and always permitted to take their rest breaks. Rest breaks may be scheduled based on the needs of the department or College.

Last Updated 10/21/2019

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