Supervisor Handbook

For anyone under age 18 and employed by Housing and Food Services the following restrictions apply:

Employment Certificates

Indiana law permits the employment of minors beginning at the age of 14. Employment Certificates (work permits) must be obtained for all minors under age 18. Permits may be obtained from the student’s accredited school issuing officer. The issuing officer will require a completed “Intention to Employ/A-1” form (State Form 896 R6/6-99) which may be obtained from the business office or at http://www.in.gov/labor/childlabor/employer.html

Exceptions to Hour Restrictions

Minors 16 or 17 years old who have graduated from high school or have a GED are not subject to the hour restrictions and are not required to obtain a work permit. Minors 16 and 17 years old who have withdrawn from school are not subject to the hour restrictions but are required to obtain a work permit.

Work Permit Limitations

Only one work permit can be issued to a minor at a time. Each work permit is issued for a specific employer. A work permit may be used at not more than two of the employer’s locations.

Every department employing minors must post in a conspicuous place, the Notice of Teen Worker Hour Restrictions poster showing the maximum number of hours minors may be employed or permitted to work in each day of the week.

Termination Notice

Should the minor cease employment before reaching the age of 18, the employer must immediately complete and return a termination notice to the issuing officer at the school corporation.

Hours

Ages 14 and 15: May work only 3 hours per school day; or 18 hours per school week. May work no more than 8 hours/day or 40 hours/week when school is not in session. Cannot work before 7:00 a.m. or after 7:00 p.m. (9:00 p.m. from June 1 through Labor Day).

Age 16: May not work before 6:00 a.m. or after 10:00 p.m. on school days or with written consent from parent/guardian to midnight on non-school days. May not work more than 8 hours/day or 40 hours/week or 6 days/week. May work up to 9 hours/day or 48 hours/week during non-school time with written parental permission.

Age 17: May work up to 8 hours/day or 40 hours/week with parental permission. May not work before 6:00 a.m. May work until 1:00 a.m. with parental permission, but not on consecutive school nights or more than 2 school nights per week. May not work more than 6 days per week. May work up to 9 hours/day or 48 hours/week during non-school days with parental permission.

State Form 48409 (R/6-99) “Written Parental Permission for Additional Work Hours for 16 & 17 Year Olds” may be obtained from the business office or on-line at http://www.in.gov/labor/childlabor/employer.html

Rest Breaks

Effective July 1, 2001, Indiana state law requires an employer to give a child a rest break of at least 30 minutes if the child is scheduled to work at least six consecutive hours. The rest break must be available during the time beginning three hours after and ending five hours after the child begins the period of duty. The rest break can be unpaid.

Restricted Occupations

The following are jobs in which those under age 18 may not work:

• Hazardous work
• Motor-vehicle driver or helper
• Construction
• Operation of bakery machines
• Operation of any elevator, lift or hoisting machines
• Power-driven meat slicing/processing machines
• Exposure to radioactive substances
• Work dangerous to life, health, or morals

Effective February 13, 2005, rules were modified for 14- and 15-year olds to allow employment in food preparation, but not any baking activities and only limited cooking tasks. Please refer to the Department of Labor website for specific details at: http://www.dol.gov/esa/regs/compliance/whd/whdfs58.htm

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Hiring Considerations

Consider the same criteria for hiring students as for hiring regular employees such as work history, motivation, etc.
Supervisors are encouraged to hire work-study students. Hiring departments are only responsible for 30 percent of the student's wages if the student is in the Work Study Program. Qualified students receive a work-study Authorization Form (PAF) from Financial Aid which should be submitted along with their Student Employment Report. If interested in Work Study students, contact the Financial Aid Office 49-45056.

Forms

Complete the top part of the Housing and Food Services Student Employment/Termination Report. Follow student pay guidelines set by the HFS-Business Office. Note: The Housing and Food Services Student Employment/ Termination Report is also used for student rate changes and terminations.

Form I-9 procedures are the same for students as for regular staff and must be completed prior to starting work. You may not ask for a student's work authorization prior to making a job offer.

Have students fill out tax forms and a Form 13 if a non-Purdue student.

Submit the Student Employment/Termination Report along with I-9's, Payroll Action Forms (PAF's), tax forms and Form 13's to the department account clerk.

Keep in mind that in some cases, there may be a restriction on the number of hours a student may work, either because of their age, the time of year, or type of work authorization.

Pay Issues

Overtime must be paid for students working more than 8 hours in one day or 40 hours in one week. Students receive a shift differential, if appropriate, and are only paid for time worked. No sick leave, vacation, or holidays will be paid.

Student employees working an assigned, regular schedule throughout the year of 20 or more hours per week and doing substantially the same work as regular employees may be paid from the temporary pay scale with approval from the HFS-Human Resources office.

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Business Office Memorandum No. 173 outlines the University’s job posting policy. Executive Memorandum C-28 addresses the University policy on Equal Employment Opportunity and Affirmative Action.

When a vacancy occurs, certain procedures must be followed to correctly post and fill the vacancy. The following is a brief overview of those procedures.

Review Job Description

Most positions in HFS have a standard job description. For instance, in University Residences, all service worker level III positions have the same job description. A supervisor typically cannot make modifications to a standard job description unless the appropriate director has given approval.

For those positions that do not have a standard job description, the supervisor should review the position description for accuracy prior to completing the Form 2 and the internal posting announcement. If modifications need to be made, a new description will need to be submitted to HFS-HR for review prior to posting the position. HFS-HR will verify whether the level of the position is still appropriate.

Submit Paperwork

Upon receiving approval to fill a position and having reviewed the job description, the supervisor will submit a Form 2 (Announcement of Position Opening) to the HFS-Human Resources Office, along with an Internal Posting Announcement and a copy of the job description.

Vacant positions are posted on a daily basis, so Form 2’s submitted before noon may be posted that same day. After HFS-Human Resources receives the Form 2, a HR Specialist will contact the supervisor to review the requirements and duties. The goal of the Human Resource office is to post all jobs within 24 hours of receipt to the HFS-HR office as long as contact and discussion has taken place between the HFS-HR department and the supervisor.

The internal announcement should list qualifications and responsibilities from the job description and indicate a deadline for expressing interest. HFS-HR will review the internal posting for accuracy and will contact the supervisor with modifications or approval. Once approved, the internal posting should be circulated throughout HFS (University Residences, Food Stores, Hall of Music and PMU/BCC) using the email distribution list: internaljobs@purdue.edu

Because of the internal applicant pool, specific departmental needs, etc., it may be appropriate to post a post a vacant position internally only. Contact the HFS-Human Resource Office for more information on how to proceed.

Referrals

The vacancy will appear on the University posting sheet for at least five business days prior to qualified applicants being referred to the hiring supervisor. HFS-HR will refer all candidates who meet the requirements to the supervisor for review, and then will screen and conduct reference checks on those candidates in which the supervisor has an interest in interviewing.

All applicants need to complete the Resumix resume builder or submit a resume to the HFS Human Resource office or Human Resource Services (FREH) in order to be considered for employment at Purdue. In addition, applicants must submit a referral request to HFS-Human Resources or Human Resource Services for those positions in which they have interest. If a hiring supervisor is contacted by an applicant, he/she should explain the procedure and refer the applicant to Human Resources for consideration. Hiring supervisors may answer questions about the position, but should not interview any applicant unless he/she has officially been referred by Human Resources.

Interviewing

Interview questionnaires must contain only job-related inquiries. Questions regarding an applicant's religion, marital status, national origin, disability, arrest record or childcare arrangements are among those legally prohibited.

Interviews should include a combination of both behavior based and job-specific questions. Behavior based interviewing focuses on experiences, behaviors, knowledge, skills and abilities that are job related. It is based on the belief that past behavior and performance predicts future behavior and performance.

Scrutinize applicant credentials carefully, matching qualifications against the education, skills and experience required for the position. Supervisors are strongly encouraged to contact all qualified goal-related applicants along with any other qualified applicants desired for interview.

At this point, interviews should be scheduled with the best qualified and goal-related applicants. If there are too many applicants to interview, narrow the field of candidates by using the pre-determined screening criteria.

Maintain contact with the Human Resource Specialist throughout the hiring process to request additional referrals, a list of behavior based interview questions, to relay positive and negative information about applicants interviewed, etc.

Making An Offer

After interviews are completed and permission is received from each candidate, conduct employment reference checks on the top candidates. Refer to the sample reference check form in this handbook.

Supervisors may not offer a rate to an outside candidate with the same job title and pay level that is higher than the lowest paid regular employee who has been employed for over a year and has a satisfactory performance evaluation. Requests for an exception to pay rates above the minimum pay level must be made in writing to the manager and/or director prior to submitting to HFS-Human Resources.

Once the hiring selection is made, promptly notify HFS-Human Resources with the name of the person selected and the posting number. A closing documentation letter will be generated and a hiring packet will be sent upon notification. Supervisors should review, date and sign the closing documentation letter and return it with all other documentation of the hire to the HFS-HR office. This includes copies or originals of interview notes, reference checks, rejection/offer letter and the signed closing documentation letter.

Notify all unsuccessful applicants you contacted of your decision.

Documentation

Submit all of your hiring documentation, including interview notes to Human Resources, who will retain hiring documentation for a minimum of three years.

These guidelines cover the basic outline for filling vacancies. Certain salaried positions may require different handling. Please contact the HFS-Human Resource Office for details.

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Current and Previous Employees

Supervisors may receive reference check inquiries from non-Purdue employers concerning past or present employees of the University. Due to potential legal liabilities, please refer those inquiries to Employment Verification, Human Resource Services Operations, at 49-47404 for response between 1:00 and 3:00 p.m. Monday through Friday.

Requests for reference checks from other departments within the University will either be telephone reference checks or University reference check forms. Please answer all questions truthfully and with behaviorally-specific examples. Statements should relate to the employee's work performance. For questions, please call the HFS-Human Resources office.

Legal Issues

A 1995 amendment to Indiana state law permits external job applicants to obtain copies of any written reference materials that Purdue, as a prospective employer, may acquire from a current or former employer. To obtain copies, the applicant must make a written request to the University within 30 days after applying for a position.

Upon receipt of such a request, treat it as any other request for public information related to staff records and forward it to the HFS-Human Resources Office for a timely response. For more information on the procedures for access to public records, see Executive Memorandum No. C-2.

Reference Check

The information below is to be used when checking references.

• Name of Employee
• Department/Company
• Employee's Title
• What were the dates of his/her employment: From: and To:
• What was the nature of his/her job?
• What job progress did he/she make?
• Why did he/she leave?
• Would you rehire? Yes or No If not, why not?
• What were his/her strong points?
• What were his/her limitations?
• How did he/she get along with others?
• Please comment on his/her:
  • Attendance
  • Dependability
  • Ability to assume responsibility
  • Potential for advancement
  • Degree of supervision needed
  • Overall attitude
• Is there anything else of significance you feel we should know?
• Completed by Name, Title, Date

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It is a violation of University policy to have employees under the supervision of members of their immediate family and certain extended family. This includes father, mother, brother, sister, grandparent, aunt, uncle, husband, wife, son, daughter, niece, nephew, or such persons related by marriage. If you are not sure whether a certain employee falls under this policy, please contact the HFS-Human Resource Office before proceeding. If someone is employed in violation of this policy, that person may be terminated.

See Executive Memorandum No. C-37 updated July 21, 1995.

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For New Regular Employees

Contact your business office as soon as you hire a new employee. Be sure to give them pay information, Social Security number, birth date, etc.

The business office will order a Beneflex packet for the new employee and send it to him/her prior to orientation. Be sure to notify the new employee of the orientation date, time and what documentation to bring.

Prior to beginning work, new employees must complete an I-9 Form proving their identity and eligibility for employment. Appropriate documents include driver's license with either birth certificate or Social Security card, or United States passport, among others. See the Work Authorization section for a complete list of acceptable documents.

Should an individual be hired without providing the required I-9 information by the first day of employment, they must be terminated immediately.

Orientation

All new employees are required to participate in the orientation provided by the HFS-Human Resources Office. The orientation gives an overview of the HFS organization, Working Together principles and Excellence 21. The orientation will be offered once a month or as needed.

The Organization and Career Development section of Human Resource Services also offers a University-wide orientation program for new staff. The sessions are voluntary and strongly encouraged. The orientation covers information about benefits and other issues of interest to new employees.

In addition, all new supervisors are required to participate in a supervisor orientation program within their first three months of employment. The sessions cover employment procedures, pay policies, leave policies, progressive discipline principles and other relevant laws, policies, etc.

Refer to the orientation checklists in this handbook to ensure that appropriate information is covered with new staff.

Student and Temporary Employees

New student and temporary employees complete I-9's, tax forms, and Form 13's (except for Purdue undergraduate students) with their departmental clerk.

New Employee Orientation Checklist (Clerical & Service)

This checklist is a guideline for a planned, effective orientation program for a new employee. When the checklist is complete, supervisors can be reasonably assured of a thorough orientation and that the new employee understands expectations.

The supervisor would normally be the most effective in covering all activities except processing of payroll forms. However, the supervisor might consider assignment of a sponsor (someone reliable and familiar with departmental personnel, policies and procedures, possibly the same age) to cover some of the activities which pertain primarily to making the employee feel at ease in the new environment. An asterisk (*) has been placed by those activities the sponsor or account clerk might cover.

Date and initial each activity to record its completion. Signatures of both the new employee and supervisor verify completion of the orientation program. File the checklist in the department as a record of all actions taken during orientation.

• Pre-Employment Review (Complete prior to the first day of work)
• Explain job duties and responsibilities.
• Review classification and wage offered (with service credits if applicable).
• Special uniforms, tools and equipment required.
• Briefly explain staff benefits and answer questions.
• To whom to report (Name)
• When to report for work (Date &Time)
• Where to report for work (Place)
• Campus directions and parking facilities.
• First Day of Work (An introduction to the work environment)
• Date
• Welcome - Introduce self.
• Department/Section facts, how they fit in University picture, organizational structure, key staff and areas of responsibility.
• Their job: review overall duties. (Provide copy of job description.)
• Faculty and Staff Handbook: give copy and stress reading.
• Equal opportunity - no discrimination because of race, color, religion, sex, age, national origin, disabilities or veteran status.
• Work week: normal times and overtime.
• Time cards: show how to fill out (if applicable).
• Coffee breaks and lunch: stress departmental rules and facilities available
• Attendance expectations: let them know policy on reporting absences or tardiness.
• Pay policy: review present wage and opportunities for raises
• Pay periods: the regular schedule and when the first paycheck will be received.
• Payroll records: - include all deductions on first paycheck.
• Handouts: give pamphlets from new employee packets (group insurance, PERF, traffic regulations, etc.)
• Anti-harassment and Violence in the Workplace policies: zero tolerance
• Working Together: Explain behavior expectations for working with other staff.
• Note - These items may be reviewed by the sponsor or account clerk.
• Employee Information Form: Business Office Form 13 (see instructions on the back)
• Introduction: to immediate work group.
• Point out departmental facilities: parking, rest rooms, refreshment facilities and bulletin board.
• Tour of work area: show equipment used and layout of local work area.
• Explain telephone procedures.
• Smoking Rules: point out designated “smoking areas.”
• Housekeeping: stress local area responsibilities.
• First Aid and Injuries: who to notify and how to secure assistance.
• Safety: rules and regulations of department for fire and other emergencies.
• Work Assignment.
• On-the-Job Training Plan: cover indoctrination and training necessary to become fully competent.
• Designate a person to whom new employee can go for on-the-job help (may be sponsor, but not necessarily).
• Encourage enrollment in the Clerical & Service Staff Orientation Session - After new employees receive their first pay-check, they should benefit from a review of policies and procedures. Organization and Career Development in Human Resource Services sends invitations to new staff for Clerical & Service Staff Orientation sessions.
• End of First Week: Review and discuss training and performance. Set up new training and work schedule.
• First Pay Day: Give first paycheck and review.
• Period covered, wage rate and next pay date.
• Deductions required by law (1) Federal Withholding Income Tax; (b) Social Security; (c) Indiana Income Tax; and (d) County Option Tax (if applicable).
• Employee paycheck deductions (as appropriate) - Group Life Insurance, Group Medical Insurance, Short/Long Term Disability Insurance, U.S. Bonds, Credit Union, Parking Sticker, United Way, Purdue Enrichment Program, Personal Accident Insurance, Flexible Spending Accounts.
• Review of Clerical & Service Staff Orientation: Follow-up to clarify any questions that have come up as the result of the session.
• Clarify departmental rules and policies in areas where the new employee has questions.
• Make deduction or benefit changes desired after the full briefing on benefits.
• Schedule to attend Working Together Core Sessions:
• 30 Day Follow-Up Interview - Review
• Job and training matters.
• Departmental policies and rules.
• Miscellaneous matters.
• Critique the entire Orientation Program (supervisor should forward constructive suggestions for improvement to Human Resource Services (OCD), FREH or HFS-Human Resources).
• Give performance feedback to date.
• 60 Day Follow-up Interview
• Performance Appraisal (Brief discussion if no formal system).
• 90 Day Follow-up Interview
• Performance Appraisal (Brief discussion if no formal system).
• Wage increase (if appropriate and allowable). See Business Manager & Assistant Treasurer Memorandum 167 - Period of Provisional Employment in Regular C/S Positions.

New Employee Orientation Checklist (Administrative and Professional)

This checklist is a guideline for a planned, effective orientation program for a new employee. When the checklist is complete, supervisors can be reasonably assured of a thorough orientation and that the new employee understands expectations.

The supervisor would normally be the most effective in covering all activities except processing of payroll forms. However, the supervisor might consider assignment of a sponsor (someone reliable and familiar with departmental personnel, policies and procedures, possibly the same age) to cover some of the activities which pertain primarily to making the employee feel at ease in the new environment. An asterisk (*) has been placed by those activities the sponsor or account clerk might cover.

Date and initial each activity to record its completion. Signatures of both the new employee and supervisor verify completion of the orientation program. File the checklist in the department as a record of all actions taken during orientation.

• Pre-Employment Review (Complete prior to the first day of work)
• Explain job duties and responsibilities. Review classification and salary offered (with service credits if applicable).
• Special uniforms, tools and equipment required.
• Briefly explain staff benefits and answer questions.
• To whom to report (Name)
• When to report for work (Date & Time)
• Where to report for work (Place)
• Campus directions and parking facilities.
• First Day of Work (An introduction to the work environment)
• Date
• Welcome - Introduce self.
• Department/Section facts, how they fit in University picture, organizational structure, key staff and areas of responsibility.
• Their job: review overall duties. (Provide copy of job description.)
• Faculty and Staff Handbook: give copy and stress reading.
• Equal opportunity - no discrimination because of race, color, religion, sex, age, national origin, disabilities or veteran status.
• Attendance expectations: let them know policy on reporting absences or tardiness.
• Pay policy: review present salary and opportunities for raises
• Pay periods: the regular schedule and when the first paycheck will be received.
• Payroll records: include all deductions on first paycheck.
• Handouts: give pamphlets from new employee packets (group insurance, TIAA-CREF, traffic regulations, etc.)
• Anti-harassment and Violence in the Workplace policies: zero tolerance
• Working Together: Explain behavior expectations for working with other staff.
• Note - These items may be reviewed by the sponsor or account clerk.
• Employee Information Form: Business Office Form 13 (see instructions on the back)
• Introduction: to immediate work group.
• Point out departmental facilities: parking, rest rooms, refreshment facilities and bulletin board.
• Tour of work area: show equipment used and layout of local work area.
• Explain telephone procedures.
• Smoking Rules: point out designated “smoking areas.”
• Housekeeping: stress local area responsibilities.
• First Aid and Injuries: who to notify and how to secure assistance.
• Safety: rules and regulations of department for fire and other emergencies.
• Work Assignment.
• On-the-Job Training Plan: to cover indoctrination and training necessary to become fully qualified.
• Designate a person to whom new employee can go for on-the-job help (may be the sponsor, but not necessarily).
• Schedule to attend HFS Orientation Session – This needs to take place within first two weeks of employment if available.
• Encourage enrollment in the Faculty and Staff Orientation Session - Organization and Career Development in Human Resource Services sends invitations to new staff for Administrative and Professional Staff Orientation sessions.
• End of First Week: Review and discuss training and performance. Set up training and work schedule.
• Schedule to attend HFS Supervisor Orientation Sessions – This needs to take place within first two months of employment if available.
• Review of Administrative and Professional Staff Orientation: Follow-up to clarify any questions that have come up as the result of the session.
• Clarify departmental rules and policies in areas where the new employee has questions.
• Make deduction or benefit changes desired after the full briefing on benefits.
• Schedule to attend Working Together Core Sessions – This needs to take place within first two months of employments if available.
• 30 Day Follow-Up Interview - Review
• Job and training matters.
• Departmental policies and rules.
• Miscellaneous matters.
• Critique the entire Orientation Program (supervisor should forward constructive suggestions for improvement to Human Resource Services, (OCD), FREH, or HFS-Human Resources).
• Give performance feedback to date.
• 60 Day Follow-up Interview
• Performance Appraisal (Brief discussion if no formal system).
• 90 Day Follow-up Interview
• Performance Appraisal (Brief discussion if no formal system).

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Refer to Business Office Memorandum No. 173 for transfer policies for clerical/service staff.

Provisional Period of Employment

New hourly employees must fulfill a 90-day provisional period of employment before seeking a transfer. Employees who have completed a provisional period normally should be in their current position 90 days before requesting a subsequent transfer. Exceptions may be made when warranted by the situation and should be discussed with HFS-Human Resources.

Permission

Employees do not need their supervisor's permission to apply for other positions on campus. Employees may interview during regularly scheduled work hours, without loss of pay, as long as the time is mutually agreed upon with their supervisor.

We encourage supervisors to counsel, guide and cooperate with employees seeking transfer.

Transfer Process

All regular (with benefits) University employees must apply through the Human Resource Department by submitting a resume or utilizing the resume builder, then submit a referral request for positions in which they are interested. The applicant will be contacted by Human Resources and referred to the hiring supervisor if they are among the most competitive candidates for the position.

Pay Issues

There will be no adjustment in pay on a lateral transfer for at least 90 days. Keep in mind that if an evening or night shift employee transfers to a day shift position, they will automatically lose their shift differential.

If an employee is seeking a position with a lower classification, the supervisor should inform him/her of a possible cut in pay.

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Temporary staff are to be used for short term vacancies and projects, or in limited cases on an ongoing basis for fewer than an average of 20 hours per week. HFS-Human Resources must approve the use of a temporary for more than 1,000 work hours.

Temporary staff are not eligible for benefits. In order to be considered for regular positions, temporary workers must have a resume on file or complete a resume builder record with Human Resources. They may not apply for specific vacancies.

Production Unlimited

To employ temporary staff, use Production Unlimited. The Production Unlimited phone number is 494-6953.

If services are no longer needed from a Production Unlimited employee because of unsatisfactory performance or other problems, please contact a HFS-Human Resource Specialist prior to informing the individual.

Departmental Temporary Staff

Departments may hire temporaries without utilizing Production Unlimited; however, exceptions to the 1,000-hour rule must still be approved, in advance, by HFS-Human Resources staff. For positions not covered by a standard job description, the HFS-Human Resources office will need to assign a temporary classification to complete the payroll change form for the person. Access the request form at: http://www.adpc.purdue.edu/HR/Comp_forms.htm and forward to HFS-HR classification staff for completion.

Ensure funding is available before making the request for a temporary and obtain approval from your department head as required in individual departments. Follow the temporary pay scale established by the HFS-Business Office.

Make sure non-Production Unlimited temporary employees complete tax forms, Form 13 and I-9. Process a Human Resource Services Form 4 Report of Termination of Employment when non-Production Unlimited temporaries are terminated.

The HFS-Human Resource office requests that hiring supervisors contact Human Resources before hiring any department temporary staff. Human Resources has access to applicant (i.e. criminal convictions, work history, etc.) information that may affect the employability of an applicant.

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Executive Memorandum C-11 (3/01/94) outlines the procedures to comply with the Immigration and Control Act of 1986.

Legal Requirements

New staff may not begin working without proper work authorization. The new employee must complete an Immigration and Naturalization Service (INS) Form I-9 prior to or on the first day of work.

Should work authorization expire, current staff may not continue working without proper work authorization.

A Notice of Expiration Dates report and a Notice of Work Restriction Violation report will be sent from Human Resource Services (FREH) for individuals with an expiration date within 120 days of the current date for resident aliens or 60 days of the current date for all other staff.

The hiring department must take the following action in response to such reports:

• If the department is employing a student on a J-1 or F-1 visa whose total work week at the University is in excess of 20 hours, the department must immediately reduce the student's employment to 20 hours or less per week.
• If the department receives notice of an expiration date and the I-9 information cannot be re-verified by the

expiration date, the employee must be suspended from the payroll and the department must not allow the employee to work until the proper documents are produced. If documents are not produced within 10 days of the expiration date, the employee must be terminated.

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