POLICIES: HUMAN RESOURCES

ABOUT

The Archdiocesan policies present on this site are the norms and directives of the Archdiocese of Baltimore and are designed to be consistent with its mission. All internal operating procedures practices, rules and guidelines of individual schools, parishes and agencies must be consistent with these policies and may not contradict them.

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100 GENERAL HUMAN RESOURCES POLICIES


100.1 COMPLIANCE WITH THE CODE OF CONDUCT

Policy:
All Archdiocesan employees and the employees of any parish or school shall comply with the Archdiocesan Code of Conduct, available here.

100.2 COMPLIANCE WITH THE STATEMENT OF POLICY FOR CHILD AND YOUTH PROTECTION

Policy:
All Archdiocesan employees and the employees of any parish or school shall comply with the Archdiocesan Statement of Policy for Child and Youth Protection, including all procedures for the hiring, screening, and training of employees. A copy of the Statement of Policy is available here.

100.3 TERMINATION CONSULTATION POLICY

Policy:
Before terminating any Archdiocesan employee or the employee of any parish or school, the terminating manager shall consult with the Division of Human Resources, regardless of whether the employee is a contract or at-will employee and regardless of whether the employee is benefit eligible or not.

Procedure:

A) The terminating manager shall contact the Division of Human Resources.

B) Human Resources shall be consulted even if the employee’s contract calls for consultation with another Archdiocesan representative (for instance, if consultation with the Superintendent of Catholic Schools is required by the contract of a school employee).

C) Human Resources will contact Archdiocesan Legal Counsel as appropriate and will help to ensure that the contemplated termination is handled appropriately.

100.4 PERSONNEL FILE POLICY

Policy:

Every parish and school supervisor is responsible for maintaining an updated personnel file for every employee, including: personal information (e.g., address, telephone number, marital status, beneficiaries, resume, etc.), income tax information, performance evaluations, employment actions (e.g., promotions, transfers, disciplinary actions, awards, etc.), and position-specific information (e.g., job description, completion of required training, etc.).

Central Services personnel files are maintained by the Division of Human Resources.

Procedure:

A) Personnel files should be updated regularly and kept in a secure, private location.

B) Any health information or medical records (including FMLA forms, return to work slips, requests for accommodation, etc.) provided by an employee should be maintained in a separate, confidential file under lock and key.

C) Personnel files are the property of the Archdiocese or parish/school.

D) Benefits information, background checks, form I-9s, and authorizations to work ordinarily should be maintained in a separate file, in a secure, private location.

100.5 COMPLIANCE WITH HIRING POLICIES FOR SCHOOLS

Policy:
Principals of Catholic Schools in the Archdiocese of Baltimore shall comply with all hiring policies set forth by the Archdiocese and the Department of Catholic Schools.


101 TERMINATION POLICIES


101.1 AT-WILL EMPLOYMENT

Policy:

All employees of the Archdiocese, except those with written contracts of employment stating otherwise, are at-will employees.

101.2 APPROVAL FOR TERMINATION

Policy:

The prior approval of the Division Director and Executive Director, in consultation with Human Resources, is required for all terminations.

101.3 REASONS FOR TERMINATION

Policy:
Terminations are ordinarily reserved for:

Unsatisfactory Job Performance.

Misconduct.

Failure to comply with Archdiocesan policy.

Excessive or unreasonable absenteeism or lateness.

Use, possession or dispensing of illegal substances.

Misappropriation or misuse of Archdiocesan funds.

Falsification of work records or other Archdiocesan records.

Conviction of a crime or misdemeanor involving moral turpitude or that would otherwise negatively reflect on an employee’s ability to perform his/her position.

Behavior violating the official teachings of the Catholic Church as interpreted in the sole judgment of the Roman Catholic Archbishop.

An employee also may be terminated for other reasons in the discretion of the Archdiocese and Human Resources.

101.4 VOLUNTARY RESIGNATIONS

Policy:

To resign in good standing, employees shall give written notice to their supervisor no less than two (2) weeks prior to the effective date of resignation, unless a longer period has been previously established by the Executive Director or by contract.

101.5 REDUCTIONS IN FORCE

Policy:

Employees may be terminated because of lack of work or funds, or abolishment of positions due to organizational or program changes.

Procedures:

In determining which employee(s) to lay off, the over-riding consideration shall be the accomplishment of the Archdiocesan Mission.

101.6 EXIT INTERVIEWS

Policy:

Terminated employees shall ordinarily have an exit interview with Human Resources prior to the date of termination.



102 RECRUITMENT (Central Services Only)

The Archdiocese of Baltimore and Central Services recognize the importance of consistent, fair, and effective recruitment processes.


102.1 RECRUITMENT PROCESS AND SELECTION

Policy:

Human Resources shall be responsible for reviewing and determining appropriate recruitment processes and assisting in identifying qualified candidates, but hiring decisions shall be made by the hiring manager of the respective division/department.

Procedure:

A) When a position becomes vacant or is created, the hiring manager shall submit a requisition form for the position to Human Resources for approval by the Vicar General.

B) Human Resources shall review the position description and job advertisement.

C) Human Resources and the position’s hiring manager shall determine the appropriate classification, recruitment strategy, and starting salary for the position

D) Human Resources shall be responsible for posting the job advertisement internally. Human Resources must approve any external advertisements.

E) Final decisions regarding which qualified applicant to choose for the position shall be made by the hiring manager.

F) All offers of employment must be made in consultation with Human Resources.

102.2 EQUAL EMPLOYMENT OPPORTUNITY

Policy:

The Archdiocese ensures equal employment opportunity in all its employment policies and practices, including recruitment and selection.

Procedures:

A) The recruitment and selection process shall be administered without regard to race, color, sex, national origin, sexual orientation, gender identity, age, marital status, political affiliation, veteran status, genetic information, disability or handicap not affecting one’s ability to perform the essential functions of one’s job.

B) There are certain positions for which it may be required or preferred that the positions be filled with persons of the Catholic faith or persons who are committed to and/or personally adhere to Catholic values and religious teachings. Additionally, certain positions may require staffing by a member of a religious community.

102.3 EMPLOYMENT OF RELATIVES

Policy:

Central Services will accept and consider applicants for employment who are relatives of current employees, subject to the following restrictions:

•An applicant may not be hired into a position where the applicant’s parent, child, spouse, sibling, or other close familial relation would be the applicant’s supervisor or subordinate employee.

•An applicant may not be hired into a position where the applicant would have access to the confidential information of the applicant’s parent, child, spouse, sibling, or other close familial relation.

102.4 NEW EMPLOYEE ORIENTATION PERIOD

Policy:

New Central Services employees must complete a 3-month Orientation Period, during which the employee and the Archdiocese may determine whether the employee’s skills and abilities match the position requirements and whether the employee and the Archdiocese’s expectations are being met.

Procedure:

A) An employee will ordinarily be terminated during the Orientation Period if the employee is not meeting expectations because of poor performance, violations of policy, or because the employee lacks the requisite skills and abilities for the position.

B) The Orientation Period may be extended in the discretion of the employee’s Executive Director and Human Resources.

C) Prior to the completion of the Orientation Period, a performance evaluation will ordinarily be completed by the employee’s direct supervisor. A copy of any completed evaluation will be sent to Human Resources.

D) Successfully completing the Orientation Period does not alter the terms of any at-will employee’s status, and the employee may be terminated at any time in the discretion of the Archdiocese.

200 HARASSMENT POLICY



The Archdiocese of Baltimore is committed to promoting a collegial and professional work environment that is free of harassment and in which all individuals are treated with respect and dignity consistent with Catholic social teaching.

200.1 HARASSMENT PROHIBITED

Policy:

It is the policy of the Archdiocese to maintain a working environment free from harassment on the basis of race, color, sex, gender, national origin, religion, age, genetic information, disability, handicap, marital status, sexual orientation, gender identity or any other protected classification.

200.2 SCOPE OF POLICY

202.1 Applicable to All Employees and Programs:

This Harassment Policy applies to all Archdiocesan employees and to employees of parishes, schools, and any other institutions, programs, and ministries affiliated with the Archdiocese of Baltimore (with the exception of Catholic Charities, which maintains a separate policy). Ordained ministers are also expected to observe the standards set forth in this Policy.

202.2 Harassment Prohibited Regardless of Location and Persons Involved:

The Archdiocese neither condones nor tolerates harassment, whether at the office, work assignments outside the office, employer-sponsored social functions, or in any work-related setting. Harassment of staff, whether engaged in by co-workers, supervisors, or non-employees, is prohibited.

200.3 DEFINITIONS OF PROHIBITED CONDUCT

Harassment:

Harassment means verbal or physical conduct that denigrates or shows hostility or aversion towards an individual because of his or her race, color, sex, gender, national origin, religion, age, genetic information, disability, handicap, sexual orientation,gender identity or any other protected classification that:

(i) Has the purpose or effect of creating an intimidating, hostile or offensive work environment;

(ii) Has the purpose or effect of unreasonably interfering with an individual’s work performance; or

(iii) Otherwise adversely affects an individual’s employment opportunities.

Harassing Conduct:

Harassing conduct includes, but is not limited to, epithets, slurs, negative stereotyping, or threatening, intimidating or hostile acts that relate to race, color, sex, national origin, religion, age, genetic information, disability, handicap, sexual orientation, gender identity or any other protected classification.

Sexual Harassment:

Sexual harassment includes unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when submission to or rejection of such conduct is made a term or condition of employment, is used as the basis for employment decisions, or has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile or offensive working environment.

200.4 PROCEDURES FOR ADDRESSING HARASSMENT

204.1 Reporting Harassment:

Any employee who believes that he or she is being subjected to harassment should immediately report the harassment to any one or more of the following individuals: the employee’s supervisor, the employee’s Division Director, a Human Resources representative, or the Chancellor of the Archdiocese.

204.2 When to Report Harassment:

Employees are encouraged to report harassment as soon as it is experienced, and before it becomes severe or pervasive, so that preventive action can be taken.

204.3 Investigation of Claims of Harassment:

All complaints of harassment shall be investigated promptly, thoroughly and impartially, and will remain confidential to the extent possible. Supervisors who receive reports of alleged harassment shall contact a Human Resources representative to initiate, and for assistance in conducting, an investigation.

204.4 Retaliation Forbidden:

Any retaliation, reprisals, or intimidation, whether by the alleged harasser or from another source, directed toward the complaining party, a witness or other party who participated in the investigation of the alleged harassment, or anyone else as a result of the filing or investigation of a harassment complaint, is considered a serious violation of this Policy and shall be reported to a Human Resources director or manager immediately.

204.5 Corrective Action:

Following completion of the investigation, immediate and appropriate corrective action will be taken to address any violations found.

204.6 Reporting Outcome of Investigation:

Ordinarily, harassment complaints will be investigated by the Division of Human Resources. The complaining party and the complained-of party will be informed of the outcome of the investigation, but will not be provided a copy of the investigation report.

200.5 SANCTIONS FOR VIOLATION OF HARASSMENT POLICY

Policy:

Employees who violate the Harassment Policy, including by engaging in retaliation, will be subject to disciplinary action up to and including termination, depending on the nature and severity of the offense and the employee’s disciplinary record.


300 TELEWORK POLICY (CENTRAL SERVICES ONLY)


300.1 PURPOSE

The purpose of this policy is to state the Archdiocese of Baltimore guidelines for allowing employees of AOB Central Services to work from an approved offsite location (usually the employee’s home or remote regional office) on one or two selected workdays in a workweek.

300.2 DEFINITIONS

A. Telework: an approved employee work assignment at a location that is other than the employee’s customary Central Services worksite.

B. Eligible Employee: any Central Services employee (full time or part time) who holds a position which includes duties that have been determined by the employee’s supervisor to be suitable for remote work. Contract employees, supervisors, non-exempt employees, and full-time employees working on a compressed workweek schedule are not Eligible Employees. Employees working a 4 day/10 hour workday schedule because the Catholic Center is closed on Fridays in the summer are not precluded from Telework. In appropriate cases, Telework may be approved as a reasonable accommodation for employees with temporary or permanent disabilities.

C. Teleworker: an employee who is regularly scheduled to Telework.

D. Episodic Telework Event: Extraordinary personal or work circumstances, ordinarily of no more than two pay periods in duration, in which an employee may be approved to Telework for the mutual benefit of the employee and the operations of the employee’s office. The eligibility requirements in II.B. above do not apply to episodic Telework. Some examples are:

(1) an employee’s temporary medical condition precludes the employee from traveling to the workplace but does not hamper the employee’s ability to perform eligible work remotely; and,

(2) an intense or demanding critical work assignment is best performed from an offsite location to eliminate the distractions of a normal office environment and enhance the employee’s effectiveness on the assignment.

300.3 POLICY AND EMPLOYEE PARTICIPATION

Telework is a voluntary work arrangement arrived at by agreement of the supervisor and employee. Telework arrangements are not an employee entitlement. The primary determinant in considering a potential Telework arrangement is an evaluation of the duties to determine the suitability of Telework. An employee must initiate a proposal for a Telework arrangement. A supervisor must have a sound basis for approving, disapproving or modifying an employee’s Telework proposal.

Criteria

The following criteria shall be utilized in the supervisor’s evaluation of a request for Telework:

The position or duties to be performed in the remote location must be suitable for Telework as determined by the supervisor. For Telework to be approved, a position must include primarily tasks that can be performed away from the workplace. Such tasks may include (but are not limited to): data analysis, reviewing and preparing budgets, proposals, and reports, planning and coordinating conferences and events, data entry, word processing and editing large documents, or telephone-intensive tasks. Supervisors should seek the assistance of Human Resources in making the decision about the suitability of the position for Telework.

The employee’s performance must, at a minimum, meet standards and expectations in all aspects prior to the beginning of the proposed Telework situation.

1. The employee must have a track record of performing work accurately, efficiently, with reliability, and without the need for close supervision.

2. Positions requiring extensive external contact, interaction with coworkers, or close supervision typically are not appropriate for Telework. For Telework to be authorized for such positions, the employee must propose to the supervisor’s satisfaction how the employee can meet the requirements for necessary face-to-face contact, meetings, or other types of contact required by the job.

3. The employee must have the necessary computer skills, have an available and suitably designated work space at the remote location, and have access to the telecommunications capabilities necessary for the completion of tasks. Remote access to the AOB network is limited to the use of AOB owned and supplied equipment. All costs incurred by an employee to arrange a Telework site and to Telework are the employee’s expenses and will not be reimbursed (e.g., telephone call charges, internet service; home office equipment and supplies).

4. Supervisors of Teleworkers should establish a process for the proposal and approval of work to be performed by the Teleworker. The remote work should be measurable on a quantitative basis, and the quantity and quality of work performed during approved Telework days should be measured in comparison to the work done in the office before and during periods of approved Telework. For project-oriented tasks, quantitative measurement may be replaced with: comparison of results to the established objective(s) of the tasks; adherence to a deadline or due date; progress or status reports/meetings; and/or other means.

Proposed Telework Schedules

The approved work hours of the Teleworker will usually be the same as the employee’s work schedule in the customary worksite, including meal breaks and breaks. Because some work may be accomplished remotely without regard to the usual work hours, supervisors may approve hours of Telework that are different than those in the customary worksite. During the approved Telework day(s), the employee must be available to be reached at the offsite location via telephone and email. At the discretion of the supervisor, the employee may Telework on designated day(s) each workweek, or on different day(s) each workweek as scheduled by the supervisor to insure continuity of office operations.

C. Telework Requirements

1. Telework arrangements are subject to cancellation at any time with a reasonable amount of notice[1] at the discretion of either the supervisor or the employee.

2. During scheduled Telework hours, an employee’s attention must be devoted entirely to work. Telework schedules cannot be established or continued if the Teleworker would have child or dependent care responsibilities or perform work for another party during the scheduled Telework hours.

3. Attendance at the Central Services workplace for on-site meetings, conferences, training sessions and similar activities may be required on days that are otherwise scheduled for Telework at the sole discretion of the supervisor. Transportation and parking costs for such attendance remain as the employee’s responsibility.

4. As in a typical office environment, advanced supervisory approval must be obtained for any annual, sick, or personal leave to be taken during scheduled Telework days.

5. To insure that Telework assignments are effective, supervisors should require Telework employees to provide reports or an alternate means of accounting for activities they performed or accomplished on Telework days.

[1] A “reasonable amount of time” is defined ordinarily as a minimum of 5 business days.

300.4 TELEWORK AGREEMENT

A. Once a position and/or duties have been identified as suitable for Telework, the supervisor and employee shall develop and sign a Telework Agreement (an example is attached) which outlines the terms and conditions between employee and supervisor and the duration of the Telework arrangement. The department Executive Director must also approve the Telework Agreement. Additional documentation must also be completed and be approved by the Executive Director before a Telework arrangement may be implemented. The additional documents are:

An Offsite Workplace Self Certification Checklist (copy attached) that verifies the offsite worksite is suitable and functional for employee completion of assigned tasks); and,

A written Telework Plan generally identifying the typical work/tasks to be completed by the Teleworker at the offsite workplace.

B. A Telework Agreement is limited to the current supervisor/employee reporting relationship and is not guaranteed to continue into a new supervisory or reporting relationship.

C. Supervisors may seek assistance from Human Resources as needed to develop appropriate Telework agreements. Supervisors should provide a copy of final Telework Agreements to Human Resources for inclusion in employee files.

D. Supervisors must review existing Telework Agreements on at least an annual basis, and either agree (by memorandum attached to the original Telework Agreement) to continue the Telework arrangement for a defined period of time, or to cancel it.

NOTE: Because of their unscheduled and infrequent nature, Episodic Telework events do not require the execution of a Telework Agreement, the Self-Certification Checklist, and a Telework Plan. However, that documentation (or an alternate format) may be requested by the supervisor in considering the request to approve working remotely during an Episodic Telework Event.

300.5 TELEWORKER RESPONSIBILITIES

A. The Teleworker’s duties, responsibilities, conditions of employment, salary and benefits are not affected by Telework. All work hours and approved leave usage will continue to conform to the established AOB policies and procedures as well as to the executed Telework Agreement.

B. The supervisor may consider taking appropriate disciplinary action against a Teleworker for failure to comply with the provisions of the Telework Agreement, this Policy, or other AOB policies including policies regarding confidentiality of records and proprietary information.

C. The Teleworker must identify a workspace at the Teleworker’s off-site location and agree that the identified workspace could be subject to inspection.

D. Remote access to AOB systems and applications must approved by the Teleworker’s supervisor and appropriate Executive Director. Remote access is defined by utilizing the AOB Virtual Private Network (VPN) and/or other Software as a Service (SaaS) solutions. Teleworkers should consult the Employee Guide to Catholic Center Technology for more details.

300.6 ATYPICAL TELEWORK SITUATIONS

Workplace safety and insurance requirements vary from state to state. This Policy addresses typical Telework situations, i.e., remote work locations in the state of Maryland of one or two days per workweek.

In very rare instances, a regular Telework schedule exceeding two days per workweek may be significantly beneficial to the AOB, and would be considered “atypical”. Telework situations proposed for locations outside the state of Maryland are also “atypical” and would require further review.

A. In atypical situations where a Telework schedule is proposed for more than two days per week, the agreement must be approved by the Vicar General, after being reviewed by the Executive Director of Human Resources. Additional justification regarding the benefit of an atypical Telework arrangement to the AOB is required for approval.

B. If the employee’s proposed off-site location is out of state, AOB Risk Management must be consulted prior to a Telework Agreement being signed as there may be additional required reporting and/or costs.

For information and advice about the interpretation and application of this Policy, please contact Human Resources.

300.7 AOB TELEWORK PROGRAM OFFSITE WORKPLACE SELF-CERTIFICATION CHECKLIST

Name:

Office:

Offsite Work Address:

Offsite Work Phone:

Supervisor:

This checklist is designed to assess the overall safety of your remote workplace and to ensure that you have been properly prepared for Telework. Upon completion, you should sign and return this form to your supervisor.

Describe the workspace in your remote workplace:

A. Work Space Environment

Yes

No

1. Is the work space free of potential hazards that could cause physical harm (frayed wires, bare conductors, loose wires, exposed wires to the ceiling, frayed or torn carpeting seams, uneven floor surfaces)?

2. Are electrical outlets properly grounded (3 pronged)?

3. Are the rungs, legs, and wheels of the chairs sturdy?

4. Are the phone lines, electrical cords, and extension wires secured?

5. Is the office space neat, clean, and free of obstructions and combustibles?

6. Is there enough light for reading?

7. Is a fire extinguisher easily accessible from the office space?

Yes__ No__

8. Is there a working (test) smoke detector within hearing distance of the workspace?

9. Is the area free from distractions (e.g., children, noisy pets)?

10.Is there telephone and broadband internet service available at the workspace?

B. Employee Orientation

1. Have you read the AOB Telework Policy & Agreement?

2. Have you been provided with a copy of your signed Telework Agreement?

3. Have you discussed your work schedule with your supervisor?

4. Have you developed a Teleworker Work Plan?

5. If you have been issued AOB-owned equipment, have you been briefed on the care of the equipment?

6. Have you discussed your performance expectations with your supervisor?

I certify that all information contained in this check list is true and complete to the best of my knowledge. I authorize ____ _________________ to inspect the remote work location provided I am given 24 hours notice of the inspection. I understand that any erroneous, misleading or fraudulent information is sufficient grounds for precluding me from Telework and may be grounds for disciplinary action.

_____________________________ ___________________

Teleworker Date

________________________ ___________________

Supervisor Date


300.8 CENTRAL SERVICES EMPLOYEE TELEWORK AGREEMENT

ARCHDIOCESE OF BALTIMORE CENTRAL SERVICES EMPLOYEE TELEWORK AGREEMENT

This Agreement is between the Archdiocese of Baltimore (AOB), and ____________________________________ (Employee). The parties agree as follows:

1. Scope

The Employee agrees that Telework is voluntary and may be terminated by either the Employee or Supervisor, with or without cause. Other than those duties and obligations expressly imposed on the Employee under this Agreement, the duties, obligations, responsibilities and conditions of the Employee’s employment with AOB remain unchanged. The Employee’s salary and participation in the benefits shall remain unchanged. The terms “offsite work location” or “offsite workplace” shall mean Employee’s residence or any offsite office location approved by the supervisor for AOB. The term “office” shall mean Employee’s usual and customary AOB work address.

2. Term

Employee’s participation as a Teleworker is effective on _____________(date) and is scheduled to either be terminated or reviewed for continuation on _____________(date). The Employee’s participation is entirely voluntary and remains in effect only as long as the Employee is deemed eligible at the sole discretion of the AOB. Employee does not have a right or entitlement to Telework. Either party may terminate the Telework arrangement by providing a reasonable amount of notice[1] in writing, to the other party. AOB will not be responsible for costs, damages or losses resulting from cessation or participation as a Teleworker. This Agreement is not a contract of employment and may not be construed as one.

3. Compensation and Leave

a. The Employee agrees that his/her work hours will conform to the terms set by AOB. If the Employee may need to take annual, personal or sick leave during scheduled Telework days/hours, the Employee agrees to obtain advance supervisory approval before taking leave. Taking leave without such approval or notice may result in termination of the Telework privilege and/or other appropriate action.

4. Telework Schedule and Telework Status

The Employee agrees that the scheduled Telework days/hours are designated as follows:

Day of the Workweek Duty Hours (from/to)

______________________ _____________________

______________________ _____________________

______________________ _____________________

Any changes to the Telework schedule must be agreed to by Employee’s supervisor in advance, in writing. The Employee agrees to maintain contact with the office during the time specified in the Telework schedule by both telephone and e-mail.

The Employee agrees to perform only official duties and not to conduct personal business or perform work for others while in a work status at the offsite work location during scheduled Telework hours. Personal business includes, but is not limited to, caring for children or dependents, making home repairs, and shopping.

Subject to the discretion of the supervisor, the employee may be required to participate in face-to-face meetings at the customary Central Services workplace on scheduled Telework days. Except when agreed to by the Supervisor, employees are not entitled to substitute Telework time on other days as a result of being called in for meetings. The Employee will not conduct any face-to-face work meetings at the offsite work location if that offsite work location is the employee’s residence except by voice (Telephone) or video capabilities (Skype, Face Time, videoconferencing, etc.)

5. Work Performance

As required and defined by the supervisor, the Employee agrees to provide regular reports to assist in evaluating the Employee’s work performance. The Employee understands that a decline in quantity or quality of work performance may result in termination of the Telework arrangement by the supervisor.

6. Standards of Conduct

The Employee agrees to be bound by this Agreement, AOB policies and the Code of Conduct while Teleworking. Violation of the foregoing may result in termination of this Agreement and the Telework privilege and may be grounds for discipline.

7. Equipment

To connect with the AOB network, an AOB-owned computer is required. This computer may only be used by the Employee for work purposes and may not be used by anyone other than the Employee. No personal software may be installed. The Employee agrees to follow all computing and data security policies and guidelines established by AOB for access to its network. The Employee agrees to protect all AOB-owned property from theft, damage, and unauthorized use. Other office equipment necessary for Telework is provided by the employee at his or her expense including printer, internet connection and telephone. A desk, chair and lighting are also expected to be provided by the Employee. AOB is not liable for the loss, damage, or wear and tear of Employee-owned equipment. The Employee is responsible for the installation, service and maintenance of any Employee-owned equipment and furnishings used in Telework. In the event that AOB, at its sole discretion, provides other equipment and/or supplies for use by the Employee during the Telework period, the Employee agrees that any use of equipment, software, and supplies provided by AOB for use at the offsite work location is limited to authorized persons and for purposes related to work and that it remains the property of AOB. Any and all AOB-owned equipment must be returned when an employee leaves AOB employment.

In the event of the failure or malfunction of AOB-owned equipment or any security breaches, the Employee agrees to immediately notify appropriate AOB technical staff. In the event of delay in repair or replacement of AOB equipment, the Employee understands that Employee may be assigned to do other work at the primary worksite.

8. Offsite Work Space

The Employee agrees to identify or designate a work space within Employee’s offsite work location for placement and installation of equipment as appropriate. The work space must be adequate for performance of the Employee’s official duties. Employee shall maintain this work space in a safe condition, free from hazards and other dangers to Employee and equipment.

9. Inspections

The Employee understands that AOB could make on-site visits to the offsite work location for the purposes of determining that the site is safe and free from hazards and distractions, and to maintain, repair, inspect or retrieve AOB-owned equipment or data. Such inspections may only be made during the Teleworker’s normal work hours and ordinarily will provide the Employee with at least 24 hours notice of an inspection.

10. Reimbursement

The Employee agrees that AOB will not be responsible for typical operating costs, home maintenance, or any other incidental costs (e.g. utilities, insurance, telephone tolls, internet connections, etc.) associated with the use of the employee’s residence or equipment. Supervisors may exercise discretion in authorizing reimbursement for necessary atypical expenses incurred by the Teleworker.

11. No Liability for Injuries or Property Damage

The Employee understands that in typical Telework situations the Employee is covered under the Maryland Workers’ Compensation Law if injured in the course of performing duties at the office or at the offsite Maryland workplace. The Employee agrees to notify the supervisor and AOB Insurance immediately of any accident or injury that occurs at the offsite workplace and to complete any required forms. AOB agrees to investigate such a report promptly. The Employee agrees that AOB shall not be liable for damages to Employee’s personal or real property or injuries to family members or third parties while Employee is working at the offsite work location.

12. Miscellaneous Provisions

The Employee agrees to provide to AOB any information necessary to respond to inquiries or to complete reports or analyses relating to Telework arrangements.

I affirm by my signature below that I have read this agreement and understand its subject matter.

_________________________________ ___________________

Employee Date

__________________________________ ___________________

Immediate Supervisor Date

__________________________________ ___________________

Executive Director Date

__________________________________ ___________________

Vicar General (required for Atypical Telework) Date

___________________________________ ___________________

Executive Director, HR (required for Atypical Telework) Date


400 BENEFITS POLICIES


400.1 ELIGIBILITY TO PARTICIPATE IN BENEFITS PLANS

Policy:

Employees (lay, religious and priests) of participating employers within the Archdiocese of Baltimore are eligible to participate in Archdiocesan employee benefit plans if the employees:

a) work 12 months during the year and are regularly scheduled to work 20 hours a week or more; or

b) work 10 months during the year and are regularly scheduled to work 25 hours a week or more.

400.2 EFFECTIVE DATE OF COVERAGE

Policy:
The effective date of coverage is determined by each benefit plan.

400.3 CONTINUATION OF HEALTH INSURANCE COVERAGE AFTER SEPARATION FROM EMPLOYMENT

403.1 Terminated Employees:

Employees who have been enrolled in one or more of the Archdiocese’s sponsored health plans for at least 6 months are eligible to continue their coverage after the termination of their employment up to a maximum of 18 months at their own expense (i.e., the employee is responsible for payment of the total monthly premium).

403.2 Employees Eliminated Due to Reduction in Staff:

If an employee’s position has been eliminated due to a reduction in staff, the direct employer will be responsible to continue any health coverage for an additional 2 months after the normal termination of coverage (i.e., two additional months following the month of termination). The employee may then elect to continue coverage at the employee’s own expense in accordance with Policy 403.1, if eligible. Extension of other benefits is determined by the terms of the respective benefit plan.

403.3 10-Month Employees Changing Schools:

If a benefits-eligible, 10-month school employee who participates in the Archdiocesan health plan leaves his/her position at the end of the school year and accepts a position at another Archdiocesan school for the following school year, the school losing the employee shall maintain the employee’s health benefits for the month of July, while the school gaining the employee shall enroll the employee in health benefits beginning August 1, such that the employee experiences no gap in health coverage.

400.4 EMPLOYEE ASSISTANCE PROGRAM ELIGIBILITY

Policy:

The Employee Assistance Program is available to all employees (lay, religious and priests) of participating employers within the Archdiocese, regardless of how many hours an employee is scheduled to work.

400.5 UNEMPLOYMENT INSURANCE COVERAGE

Policy:

The Maryland Unemployment Insurance Program applies to lay employees of a participating employer within the Archdiocese, regardless of how many hours an employee is scheduled to work.

400.6 WORKERS’ COMPENSATION COVERAGE

Policy:

Workers’ Compensation coverage applies to all employees (lay, religious and priests) of a participating employer within the Archdiocese, regardless of how many hours an employee is scheduled to work.

400.7 REPORTING WORKERS’ COMPENSATION INJURIES

Policy:

Employers participating in the Archdiocese’s Workers’ Compensation coverage program are required to report all injuries which occur during an employee’s course of employment, whether or not the injury results in the need for medical treatment or time lost from work.

Procedures:

A) Injuries must be reported within 48 hours after the direct employer is aware that an injury may have occurred.

B) The direct employer must complete the State of Maryland’s Employer’s First Report of Injury Form and forward it to the Archdiocesan workers compensation vendor or the Division of Employee Benefits. A copy of the form is available here.

C) Any questions concerning completion of the form should be directed to the Director of Employee Benefits.


401 FAMILY AND MEDICAL LEAVE ACT


The purpose of the Family and Medical Leave Act of 1993 (the “Act”) is to assist employees in balancing work life and family matters by providing for unpaid leave for special health or family related needs. An “eligible” employee is entitled to up to 12 weeks of unpaid leave during a 12-month period. The Act grants continued medical benefits to employees while on leave and, in most cases, provides restoration to the same or equivalent position upon completion of leave. This Policy shall be interpreted and applied in all respects to ensure compliance with the Act.

401.1 GENERAL PROVISIONS

401.1.1 Compliance with Family and Medical Leave Act:
It is the policy of the Archdiocese to comply with the Family and Medical Leave Act.

401.1.2 Definitions:

Spouse – a husband or wife as defined or recognized under Maryland law for purposes of marriage.

Son or Daughter –a biological, adopted, or foster child, as well as a stepchild, legal ward, or a child of a person acting “in loco parentis” who is under 18 years of age or over 18 years of age but incapable of self-care.

Parent – includes a biological parent but also a person who acted in the capacity of a parent (“in loco parentis”) to the employee when the employee was a child.

Health Care Provider – includes licensed physicians and osteopaths, podiatrists, dentists, clinical psychologists, optometrists, chiropractors performing within their scope of practice, nurse practitioners and nurse-midwives who are authorized to practice under the law of their State, and Christian Science practitioners.

Serious Health Condition – means an illness, injury, impairment, or physical or mental condition that involves:

Any period of incapacity or treatment connected with inpatient care in a hospital, hospice, or residential medical care facility; or
A period of incapacity requiring absence of more than three calendar days from work, school, or other regular daily activities that also involves continuing treatment by or under the supervision of a health care provider; or
Any period of incapacity due to pregnancy, or for prenatal care; or
Any period of incapacity (or treatment therefore) due to a chronic serious health condition; or
A period of incapacity that is permanent or long-term due to a condition for which treatment may not be effective; or
Any absences to receive multiple treatments, including any period of recovery therefrom, by, or on a referral by a health care provider for a condition that likely would result in incapacity of more than three consecutive days if left untreated.

401.1.3 Applicability:

It is Archdiocesan policy that all parishes and schools, regardless of number of employees, shall comply with the Act.

401.1.4 Eligible Employees:

An employee is eligible for Family and Medical Leave (FML) if

The employee has been employed by a parish/school for at least twelve months; and
The employee has regularly worked for at least 1,250 hours during the immediately preceding twelve month period.
For multi-location employees, hours worked at all locations are counted to determine eligibility for FML.
An Archdiocesan employee’s work experience in one location will transfer to another Archdiocesan location if the work experience would make the employee eligible for FML.

401.1.5 Permitted Uses of FML:

An employee may use FML for:

The birth of a son or daughter and to care for the newborn child;
Placement of a child for adoption or foster care;
To care for a spouse, son, daughter, or parent with a serious health condition;
When the employee is unable to work because of a serious health condition;
A qualifying exigency arising out of the fact that the employee’s spouse, son, daughter, or parent is a covered military member on active duty (or has been notified of an impending call or order to active duty) in support of a deployment or contingency operation to a foreign country;
To care for a covered service member with a serious injury or illness if the service member is the employee’s spouse, son, daughter, parent, or next of kin (up to 26 weeks in a single 12-month period).

401.1.6 Notice and Scheduling Requirements:

An employee shall provide the parish/school or Human Resources (for Central Services employees) with at least 30 days’ advance notice of the intent to take FMLA leave if the need is foreseeable. If the need is unforeseeable, notice shall be given as soon as practicable.

401.1.7 Leave Periods:

FML leave may be taken:

All at once;
Intermittently (in separate blocks of time due to a single health condition); or
On a reduced leave schedule (reducing the usual number of hours worked per workweek or workday).

401.1.8 Designation of Leave:
It is the employer’s responsibility and right to designate leave as FML.

Procedure:

A) If the employee requests FML, the employer determines if the employee qualifies for FML and advises the employee of the determination by using the form entitled “Employer Response to Employee Request for Family/Medical Leave.”

B) If an employee requests time off from work, the employer must determine if the reason for the requested time qualifies under FMLA, even if the employee does not specifically request FML. An employer should consult with the Division of Human Resources regarding whether the leave may qualify for FML if the time off relates to: the birth or adoption of a child, caring for the illness of a family member, a call to duty of a service member, or the employee’s own illness if the illness is of a chronic nature, results in three or more days out of work, hospitalization, continuing care by a physician, or results from a pregnancy.

C) The employer advises the employee of its determination of whether the leave qualifies as FML by using the form entitled “Employer Notification to Employee Regarding FMLA Qualifying Time Off” (Form WH-381), available here.

401.1.9 Use of Other Leave:

Any paid time off must be used concurrently with FML leave.

Procedure:

A) In the event of an employee’s own serious health condition, the employee must apply all unused sick leave to FML. Once sick leave is exhausted, an employee may apply for short term disability, if eligible.

B) If caring for the serious illness of a family member and in possession of both sick and vacation/annual leave, the employee may elect which form of paid leave will run concurrently with the employee’s FML leave.

C) If an employee does not have paid leave to use concurrently with FML, the employee’s leave will be unpaid.

D) The combination of paid and unpaid leave may not exceed 12 weeks under FML (or 26 weeks in the case of FML to care for a covered service member).

401.1.10 Continuation of Medical and Other Benefits:

During approved FML, medical, dental, group life insurance, short-term disability, long-term disability, and pension benefits shall be continued.

Procedure:

A) If the employee contributes a portion of the premium charges to any Archdiocesan benefits plan, the employee must continue to contribute to the plan to maintain benefits.

B) If the premium changes during leave time or if there is a change in the benefits plans, the Archdiocese or parish/school will notify the employee of the change.

C) If the employee fails to make contributions, the benefits will cease.

401.1.11 Calculating 12-Month Leave Period:

The twelve month leave period begins the first day an employee uses FML; therefore, the 12 month period differs for each employee.

1. Employee A begins FML on January 5, 2014 and uses six of the twelve weeks allotted under FML. Employee A is entitled to an additional six weeks which may be used by January 4, 2015. If Employee A does not use any more FML after the initial six weeks, effective January 5, 2015, Employee A is entitled to twelve weeks of FML.

2. Employee B begins FML on February 1, 2014 and uses twelve consecutive weeks allotted under FML. Employee B is not entitled to further FML until February 1, 2015.

401.1.12 Reinstatement:

Generally, an employee shall be assigned to the same or equivalent position upon return to work.

Procedure:
If an employee may not be reinstated to the same position, Human Resources shall be contacted to discuss reinstatement of the employee.

401.1.13 Outside Employment Prohibited:

During FML, outside employment is prohibited unless prior written approval is obtained from the pastor, principal, or Division of Human Resources (for Central Services employees).

401.2 MEDICAL CERTIFICATIONS AND FITNESS FOR DUTY REPORTS

401.2.1 Medical Certifications:

If leave is for the employee’s own health condition or covered family member’s serious health condition, medical certification from an appropriate health care provider shall be provided to the parish/school or Human Resources (for Central Services employees) within 30 days of the request for leave. The employee shall be asked to return a “Certification of Health Care Provider” (form WH-380), available here.

401.2.2 Failure to Provide Medical Certification:

Failure to provide a requested medical certification in a timely manner may result in denial of FML leave until the certification is provided.

401.2.3 Second and Third Opinions with Approval of Human Resources:

The parish/school or Human Resources (for Central Services employees), at its expense, may require an examination by a second health care provider designated by the parish/school or Human Resources, if it reasonably doubts the validity of the medical certification initially provided. If the second health care provider’s opinion conflicts with the original medical certification, the parish/school or Human Resources, at its expense, may require a third mutually agreeable health care provider to conduct an examination and provide a final and binding opinion.

401.2.4 Confidentiality of Medical Certifications:

All FML records or documents containing medical information shall be maintained as confidential medical records under lock and key in files separate from regular personnel files.

401.2.5 Fitness for Duty Reports:

In the case of the employee’s own serious health condition, an employee must submit certification from the employee’s health care provider that the employee is fit to return to work.

401.3 SPECIAL RULES FOR SCHOOLS

These provisions are intended to assure minimum disruption in the classroom.

401.3.1 Applicability:

These special rules for schools apply only to instructional staff of elementary and secondary schools, including teachers, athletic coaches, driving instructors, and special education assistants (e.g. signers for the hearing impaired). These rules do not apply to auxiliary personnel such as: teacher assistants or aides whose primary work is non-instructional, counselors, psychologists, curriculum specialist, cafeteria workers, maintenance workers, or bus drivers. Special rules do not apply to preschools.

401.3.2 Limits on Intermittent or Reduced Leave:

The special rules affect the taking of intermittent or reduced leave or leave taken near the end of an academic term by instructional employees as follows:

Intermittent or reduced leave (for the employee’s own health or that of a family member)

When intermittent or reduced leave takes instructional staff away for more than 20% of the total working days over the period requested, the employer may require the employee to:

Take leave for a period or periods of a particular duration; or

Transfer temporarily to an equivalent position.

End of academic term leave

An employer may extend leave to the end of the academic term for the employee’s own serious health condition if leave begins:

More than five weeks before the end of the term;
Will last at least three weeks; and
the employee would return during the last three weeks of the term.

An employer may extend leave to the end of the academic term for reasons other than the employee’s own serious health condition if leave begins:

A.) During the five weeks before the end of a term;
Will last at least two weeks; and The employee would return during the last two weeks of the term; or

B.) During the three weeks before the end of a term; and
The leave will last more than five days.


402 LEAVE AND ABSENCE (CENTRAL SERVICES ONLY)


402.010 PERSONAL LEAVE

Policy:

Benefit eligible, full-time employees who have completed the orientation period are eligible to take up to 2 personal leave days per calendar year to tend to personal matters. Part-time employees may take up to 1 personal leave day (equivalent to the number of hours the part-time employee ordinarily works in a day) per calendar year.

Procedure:

A) Personal leave may not be carried over from year to year and is not compensable at time of termination.

B) Personal leave generally is approved in no more than one day increments.

C) If a full-time, benefits eligible employee is hired before June 15, the employee is eligible for 2 days of personal leave for that calendar year. If hired after that date, the employee is eligible for one day of personal leave.

D) Except in emergency or unforeseen circumstances, personal leave should be requested and approved in advance by the employee’s supervisor.

402.011 USE OF ANNUAL AND SICK LEAVE IN HOURLY INCREMENTS

Policy:
Annual vacation and sick leave must be taken in hourly increments.

402.012 REFLECTION OF ACCRUED ANNUAL AND SICK LEAVE

Policy:

An employee’s total amount of accrued annual and sick leave hours, including any accrued amounts carried from prior years, is reflected on the employee’s bi-weekly pay stub.

402.013 FAMILY AND MEDICAL LEAVE

Policy:

Family and Medical Leave will be available to employees consistent with Human Resource Policy – General No. 300, available here, and the Family and Medical Leave Act.

402.014 BEREAVEMENT LEAVE

Policy:

Benefit eligible employees are entitled to paid leave in the event of death of an immediate family, not to exceed three (3) working days.

Procedure:

A) “Immediate family” consists of the employee’s parent, sibling, spouse, child, parent-in-law and, in the discretion of Human Resources, relatives residing in the same home as the employee.

B) In the discretion of Human Resources, one (1) working day of paid bereavement leave may be allowed in the event of death of a relative other than those listed above.

402.015 JURY DUTY LEAVE

Policy:
Employees are encouraged to be civic-minded and attend jury duty as requested. An employee will not suffer any loss of regular income as a result of jury duty, provided the employee submits a valid jury duty service verification form.

402.016 MILITARY LEAVE

Policy:
Members of the National Guard or Reserve Armed Forces will receive up to 15 days of paid military leave per year to attend military training.

Procedure:
A) Military leave may not be used for any other purpose.

B) Employees may be asked to provide orders or other documentation substantiating the use of military leave.

402.017 USE OF ANNUAL VACATION LEAVE

Policy:
Use of annual vacation leave must be requested and approved at least three days in advance by employee’s supervisor.

Procedures:
A) Requests to use annual leave will be approved only if staffing is sufficient to ensure that employee’s absence will not have a detrimental effect on the employee’s work area.

B) Supervisors may direct employees to reschedule vacations where necessary to ensure adequate staffing, for instance, because of a coworker’s unforeseen medical leave.

402.019 HOLIDAY LEAVE

Policy:
The Division of Human Resources will publish a schedule of holidays and holydays to be observed each calendar year.

Procedure:
A) Non-exempt employees who work on a holiday will be paid their regular hourly rate for holiday hours, in addition to the hours actually worked on the holiday.

B) A paid holiday not worked will not be credited as a regular workday for the computation of weekly overtime.

402.020 LEAVE WITHOUT PAY

Policy:
Leave without pay may be granted in the discretion of the Executive Director, in consultation with Human Resources.

Procedure:

A) Leave without pay may not be granted where it would cause a disruption of services or have a detrimental effect on the employee’s work area.

B) In reviewing a request for leave without pay, the Executive Director should consider:

The nature of the request;

The impact of the employee’s absence;

The length of the leave being requested;

The employee’s job performance; and

The employee’s length of service.

C) An employee will not accrue annual vacation or sick leave during leave without pay that exceeds 2 weeks.

402.021 ACCRUAL OF ANNUAL VACATION LEAVE BY FULL-TIME EMPLOYEES

Policy:

Benefit eligible, full-time employees shall accrue annual vacation leave based on length of service and hours worked. Information regarding the accrual of annual vacation leave for part-time employees is found at 402.019 ACCRUAL OF ANNUAL VACATION LEAVE BY PART-TIME EMPLOYEES.

Procedures:

A) To be eligible for the annual leave accrual rates listed below, an employee must be benefit eligible (i.e., scheduled to work 20 or more hours per week, 12 months per year), and must be a full-time employee (i.e., scheduled to work 40 hours per week).

B) The following current accrual rates apply to all benefit eligible, full-time employees of Central Services:

Years of Service: Leave Hours Earned Per Year Leave Days Earned Per Year
1 – 5 Years 120 Hours 15 Days
6 – 12 Years 160 Hours 20 Days
13 + Years 200 Hours 25 Days

C) Accrual of annual leave will begin with an employee’s first full pay period. Annual leave may not be taken during an employee’s first 3 months of employment. Exceptions to this policy must be approved by the employee’s supervisor and the Executive Director of Human Resources.

D) Unused employee annual leave may be carried over from year to year up to a maximum of two weeks (80 hours) for full-time employees. Accrual of annual leave for the new year starts with the first full biweekly pay period of the new calendar year.

E) Annual leave is not accrued during absences exceeding 2 weeks, except during approved periods of fully paid time off exceeding 2 weeks.

F) Accrued but unused annual leave is payable upon an employee’s termination, but is not compensable during the course of employment.

G) Accrued, unused annual leave may not be used to effect an employee’s retirement or termination date.

H) The amount and use of annual vacation leave for executive employees is not covered by this section, and is determined on an individual case-by-case basis upon the hiring of the executive.

402.022 USE OF SICK LEAVE

Policy:

Sick leave may be used to prevent loss of income when illness or injury prevents an employee from working. Sick leave may also be used by an employee to care for the illness or injury of the employee’s parent, child, spouse, step parent or step child or, in the discretion of the Division of Human Resources, another family member who resides in the employee’s household.

Procedures:

A) If an employee is unable to report to work because of illness, the employee’s supervisor must be notified within 1 hour of the regular starting time.

B) Appointments with doctors, dentists or other health care providers are chargeable to sick leave with advanced notice to the supervisor.

402.023 ACCRUAL OF SICK LEAVE BY FULL-TIME EMPLOYEES

Policy:

Sick leave will be accrued by benefit eligible, full-time employees at the rate of 1 day per month.

Procedure:

A) Sick leave accrual begins with the first day of employment and may be taken as soon as leave is accrued.

B) Sick leave may be carried over from year to year, but an employee may not accrue more than a total of 60 days of sick leave. 1

C) Sick leave is not accrued during absences that exceed a 2 week pay period, except during approved vacations exceeding 2 weeks.

D) A physician’s note may be required in case of an absence exceeding 3 working days or for frequently recurring illness or at the discretion of Human Resources.

E) In the event an employee has exhausted all earned sick leave he/she may request earned annual leave be used to prevent loss of income, provided that an employee may always elect to use accrued annual leave or sick leave to care for an employee’s immediate family member.

F) Benefit eligible employees with a minimum of 6 months of service are eligible to apply for Short Term Disability upon the exhaustion of their sick leave.

G) Accrued sick leave is not compensable at the time of termination or retirement nor may it be used to effect early retirement or termination.

1 Employees employed before 1984 may accrue additional sick time. Please contact the Division of Human Resources for more information.

402.024 ACCRUAL OF LEAVE BY PART-TIME EMPLOYEES

Policy:
Benefit eligible part-time employees shall accrue annual vacation leave proportionately to the amount of a full-time schedule that the employee regularly works.


500 PARENTAL LEAVE POLICY (CENTRAL SERVICES ONLY)


This policy provides for up to six weeks of paid parental leave to Central Services employees following the birth of an employee’s child or the placement of a child with an employee through adoption. The policy is in accordance with Church teaching on family life indicating that, by its nature, the love of husband and wife is ordered to a lifetime of communion with God and each other, with openness to creating and/or accepting a new human life into their family who they will love and care for together.

The purpose of paid parental leave is to enable the employee to care for and bond with a newborn or a newly adopted child. This policy will run concurrently with Family and Medical Leave Act (FMLA) leave, as applicable. This policy will be in effect for births and adoptions occurring on or after 11/1/2016.

500.1 ELIGIBILITY

Eligible employees must meet the following criteria:

Be currently employed in Central Services;
Have been employed with the Archdiocese (including any Archdiocesan parish or school) as a benefit-eligible employee for at least the 6 consecutive months immediately preceding the date the leave would begin; and,
Have given birth to a child; or,
Be the spouse of a woman who has given birth to a child; or,
Have adopted a child age 17 or younger.

500.2 AMOUNT, TIME FRAME, AND DURATION OF PAID PARENTAL LEAVE

Eligible employees will receive a maximum of six weeks of paid parental leave for the birth or adoption of a child. A multiple birth or adoption (e.g., the birth of twins or adoption of siblings) does not increase the maximum amount of paid parental leave granted for that event.
Employees may be granted no more than six weeks of paid parental leave in a rolling 12-month period, regardless of whether more than one birth or adoption occurs within that 12-month time frame.

Parental leave does not affect the earning and/or use of other paid leave (e.g., annual, personal, sick, short or long term disability).
Each week of paid parental leave is compensated at 100 percent of the employee’s regular, straight-time weekly pay. Employees receiving benefits having an employee contribution must continue to make that contribution during the 6 week parental leave period.

Approved paid parental leave may be taken at any time during the six-month period immediately following the birth or adoption of a child with the employee. Paid parental leave may not be used or extended beyond this six-month time frame.

Employees must take paid parental leave in one continuous period of leave and are encouraged to use all paid parental leave during the up to six-month time frame indicated. Any unused paid parental leave will be forfeited at the end of the six-month time frame and will not carry over.

Upon termination of the individual employee’s employment with the Central Services department, any unused paid parental leave for which he or she was eligible is not eligible to be cashed out.

500.3 COORDINATION WITH OTHER POLICIES

Paid parental leave will run concurrently with FMLA leave (if applicable) and will be counted toward the maximum 12 weeks of FMLA leave in a 12-month period. All other requirements and provisions under the FMLA will apply. Please refer to the Family and Medical Leave Policy for further guidance.
After the paid parental leave is exhausted, the balance of any FMLA leave (if applicable) used by the employee may be either unpaid or compensated through the employee’s accrued sick, vacation and personal leave or by short term disability. Please refer to the Family and Medical Leave Policy for further guidance.
Employees utilizing parental leave will remain in a benefit-eligible status while on parental leave.
If a holiday occurs while the employee is on paid parental leave, the day will be charged to holiday pay; however, the holiday will not extend the total paid parental leave entitlement.

If the employee is on paid parental leave when emergencies occur and employees are not required to report to work, that time will be recorded as paid parental leave, and will not extend the paid parental leave entitlement.

500.4 REQUESTS FOR PAID PARENTAL LEAVE

The employee will provide his or her supervisor and the human resource department with notice of the request for leave at least 30 days prior to the proposed date of the leave (or if the leave was not foreseeable, as soon as possible). The employee must complete the necessary forms and provide all documentation as required by the HR department to substantiate the request.


600 PROFESSIONAL DEVELOPMENT POLICY (CENTRAL SERVICES ONLY)


600.1 PROFESSIONAL DEVELOPMENT

Policy:
Central Services’ employees are encouraged to attend professional development meetings, institutes, and seminars.

Procedures:

A) Each Division Director is responsible for budgeting and developing a process for distributing professional development funds.

B) While Division Directors should consider professional development opportunities for all employees, decisions regarding use of professional development funds shall be in the discretion of the Division Director and Executive Director.

600.2 PERFORMANCE ASSESSMENT AND DEVELOPMENT POLICY

Policy:

The Performance Assessment and Development Program (PADP) for Central Services has a twofold purpose: 1) the management and assessment of the work to be done by our employees; and, 2) the identification of opportunities for employee professional growth and development. The Archdiocese is committed to the growth and success of every Central Services employee. Honest communications and useful feedback form the cornerstone for an annual performance development effort to be successful, and should become a part of routine interactions between Central Services managers and employees.

The PADP encompasses the following processes:

Collaborative setting of goals and expectations between supervisor and employee;
Ongoing conversations between supervisors and employees about job performance;
Discussion, self-evaluation, and formal end-of-year performance evaluations; and,
Establishment of employee development plans for the upcoming year.
These processes will be implemented annually coincident with the fiscal year cycle (July to June). A timeline for the annual PADP process is found at Appendix 1.

PADP Processes

1. Setting Goals and Expectations

At the beginning of the annual performance cycle, the manager and employee will jointly develop written goals and objectives and the nature of performance expected of the employee during the upcoming year. The employee’s performance goals should be aligned with the employee’s job description and with departmental goals. Supervisors should also identify the key competencies the employee will need to utilize to successfully achieve the goals and objectives.

Performance goals and objectives should be Specific, Measurable, Attainable, Relevant, and Time-based (SMART). The performance goals and objectives that are developed will be recorded in writing on the PADP Evaluation Form. Performance goals and objectives should be important or substantial and aligned with departmental goals. Goals may be long or short-term in nature and can encompass all or a portion of the actions that need to be accomplished during the annual performance cycle. Employees will be accountable for their performance only on matters that are within the employee’s control.

The employee and supervisor should identify the competencies that are important to successfully accomplish each of the performance goals established. Assessing the employee’s accomplishment of the assigned goals and objectives is facilitated not only by assessing the outcomes, but also by determining how the employee’s competencies impacted the accomplishment of the goals during the rating cycle. The assessment of an employee’s demonstration of competencies will form the basis of an employee development plan, to include further activities designed to develop the employee’s performance.

Included in the PADP process for all employees are the following employee competencies:

The quality, quantity and timeliness of the work

Reliability, responsiveness and initiative

Interpersonal relations (cooperation, teamwork, customer orientation)

Problem-solving and creativity

Organization and planning

Communication

Additionally, supervisory employee competencies are:

Supervision and management
Leadership and team-building

2. Performance Feedback to Employees

Having regular discussions with employees that provide meaningful feedback to employees about their performance is a significant responsibility of supervisors that is essential to a productive working relationship. This is often a difficult task for supervisors. However, the most important part of the PADP process is supervisors having honest conversations with employees about whether their performance is meeting, exceeding, or not meeting expectations.

Feedback should be used in constructive ways as to enhance the ability of employees to succeed, and/or to continue, correct, or improve their level of performance. Feedback to employees should be descriptive, rather than judgmental, i.e., descriptions of the employee’s behavior (what was done) and events (what was the context) that are linked to expected results and their impact (what happened as an outcome) will create clarity for the employee’s benefit. Similarly, the competencies important to successful accomplishment of performance goals and objectives provide a roadmap for supervisors and employees to adjust employee performance and develop employees in subsequent activities.

While it is recommended that supervisors will provide feedback to employees at various intervals throughout the annual cycle, at a minimum, supervisors must meet with their employees at or near the mid-point of the cycle (December-January) to discuss the employee’s progress, and to provide the employee an opportunity to make adjustments. This mid-point review session is a launching point for further adjustment. For example, if an employee is making progress as was expected, the meeting can be as simple as an affirmation that performance is on track. Conversely, if an employee’s progress is not meeting expectations, the mid-point session provides an opportunity for the supervisor to discuss concerns and shortcomings with the employee in ample time for the employee to make changes and corrections in order to meet expectations.

A detailed guide for supervisors use in providing feedback is attached at Appendix 2.

3. Annual Performance Evaluations

Formal annual performance reviews are a crucial part of the ongoing dialogue between managers and their employees. The objectives of the annual review meeting are to ensure that the employee and manager share a clear definition of the job, an understanding of performance expectations for the position, and an assessment of the employee’s performance. Documenting the annual evaluation will be done using the PADP Form at Appendix 3.

The components of the annual evaluation are:

The employee’s optional self-assessment of their performance for the year (using the PADP form found at Appendix 3) provided to the supervisor;

A meeting between the supervisor and employee to discuss the employee’s performance during the year; and,

The resulting assessment of the employee’s performance by the supervisor (using the PADP form found at Appendix 3,) with appropriate consideration of the employee’s self-assessment, if any.

There are three rating levels for employee performance regarding each of the goals and objectives and competencies: Meets Standards,

Exceeds Standards, and Does Not Meet Standards. Each goal and competency area will be assessed one of the three rating levels. Definitions of those levels follow.

Meets Standards – Employee’s performance consistently meets the requirements to fulfill the duties, responsibilities, objectives and expectations of the position. Performance:

Is of good quality;

Adds value to the organization;

Is steady, reliable, and is maintained with a minimum of supervision; and/or,

Is characteristic of the performance of most employees

Exceeds Standards – Employee’s performance clearly and consistently exceeds the criteria and standards required of a fully competent person. Such performance:

Is of excellent quality;
Is often above the level expected in fulfilling the principal duties, responsibilities, objectives, goals and requirements of the position;
Demonstrates the employee’s proficiency in performing difficult and complex aspects of the job competently and thoroughly;
Adds value to the organization beyond what is expected; and/or,
Illustrates that the employee is a key contributor within the organization.
Does Not Meet Standards – Employee’s performance consistently needs improvement and does not meet expectations. Such performance:

Is of poor quality;
Only occasionally meets performance expectations;
Requires more than a normal amount of guidance, supervision, and follow-up;
Is below the acceptable level and immediate substantial improvement is needed;
Demonstrates a lack of ability and/or willingness; and/or
Lacks required timeliness and/or accuracy.
After all the goals and objectives and competencies have been evaluated, an overall annual performance level rating for the employee will be assigned by the supervisor.

Failure to Meet Standards

Employees with an overall rating level of Does Not Meet Standards are not eligible for any ensuing across-the-board salary adjustments provided to Central Service employees until such time as their performance Meets Standards.

Supervisors of employees whose overall performance Does Not Meet Standards must work with Human Resources to develop and implement a Performance Improvement Plan that identifies the areas of shortcoming and the performance expectations and outcomes the employee must satisfy to elevate his/her performance level to at least the Meets Standards level. Failure of an employee to raise his/her performance to the Meets Standards level may be grounds for employment termination.

4. Employee Development Plans

During the annual evaluation process, supervisors and employees weigh the employee’s individual desires for development along with department needs, and develop an employee development plan for the coming year. The plan can be in the form of training, special projects, committee assignments, mentoring relationships, etc. that will advance and enhance the employee’s position and personal career development goals. While performance goals and objectives help to clarify the Archdiocesan expectations, employee development goals are future-oriented and are helpful in determining future assignments and jobs.

5. PADP Documentation and Recordkeeping

PADP forms should be completed and signed by both the supervisor and the employee and a copy of the signed form should be provided to the employee and to Human Resources. Completed forms will be retained in the employee’s personnel file.

Appendix 1

ANNUAL PERFORMANCE ASSESSMENT AND DEVELOPMENT PROGRAM

CALENDAR OF ACTIVITIES

June 1 to June 30

Performance assessment and development program and SMART goal setting training for supervisors.

July 1 to August 15

Supervisors and employees identify employee goals, objectives and expectations, and create employee development plans – both are documented on the PADP Form

August to December

Ongoing conversations about performance

December and January

Supervisors conduct Mid-Point Reviews with employees

February to June

Ongoing conversations about performance

First week of June

Supervisors invite employees to conduct and submit optional self-evaluations of their annual performance using PADP Form

June 15

Employee deadline for submission of optional self-evaluations

July 1 to July 15

Supervisors conduct annual performance evaluation meetings and complete final evaluations on PADP Forms. Supervisors and employees may decide to also set the upcoming year’s goals, objectives and expectations during this meeting, or hold a separate meeting before August 15th for that purpose.

Appendix 2

Providing Feedback for Employee Performance

Effective feedback is:

Timely (not months after good or problematic situation)
Specific (identify impacts or effects of employee’s actions)
Behavior‐based (focus on acts, not attitudes)

Motivated by desire to help, not punish
Here’s an example: “In today’s meeting, I noticed you started to talk when Bob was still speaking. You did this again when Joan was talking. These interruptions made it hard for us to hear their ideas. I don’t think they had a chance to finish what they wanted to say. I know you are very enthusiastic about this topic, but it would be better if next time you would make sure the person talking is finished before you start. That way we’ll all get to hear ideas from everyone.”

SUGGESTED STEPS IN PROVIDING FEEDBACK ON PERFORMANCE CONCERNS

Step 1: Raise the Issue/Concern with the Employee

Identify the area of concern
Example: “I need your help with … ” or “I am concerned about …”

Step 2: Describe the Specifics

Avoid accusations and defensiveness
Describe what was done/not done, the context, the impact, and the outcome
Encourage the employee to discuss how they feel about it
Summarize the employee’s remarks to confirm understanding/perception
Example: “When this happens … the result is ….” Or, “Why do you think that occurred?”
Step 3: Request a Change in Behavior

Mutually discuss ways to eliminate/overcome the problem
Seek the employee’s suggestions, and thoughts; Make suggestions to the employee
Example: “In the future, how can we … ?” or, “Here’s what I would suggest …”
Step 4: Agree on an Action Plan

Summarize what was discussed
Provide an opportunity for the employee to make other suggestions or comments
Set a time and place for follow‐up and evaluation of the changes
Close the discussion on a positive, upbeat note

Step 5: Follow Up

If the situation warrants it, keep a record
Evaluate how you handled the discussion and what you might do differently in the future
Set up a system for follow‐up (e.g., set appointment dates on calendar)
Continue to provide assistance to the employee as needed and appropriate
* * * * * * * * * * * *

When to Document or Put It in Writing:

When it’s something you should remember (positive or negative)
At the first sign of a success or problem
To keep track of a recurring problem
When you might take future action (positive or negative)
So that you can share documentation with the employee to clarify expectations

Appendix 3

Archdiocese of Baltimore

Performance Assessment and Development Program Form

Employee Name:

Employee Title:

Department:

Manager/Supervisor Name and Title:

Performance Assessment Period:

to

Upcoming Performance Assessment Period:

to

Did employee complete a self-evaluation? Yes No

It is attached? Yes No

PERFORMANCE RATINGS

The performance ratings below will be used throughout this performance evaluation where a rating is requested. Please use the alpha rating that matches most closely to the employee’s performance.

Performance Ratings

Meets Standards

A rating in this category indicates that the employee’s performance consistently
meets the requirements to fulfill the duties, responsibilities, objectives and expectations
of the position. Such performance is of good quality; adds value to the organization; is
consistent and reliable; requires a minimum of supervision; and/or is characteristic of the
performance of most employees.

Exceeds Standards

A rating in this category indicates that the employee’s performance clearly and
consistently exceeds the criteria and standards required of a fully competent person.
Such performance is of excellent quality; is often above the level expected in fulfilling the
principal duties, responsibilities, objectives, goals and requirements of the position;
demonstrates the employee’s proficiency in performing difficult and complex aspects of
the job competently and thoroughly; adds value to the organization beyond what is expected;
and/or illustrates that the employee is a key contributor within the organization.

Does Not Meet Standards

A rating in this category indicates that the employee’s performance consistently needs
improvement and does not meet expectations. Such performance is of poor quality; only
occasionally meets performance expectations; requires more than a normal amount of
guidance, supervision, and follow-up; is below the acceptable level and immediate substantial improvement is needed; demonstrates a lack of ability and/or willingness; and/or lacks required timeliness and/or accuracy.

Section I: ACCOMPLISHMENTS: EVALUATION OF CURRENT GOALS & OBJECTIVES

Indicate the goals and objectives that were established in the current rating year’s performance program, and comment on the employee’s performance, results and accomplishments for each (add more rows to table if needed). Use the performance rating scale described above; place the alpha rating in the rating column below.

Goal/Objectives

Goals and Objectives from previous year/Accomplishment Description

Rating

Goal/Objective 1 from current year

Accomplishment:

Goal/Objective 2 from current year

Accomplishment:

Goal/Objective 3 from current year

Accomplishment:

Goal/Objective 4 from current year

Accomplishment:

Goal/Objective 5 from current year

Accomplishment:

Supervisor’s Comments:

Section II: EMPLOYEE COMPETENCIES

Review the employee competencies below and for each one, place the performance alpha rating in the box next to the competency. Use the “Supervisor’s Comments” field under each factor to provide additional background information supporting the rating as appropriate and as desired. If you select the “Does Not Meet Standards” rating for any of these performance factors, include specifics about what areas need improvement.

Performance Factor

Rating

1) JOB & TECHNICAL KNOWLEDGE: Consider how well employee understands job duties and requirements, and shows competence with methods, procedures, standard practices and techniques applicable to this position.

Supervisor’s Comments:

2) INITIATIVE, INNOVATION, ADAPTABILITY, DECISION MAKING & PROBLEM SOLVING: Consider the degree to which the employee is self-starting, is able to anticipate what needs to be done and takes appropriate independent action when necessary, ability to adapt to change and to explore, propose and embrace new procedures or ideas, and to adjust quickly to new situations. Consider ability to gather and analyze relevant data on matters, to identify and examine existing problems or issues in new ways, to develop and implement workable solutions, and to make sound and logical decisions.

RATING

Supervisor’s Comments:

3) QUALITY OF WORK & PRODUCTIVITY: Consider the employee’s overall productivity, accuracy and thoroughness exhibited in performance of job responsibilities, whether the employee identifies ways to improve and promote quality and/or applies feedback in an effort to improve performance, and whether the employee monitors and double-checks his/her own work to ensure quality.

RATING

Supervisor’s Comments:

4) RELIABILITY: Consider the dependability, conscientiousness and responsiveness of the employee in terms of attendance and punctuality, work habits, and ability to complete assignments and meet deadlines without sacrificing quality standards.

RATING

Supervisor’s Comments:

5) COMMUNICATIONS, CUSTOMER SERVICE & TEAM WORK: Consider effectiveness of employee’s interactions with coworkers in Central Services, parishes, and schools, as well as in external organizations in the performance of job duties;, how effectively he/she handles conflict and works to resolve situations in a courteous, cooperative and timely manner; and, whether he/she shares knowledge and expertise with others easily and frequently. Consider employee’s effectiveness in responding to requests and communicating, both verbally and in writing, to actively listen to suggestions and feedback from others and respond appropriately. Consider (if applicable) employee’s demonstrated presentation skills and contributions to meetings and group discussions.

RATING

Supervisor’s Comments:

6) LEADERSHIP, SUPERVISION & STAFF MANAGEMENT (if applicable): Consider employee’s ability to motivate and set a positive example for others in the achievement of job, departmental and archdiocesan goals and objectives. If applicable, consider his/her effectiveness in developing, motivating, and encouraging efficient and productive performance by direct reports, ability to define and delegate responsibilities, to establish priorities and deadlines, and to plan and organize effectively. Consider ability to take appropriate corrective actions and resolve conflicts through appropriate intervention and counseling.

RATING

Supervisor’s Comments:

OVERALL RATING:Section III: PERFORMANCE SUMMARY:

Based on the Performance Factors (Section II) and Accomplishment of Goals & Objectives (Section I), weigh the ratings from both sections to determine the employee’s overall performance. Use the summary statement section to comment on the employee’s performance and contributions during the previous performance period, note exceptional projects or accomplishments, and describe employee’s progress in terms of previously identified areas of improvement or development activities. If feedback was received from secondary sources, include pertinent information. NOTE: If an overall rating is “Does Not Meet Standards,” a performance improvement plan must be developed for the employee with the assistance of Human Resources.

OVERALL RATING:

Manager/Supervisor Summary Statement (which may include feedback from other sources):

Section IV: GOALS & OBJECTIVES FOR UPCOMING YEAR:

List the Goals and Objectives for the employee for the upcoming year. In general, there should be a three to five new or continuing goals for the upcoming performance period (these will be transferred to Section I during the performance evaluation process next year). These can include general and specific duties, responsibilities, projects or tasks to be accomplished by the employee. These may be immediate, short-term and long-term in nature, but should be “SMART”:

Specific – to ensure clear understanding by both the supervisor and employee;

Measurable – defining how progress and results will be determined;

Attainable – the employee should be able to accomplish within his/her authority and available resources;

Relevant – goals and objectives should be pertinent to the employee and position;

Time-based – expectations regarding time frames for progress and final completion should be established.

Performance Program Period Date From: to

Goal/Objective 1 for upcoming year:

Goal/Objective 2 for upcoming year:

Goal/Objective 3 for upcoming year:

Goal/Objective 4 for upcoming year:

Goal/Objective 5 for upcoming year:

Section V: DEVELOPMENT OPPORTUNITIES AND AREAS FOR IMPROVEMENT:

Use this section to identify opportunities for professional growth and development for the upcoming year, including special training, classes, conferences or skill development that may enhance job performance and/or success in future assignments, developmental assignments, mentoring, etc.

NOTE: If any performance factors were rated as “needs improvement,” indicate the areas where improvement is needed and/or required and the time frame in which improvements should occur.

Development opportunity:

Development opportunity:

Development opportunity:

Areas for Improvement:

(if applicable)

Section VI: SIGNATURES

Manager/Supervisor Signature Date

Employee’s Signature Date

Note: Signature by employee does not necessarily indicate an agreement with the evaluation, but rather that the employee has been provided the evaluation and has discussed it with the manager/supervisor.

(Optional) Employee Comments (Attach a separate page if desired):

600.3 PROMOTIONS

Policy:
Promotions shall be based on an evaluation of an employee’s past performance, ability, and whether the employee meets the qualifications for the available position.

600.4 JOB COUNSELING

Policy:
The Division of Human Resources will provide job counseling advice to interested employees, including discussing employees’ interests, abilities, and employment goals.


700 WAGE AND HOUR ADMINISTRATION (CENTRAL SERVICES ONLY)


Central Services strives to maintain a pay structure that is internally equitable and competitive with not-for-profit employers in the area. Central Services’ wage and hour policies will be administered consistent with applicable federal, state, and local laws.

700.010 DECISION NOT TO REPORT TO WORK DURING INCLEMENT WEATHER

Policy:
If the Catholic Center is open for all or part of the day during inclement weather, but an employee feels that it is unsafe to report to work, the employee may charge the time missed to annual or personal leave.

Procedures:

A) Leave will not be charged for employees who report late or leave early, up to one hour, due to weather conditions. Additional time may be granted at the discretion of the Division Director when warranted by special circumstances.

B) Weather related absences may not be charged to sick leave.

700.011 LUNCH PERIOD BREAKS

Policy:
Employees scheduled to work eight (8) hours per day are provided with one paid hour for lunch and breaks. Employees scheduled to work less than eight (8) hours per day are provided a prorated paid lunch/break period determined by the Director of Human Resources.

700.012 DRESS CODE

Policy:
Central Services’ employees are expected to maintain an appropriate appearance that is professional, neat and clean, and appropriate for the tasks being performed and the requirements of the work area.

Procedure:

A) Dress and personal appearance must be appropriate for employees of a Roman Catholic religious organization.

B) An employee’s immediate supervisor ordinarily determines what constitutes neat and appropriate dress and appearance in accord with this policy.

C) Business causal attire may be permitted on designated days; however, employees are always expected to dress in an appropriate professional manner when they are involved in meetings, presentations and public gatherings. Supervisors may determine that business casual attire may not be worn on a particular day in their work area even when it is permitted in other areas of the Catholic Center.

D) The following articles of clothing are unacceptable at all times:

Clothing designed for athletic, exercise, recreational, beach or lounging activity
Sweat shirts
Sweat pants
Tee shirts designed to be worn as an undergarment
Tee shirts with logos or advertisements
Halter/tank/tube tops
Shorts
See through clothing
Athletic shoes
Flip flops or beach shoes of any kind.

700.013 BUILDING REGULATIONS

Policy:
Employees shall comply with the building rules and regulations regarding use of the Catholic Center, available here.

700.1 DETERMINATION AND ADMINISTRATION OF SALARY PROGRAM

Policy:
The Moderator of the Curiae and Executive Directors are responsible for determining Central Services’ salary program, while Human Resources is responsible for administering the salary program.

Procedure:

A) All Central Services positions are classified by salary “grade” within a salary “schedule.”

B) The salary schedule will be reviewed every 2 years and adjusted when appropriate to maintain a competitive position relative to other not-for-profit employers in the local market.

C) Positions receive grades in the salary schedule based on such factors as the experience, education, training, skills, and decision making required for the position.

D) Each salary grade is assigned a salary range that includes a minimum, midpoint, and maximum salary. Employees are assigned a specific salary within this grade range based on performance and length of service. All employees in a salary grade will receive at least the salary minimum.

E) Human Resources will prepare and distribute an annual compensation summary for each employee.

700.2 SALARY REVIEW

Policy:
Salaries will be reviewed on a periodic basis or when an employee receives a promotion. As described above, the Moderator of the Curiae and Executive Directors will review the salary schedule every two years and determine if adjustments to the schedule should occur.

700.3 BONUS PAYMENTS

Policy:
A bonus may be awarded periodically to recognize performance demonstrated to be significantly above and beyond the expectations and/or responsibilities of a position.

Procedure:

A) Bonuses are approved in the sole discretion of the Executive Director of the applicable Division in consultation with the Director of Human Resources, upon recommendation of the employee’s supervisor.

B) A bonus may also be awarded for the temporary assumption of significant additional responsibilities.

700.4 PAY PERIODS

Policy:
Employees shall be paid biweekly.

Procedure:

A) There are ordinarily 26 pay periods in each fiscal year.

B) The two-week pay period begins on Saturday and ends on the second Friday thereafter.

700.5 EXEMPT/NON-EXEMPT STATUS

Policy:
All positions in Central Services will be classified as either exempt or non-exempt from overtime pay in compliance with applicable law.

Procedure:

A) Exempt/non-exempt refers to whether an employee must be paid overtime pay for hours worked in excess of 40 hours in a week. Exempt employees need not be paid overtime, while non-exempt employees must be paid one and one-half times their regular rate of pay for hours worked in excess of 40 in one week.

B) An exempt position is one that is predominantly managerial/supervisory, professional, or administrative in nature. Determination of whether a position is exempt or non-exempt will be based on and in compliance with the provisions of the Fair Labor Standards Act (FLSA) and state law.

700.6 OVERTIME COMPENSATION

Policy:
Central Services pays overtime to non-exempt employees consistent with the FLSA and state law.

Procedure:

A) Only hours actually worked will be used to calculate overtime pay. Paid benefit leave (e.g. holidays, annual leave, or personal leave) will not be considered “hours worked”; therefore, they will not be included in calculating eligibility for overtime.

B) Non-exempt employees will be paid straight time for all hours worked up to forty in one week.

C) Non-exempt employees will be paid time and one-half for hours worked in excess of forty in one week.

D) Overtime worked by non-exempt employees must be authorized in advance by the supervisor. Employees will be paid for unauthorized overtime worked, but will be subject to disciplinary action up to and including termination for failing to obtain authorization.

E) Compensatory time off in lieu of overtime payment shall not be granted.

700.7 THE WORK WEEK

Policy:
The basic work week for full time employees includes forty (40) work hours Monday through Friday.

Procedure:

A) Employees classified in pay Grades N2 through N5 are paid on an hourly basis and must be paid time and one-half hours for work performed in excess of forty (40) hours in one week.

B) Employees classified in pay Grades N2 through N5 generally are not called upon to work a flexible schedule, and any change to the Work Week must be approved in advance by a supervisor. These employees are usually scheduled to work 9:00 am – 5:00 pm or 8:30 am – 4:30 pm. Division Directors are responsible for determining employee schedules and notifying Human Resources of any schedule changes.

C) Employees in Grades E11 through E19 are paid an annual salary and may need to work flexible schedules to complete their job duties. Flexible scheduling arrangements must be developed with the approval of the employee’s immediate supervisor and/or division director.

D) Employees desiring a schedule change must request the change of the Division Director no less than two (2) weeks in advance. Division Directors shall determine whether to permit a schedule change.

700.8 INCLEMENT WEATHER

Policy:
In case of severe weather conditions, the Department of Management Services will determine the Catholic Center’s operating hours and whether the Catholic Center will close for all or part of the day.

Procedures:

A) A message will be placed on the Catholic Center Information Line (410.547.5588) informing callers of any change in normal operating hours for the building. Every effort will be made to record the message well in advance of normal operating hours.

B) Once a workday begins, a decision to close the building will be made on the basis of reports from the Department of Transit and Transportation. This decision will also be communicated via the Information Line.

700.9 PAY PROCEDURES FOR EMERGENCY CLOSINGS

Policy:
If the Catholic Center is closed for all or part of the day for inclement weather or other emergency, employees will be paid for their regularly scheduled hours. Hours during which the Catholic Center is closed will not be charged to accrued leave, unless the employee has approved and/or scheduled leave for the day.

Procedures:
Non-exempt employees who are required to work when the Catholic Center is closed will be paid for all hours worked at their regular hourly rate in addition to pay for the hours for which the Catholic Center is closed.