workload workshop
DESCRIPTION
Managing staff workload in the California State University. WORKLOAD WORKSHOP. A presentation of the California State University Employees Union (CSUEU). Why care about workload?. - PowerPoint PPT PresentationTRANSCRIPT
Managing staff workload in the California State University
A presentation of the California State University Employees Union (CSUEU)
CSU non-academic staffing has remained flat over the past several years while enrollment and even campuses have increased
Furloughs have increased the pressure on staff to “do more with less”
Furloughs may be replaced with layoffs next year, increasing the pressure on remaining staff
Workload can effect everything from evaluations to promotion to discipline
Difficulty with deadlinesRepeatedly reviewing prioritiesWork out of classification Irritability at work and homeGiving up on doing a good jobPoor relationships with boss and
coworkersGetting complaints
Position DescriptionClassificationAssignmentScheduleEvaluation
The union contract requires that every employee has a position description (Article 17) Consistent with classification Regular duties of the position
Elements of the position description (HREO) Description of regularly assigned duties Percentages of time on each responsibility Requirements (skills, certification, equipment) Supervision Physical and mental effort
All duties must be included “Other duties as assigned” legally means
duties which are related in kind to the specific duties listed in the sections above
Percentages of time are listed This establishes priorities For non-exempt employees, this also
translates into expected hours for each responsibility
Requirements are listed If the job requires a new skill or certification,
it is probably out-of-class work
Supervision Only one person is listed as the administrator,
which means work must be assigned through that person
If you are a lead (even of students) the position description will list who reports to you
Effort Physical and mental effort is listed
Changes must be listed (Article 17) New duties must be reflected in a new position
description at least seven days in advance
DO
Request a position description when you are hired
Request a position description change when your duties change
Work within your position description
DON’T
Ignore whether or not you have a position description
Let duties accumulate without being added
Work outside of the classification or the hours (non-exempt)
Classification Qualifications and Standards (CQS) are systemwide definitions Types of duties Skills, certification, and other
requirements Distinguishing characteristics from other
classifications and skill levels Position descriptions must be
consistent with classification
Assignment/reassignment (Article 17) You must be paid when you temporarily work at
a higher classification or skill level Reassignments are documented in the
personnel file Reclassification (Article 9)
You must be reclassified when you permanently work at a higher classification or skill level
Management may remove duties to prevent reclassification (but the previous work must be paid under reassignment)
DO
Get a copy of your CQS from Human Resources or Chancellor’s Office website
Make sure your position description is consistent with the CQS
Make sure out-of-class work results in pay
DON’T
Think that your position description is all that matters
Perform work out-of-class without documentation or pay
The union contract allows an employee to request work instructions in writing (Article 17) This can be used to document an
assignment through management directions CSUEU encourages employees to
maintain a work log of their regular and special duties This is can be used to document an
assignment through a daily employee record
What if the supervisor does not document new duties or special assignments? Send your own email or memo to the
supervisor memorializing the assignment (“This is to verify that I will be doing _____ per your request”)
You can ask for confirmation at the same time
Track the task in your work log anyway
Date Supervisor Task Time elapsed Special
requirements Comments
Work logs can be used to track workload, out-of-class assignments, overtime, etc. This documentation can be important for evaluations, reclasses, grievances, etc.
DO
Keep track of your assignments and document them regularly
Make sure assignments are given by the administrator (in your position description or written direction)
DON’T
Lose track of what you are doing, adding new duties or doing special projects without any record
Expect your administrator to remember what you’ve done in the past or expect a reward (reclass, IRP, bonus) when there is no documentation
NON-EXEMPT
Employees receive a fixed work schedule
Employees are paid on an hourly basis
Employees receive overtime for work over 40 hours in a week
EXEMPT
Employees work by task rather than schedule
Employees are paid on a salary (monthly) basis
Employees do not receive overtime for work over 40 hours in a week
Monday – Friday 8 hours per day Set hours for start, stop, breaks, lunch Overtime for hours over 40 in a week Overtime payment in cash or CTO Call back (overtime rate) if brought
back to work on a different schedule or day
(Articles 18 and 19)
DO
Know your work schedule Work the set hours – start
and stop as indicated, take your breaks and lunch
Get paid for extra hours Longer days get paid
overtime if they are over 40 in a week
Called in at different hours not consecutive with your schedule guarantees you at least 3 hours of paid call-back time (even if under 40 hours/week)
DON’T
Work through breaks or lunch without pay
Come in early or stay late without pay
Take jobs home and work without pay
Make “informal” overtime arrangements
Flex your days to work a different schedule than authorized to avoid overtimeAll of these are illegal!
Focused on tasks rather than hours Example – “Maintain lab” or “Provide IT
support”Most time is flexible although there
may be some fixed times for meetings or essential tasks
Employee may start and stop at different times under own discretion to meet task deadlines
Exempt employees are not paid for hours over 40 in a week Employees must balance their time by taking
time off after having worked extra hours Employees are not charged leave for partial
day absences During a furlough week, Exempt
employees become Non-Exempt In non-furlough weeks, Exempt employees
are not supposed to have workload increases to make up for lost time during the furlough week
DO
Keep track of task assignments and deadlines
Balance work peaks with time off later (and let your supervisor know)
Attend fixed meeting dates and times
DON’T
Report on the basis of a fixed work schedule
Take time off if you haven’t met the deadlines
Work extra hours in furlough weeks without pay
Work extra hours in non-furlough weeks to make up for deferred work earlier
Evaluations are based on position descriptions Must reflect assigned duties Changes in duties are listed
Evaluation are a dialogue between the employee and the supervisor Workload expectations Performance peaks and valleys
Evaluations may include rebuttals Significant workload issues can be documented
DO
Keep track of your successes over the year in your work log
If you have a problem during the year, record it and the reasons why and mitigating factors
Insist that all duties are reflected in the evaluation
DON’T
Count on your evaluation always being good or fair or accurate
Rely on the administrator to remember your successes
Hope your administrator forgets the problems
All of the above can influence layoffs, even though they are based on seniority Tie-Breaking▪ When two or more employees are tied for layoff,
management must consider only specialized skills, competency, and meritorious services
Presidential Exemption▪ The President may exempt an employee from
layoff if the employee possesses documentable specialized skills which are necessary for the program and not possessed by other employees
Workload influences the decision of management to start layoff Work speed-ups may precede layoff as a
way of reorganizing the work for fewer employees
Workload influences the decision of management to call back employees from layoff Work shortages may require hiring and jobs
go to employees on the layoff list first
A STRONG UNION!!! Our union contract regulates hiring, firing,
layoff, assignment, etc. We have the right to negotiate on the
impact of budget cuts We have stewards and union staff to
advise and protect employees Working together, employees can
organize to influence legislators, presidents, and the public
Employees are not automatically members of the Union If you have not signed a membership card,
you are paying fees – you are a fee payer and not a member
Signing a card gives you the right to vote on contracts, get representation in discipline, and enjoy group benefits and insurance
Union membership is less than 25 cents/month
University staff keep the University running…