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Duke University is an Affirmative Action/Equal Opportunity Employer committed to providing employment opportunity without regard to an individual’s age, color, disability, genetic information, gender, gender identity, national origin, race, religion, sexual orientation, or veteran status.
Fire Safety and Ergonomics
New employees are required to complete the Fire Safety and Ergonomics online training within their first 30 days of hire. Fire Safety training must be renewed every year. Ergonomics training needs to be completed at the time of hire only. The purpose of the online training is to provide employees with the knowledge and tools necessary to reduce the risks associated with their work responsibilities to the lowest possible level.
Employees can access the online training module at www.safety.duke.edu. From this page, click on the “On-Line Training” icon under the Quick Links banner. You will be prompted to enter your Duke NetId and password in order to log in. Each online module takes about 10 minutes to complete and is self paced.
Leaves of Absence
Duke offers three types of leaves of absence to enable employees to temporarily leave active service for personal illness, illness and/or care of immediate family members, educational needs, military service, family issues and/or personal matters. Both paid and unpaid leaves of absence preserve the continuous service dates of employees who temporarily leave active service, but plan to return to Duke within the time frame specified by their leaves of absence.
Duke's leave-of-absence program allows for the continuation of applicable benefits coverage during approved leaves. Staff members should discuss leave options with their supervisor and agree upon the conditions under which a leave might be granted – with particular attention paid to expected conditions regarding return to work.
Employees and supervisors are encouraged to contact the HR Director, Richard Lee as needed. Leaves should be requested at least 30 days prior to the intended leave date or in cases of emergency, leave documents should be completed as soon as possible. All leave of absence requests are processed by the Student Affairs Financial and Payroll Services Office and should be submitted for review prior to approval.
For more detailed information on Duke’s policies, see Work Absences: Leaves of Absence.
Maintaining Employee Records
Employees have three official files: personnel, payroll and medical (if needed). The files for non-bargaining unit employees are kept in the Office of the Vice President. Personnel file documents can include resume, transcripts, performance reviews, commendation letters and any disciplinary actions. The payroll file typically contains annual salary letters, data sheets, and other documentation of pay history. Medical files contain any medical documentation that is submitted for FMLA or other work-related purposes.
Employees have the right to review their personnel files and may do so by making a request at least one full business day in advance to email@example.com Supervisors and managers wishing to review their employees’ personnel files should contact firstname.lastname@example.org to schedule a time. Review of personnel files will be on site as files cannot leave the office.
Managing employee performance is critical to ensuring the ongoing success of Student Affairs and our employees.
At minimum, formal evaluation of employee performance is accomplished twice per year in Student Affairs. The mid-year review is completed by mid-December and the annual review is finished by mid-May. Depending upon department processes, developing work goals and professional development goals for the following year is done before the end of September. Performance evaluations are used in determining any annual pay increases, bonuses and other personnel decisions such as promotions. Supervisors and managers with questions about performance management can address them to Resource Administration at email@example.com For more information about the University's Pay & Performance process included a self-guided tour, forms, FAQs and manager toolkit, go to http://www.hr.duke.edu/managers/performance/University/index.php
Standards of Conduct
Employees in Student Affairs are called to maintain the highest standards of ethical and professional conduct in the performance of their job duties and responsibilities and should be familiar with department, Division, and University workplace expectations.
Performance Planning and Evaluation for New Employees
New employees receive written performance feedback prior to the end of their 90-day orientation and evaluation period or trial period. Supervisors should initiate a discussion of performance expectations during within 15 days of the new employee's first day of work using the New Employee Orientation and Evaluation Period Performance Review form or the Trial Period form as applicable. A decision must be made by the supervisor to recommend:
- successful completion of the review period;
- extension of the review period for 30 days, or
- discharge due to not achieving expectations during the review period.
Any extension or discharge recommendation must be discussed at least 14 days before the end of the 90 calendar day period with a Student Affairs HR Manager (Alma Jones or Caroline Nisbet) who will consult with Staff & Labor Relations. By the end of the first 90 days, annual goals and development plans should be established. Review forms must be submitted to a Student Affairs HR Manager (for the employee's personnel file) prior to the 90th calendar day of employment.
Ongoing Performance Review
Employees in Student Affairs receive formal performance feedback at least two times per year. The mid-year performance review is completed by mid-December and the annual review by mid-May. Written feedback for mid-year reviews is at the discretion of the department for employees receiving performances ratings of "meets expectations" (rating of 2- or higher). A written review along with a performance improvement plan must be submitted for any employee who does not meeting expectations (rating=1). The annual review must be in writing and becomes part of the employee's personnel file. Duke HR provides an online Manager's Toolkit and well as a staff briefing presentation to assist supervisors with the performance management process. While departments have the flexibility to develop performance review forms applicable to specific fields and settings, most departments in Student Affairs use the standard University forms.
Resolving Performance Problems
Supervisors are encouraged to use coaching, continuous feedback, written performance improvement plans and to resolve performance problems in the most informal and positive manner possible. However, when an employee does not meet expectations for conduct and/or performance, corrective action may be necessary. Supervisors should review the Standards of Conduct and Performance/Corrective Action policy and consult with a Student Affairs HR Manager prior to initiating formal corrective action. All counseling sessions, corrective actions and related facts must be documented with one copy provided to the employee and one filed in the employee's personnel file. Corrective action processes include written warning, final written warning, and termination. The University's corrective action protocols are intended to be progressive, however, depending upon the circumstances, supervisors (in consultation with a Student Affairs HR Manager and Staff & Labor Relations) may repeat, omit, or employ any corrective action out of the progressive action sequence. Duke also reserves the right to effect immediate termination if such action is deemed necessary.
Questions and Help
The primary contact for supervisors, managers and employees with HR questions is Richard Lee, Director of Human Resources for Student Affairs. Other members of the HR team are Caroline Nisbet, Assistant Vice President of Student Affairs for Resource Administration and Alma Jones, Director of Financial and Payroll Services.
The HR team conducts orientations for new, non-bargaining unit employees and assists departments with a variety of HR issues including recruitment and retention, workplace expectations, bargaining unit contract provisions, reclassifications, organizational development, workforce reduction and risk management. They also advise employees and managers concerning conflict resolution, performance issues, and the interpretation and application of HR policies and procedures.
Routine questions can be sent to firstname.lastname@example.org or for more complex issues, call Richard Lee at 684-3738.
Recruitment for vacancies occurring in budgeted positions due to the departure of an incumbent may begin once the appropriate Assistant Vice President or Executive Director has approved the search plan and a requisition has been opened in the University’s Human Resources system. New positions (budgeted or not) are subject to additional review and approval through Duke’s Position Management system. Once a search is authorized, the full recruitment process should be completed in 90 days or less. Hiring managers who are new or have not previously managed searches in Student Affairs are advised to discuss the process in advance with a member of the HR team (Richard Lee, Caroline Nisbet or Alma Jones) and are advised to review Duke's Recruitment and Hiring policies prior to beginning a search.
New positions are subject to additional review and approval prior to beginning recruitment, whether budgeted or not. Generally, this is done when the position is classified. To initiate the position classification and review process, the hiring manager should send a request to email@example.com and include the job description for the new position. All new positions are routed to the Provost's Office for review and approval. The full review process may take several weeks. Recruiting may not begin until the departmental hiring manager has received approval confirmation via email from Resource Administration.
The hiring manager should determine the scope of the search and prepare a search plan. In all cases, the search plan must specify strategies to recruit a diverse and qualified applicant pool. The department head and the appropriate Assistant Vice President must approve the search plan. Search plans for positions at level 15 and above also require approval of the HR Director (Richard Lee) or AVP for Resource Administration (Caroline Nisbet). When the necessary approvals have been obtained, the hiring manager should send a request to open the requisition along with the position number and a copy of the job description to firstname.lastname@example.org Names of other employees who should have access to the requisition in Candidate Selection (Duke HR's online candidate management system) should also be included. Departments cover all search-related costs including advertising, interview expenses for candidates, and if appropriate, relocation expenses for the selected candidate. Searches may be local, regional or national in scope.
- Local - position posted with Duke HR and listed on the Student Affairs web site; may be sent to listservs/job web sites for state chapters of professional associations, area college and university contacts, and listed on local job web sites
- Regional - all the above plus listed with regional professional associations and contacts include a multi-state network of colleges and universities
- National - all the above plus posted with national association websites/listservs and job listing sites such as HigherEdJobs.com, etc.
The Division has discounted memberships and job packs for various professional associations and recruiting sites, so hiring managers should check with email@example.com before purchasing ads.
Requisitions and Tracking
All vacant positions must be posted for a minimum of seven calendar days on the Duke Recruitment web site. Hiring managers will need access to Candidate Selection (the Duke HR candidate management system) to track applicants. By Duke policy, every applicant must be included in Candidate Selection and it is the hiring manager's responsibility to ensure that all applications received directly by the department through other means are loaded into Candidate Selection prior to extending an offer. Most searches should be completed within 90 days, so it is important to upload (if accepting applications directly) and track applicants at every step of the search process. Some departments use a special email address for correspondence with candidates. Contact firstname.lastname@example.org to set up a search email address.
When the search is completed, the hiring manager must check references prior to requesting approval to extend an offer. A minimum of two references (including current supervisor if a Duke employee) is required in Candidate Selection. However, hiring managers are encouraged to check three to five references as appropriate given the job level and scope of the position.
Extending an Offer
All employment offers require approval by a member of the Student Affairs HR team. An equity analysis is performed for nonbargaining unit positions to ensure fair and equitable wages and salaries based on a variety of educational, experience and market factors among similar positions within the Division. To request offer approval, the hiring manager should send a request to email@example.com along with the resume of the desired candidate and indicate the position being filled. Any other components of compensation, e.g., moving allowance, etc. should be specified and included in the request for offer email. Only one candidate offer approval is given at a time. A member of the Student Affairs HR Team communicates an offer range to the hiring manager. If the offer range exceeds the departmental budget for the position, the hiring manager should consult with the department head before extending the offer as it is the responsibility of the department to make up the difference within their approved budget. Once offer approval is received, the hiring manager may extend a verbal offer and should track the candidate appropriately in Candidate Selection. The offer letter should follow the verbal offer closely. Templates for offer letters may be found on the NAS in the Personnel Docs_Procedures section. A draft of the written offer must address any special working conditions, e.g., on-call, unusual work schedule, etc. and must be sent to firstname.lastname@example.org for review. Once approved, the offer letter may be sent to the candidate. The requisition should not be closed until the hiring manager has received confirmation from the Student Affairs Payroll Team that the background check has been completed for the candidate.
Required Employment Documents
Many positions in Student Affairs have specific minimum degree requirements and in all cases, post-secondary education is included in the wage/salary equity review. Therefore, all new employees are required to submit official transcripts for post-secondary education including certification of degrees awarded by the deadline specified in the employment offer letter. The start date may be delayed or offer of employment rescinded if transcripts and other employment documents are not received by the required due dates. If a license or other certification is required for the job, a certified copy must be submitted. Transcripts and other employment-related documents are retained in the employee's official personnel file. With the exception of bargaining unit employees, all personnel files are kept in the Office of the Vice President for Student Affairs. Personnel files for bargaining unit employees are retained in the employing department. The offer letter specifies a due date for a variety of other payroll and employment documents required by Duke. These documents are also required prior to the candidate starting work and are kept in the employee's payroll file in Financial and Payroll Services.
Retention of Search Documents
Hiring departments must retain all records related to the search and selection process for a period of three years. Duke's policy on retention of search and selection records may be found at http://www.hr.duke.edu/policies/hiring/record_retention/index.html
Employees wishing to leave their position in Student Affairs in good standing are expected to provide sufficient written notice of voluntary resignation or retirement to their immediate supervisor.
- Nonexempt employees should provide notice at least two weeks prior to the effective date.
- Exempt employees are expected to provide notice at least 30 calendar days prior to the effective date.
- Supervisors must provide written acceptance of the resignation to the employee.
- Copies of the employee's resignation letter and supervisor's letter accepting the resignation must be forwarded to Resource Administration.
Employees will receive 100% pay for accrued and unused vacation and discretionary days if termination from Duke occurs after the orientation and evaluation period. Upon termination, the employee will receive a lump sum payment for unused vacation. Employees leaving Duke are advised to consult with the Duke Benefits Office to determine impacts on health plans and voluntary deductions.
Employees who are unable to meet the established standards of performance or conduct for a position may be terminated. Involuntary termination requires prior review and approval by the department head, Assistant Vice President of Student Affairs for Resource Administration, and a representation of Staff and Labor Relations. The basis for the termination and facts supporting the action must be fully documented.
If an employee is absent for three consecutive, scheduled workdays without contacting his/her supervisor or department in accordance with departmental procedures, the employee will be considered to have abandoned his/her position and will be discharged.
Policies and procedures relevant to leaving your position and/or Duke may be found on the Human Resources website at http://www.hr.duke.edu/policies/expectations/leaving/
Duke's policy and guidelines regarding voluntary resignation or retirement may be found at http://www.hr.duke.edu/policies/expectations/leaving/
Employees planning to retire from Duke are encouraged to use the Retirement Planning Guide, which may be found at http://www.hr.duke.edu/benefits/retirement/planning/index.php
Employees leaving Student Affairs voluntarily are invited to participate in an exit interview, which will be scheduled by Richard Lee in Resource Administration. In addition, information about the University's anonymous exit survey will be sent by Duke Human Resources to employees leaving Duke.