Hiring Talent
Writing position descriptions
Position descriptions are written by supervisors who design and evaluate positions. Supervisors may ask employees to document day to day job duties and functions.
Components
Summary. Describes the essential purpose and primary duties of the position. It may include information about the unit or department to put the position in context.
Job Duties. Identifies primary and current duties as well as the responsibilities of the position. Job duty statements typically contain a task (e.g., "conduct analytical studies") and purpose (e.g., to support financial planning") and should include substantive, broad scope items. Additionally, this section should:
- Communicate the full range of job elements the position has responsibility for including financial resources, budgets, physical resources and data/records information
- Be specific about what methods, processes tools, techniques, materials and equipment are used
- Describe supervisory elements
- Describe physical demands and work conditions
- Be written in simple language with limited use of jargon and acronyms.
- Utilize action verbs (e.g. "operate" or "analyze") for each duty
- Include accurate percentages of effort. Generally individual functions are best described with percentages no higher than 20% to 25%, and no lower than 5%
- Limit "perform other related duties as assigned" to 5%
Minimum Qualifications. Outlines the minimum level of formal education, license/certification, years of relevant work experience and skills and physical requirements required to perform the job functions. ¶¶Òõ̽̽ intentionally bases classification on minimum (versus ideal) qualifications to attract the broadest and most diverse pool of applicants during recruitment.
If listing "desirable" qualifications, be careful to consider the potential impact on the applicant pool, as qualified individuals may choose not to apply based upon their perception of listed qualifications.
Ready to write your PD?
Posting a position
When starting a new recruitment, one of your first tasks is to determine whether you should use an active existing position number, use an inactive existing position number, or create a new position number. Please review PeopleAdmin Resources for more details on implementation and workflows related to hiring and classification.
The faculty hiring process is directed through the Office of the Provost. For more information on that process, visit the Provost's faculty hiring page.
Recruitment
Recruitment actions are initiated using the system.
Upon completion of Recruitment Information, submit the recruitment requisition to your Dean's Office for administrative review and approval. The normal posting period is one week. New positions are posted daily.
Following review and approval of the recruitment information, you may post the position on the job website via PeopleAdmin. If you have not previously established an account on , contact your business manager.
PeopleAdmin resources
Onboarding your new hire
After you're offer has been accepted, the supervisor will work with HR's Onboarding Team to make sure new employees have what they need for a successful Day 1 (and beyond!) at ¶¶Òõ̽̽.
- Familiarize yourself with the onboarding process at ¶¶Òõ̽̽, and what's expected for New Employees.
- . Some things to note:
- This form must be submitted no later than 12 p.m. noon the Thursday before anticipated New Hire Enrollment date and include the correct orientation date.
- You must have the PeopleSoft Employee ID # to complete this form. If you do not currently have this number, you must wait to complete this form until you do.
- Scroll through the entire form and answer all questions. When you are done, click the green arrow at the bottom to submit.
- Submit this form no later than 12:00 p.m. noon the Thursday before the anticipated New Hire Enrollment date.
- Orientation sessions are fully remote.
- Disability accommodations: The requesting department is responsible for making accommodation arrangements for orientation attendance. Please contact the ADA/504 Coordinator with any questions at 802-656-0945 or via e-mail to accessibility@uvm.edu.
Download a copy of the onboarding checklist for supervisors (PDF)
Supervising and Talent Management
Federal Forms and Instructions
- Hiring Incentives to Restore Employment (HIRE) Act
Leave Requests and Processing
Family Medical Leave Act
The Family and Medical Leave Act (FMLA) is a federal law that provides eligible employees of covered employers with unpaid, job-protected leave for specific family and medical reasons.
Annual Performance Evaluations
The performance review is a communication tool designed to support each individual's contribution to the University. The review provides a way to measure skills and accomplishments with reasonable accuracy and uniformity. It provides a way to help identify obstacles to top performance. It should help identify areas for professional growth. It should not, however, be considered the supervisor's only communication tool. Open lines of communication throughout the year help to make effective working relationships.
Each employee is entitled to a thoughtful and careful review. The success of a performance review depends on the supervisor's willingness to complete a constructive and objective assessment, and on the employee's willingness to respond to constructive criticism and to work with the supervisor to overcome performance barriers.
Performance Improvement Plans and Disciplinary Action
Performance Improvement Plan
The purpose of the Performance Improvement Plan (PIP) is to define serious areas of concern and/or gaps in an employee’s work performance, reiterate ¶¶Òõ̽̽’s expectations, and allow the employee an opportunity to demonstrate improvement. ¶¶Òõ̽̽ strives to encourage successful employees and foster strong working relationships through regular feedback and open lines of communication.
PIP Process
Supervisor establishes that performance is unsatisfactory or that improvement is needed.
Supervisor contacts Dean’s Office/Business Manager to discuss if PIP is warranted.
Dean’s Office/Business Manager contacts the servicing Labor & Employee Relations Professional.
Supervisor completes the PIP Form.
- Section 1 defines the performance deficiencies and how those deficiencies are impacting the employee’s work or the work place. Supporting documentation should be attached if appropriate.
- Section 2 identifies specific instances of when the employee failed to meet performance expectations. It should include documentation of any previous conversations or other communication with the employee about performance concerns.
- Section 3 specifies goals/objectives related to the areas of concern to be improved and the performance indicators that will be considered for success.
- Section 4 indicates the PIP timeframe, and the availability of the supervisor to provide the employee with guidance and support, including the frequency of regularly scheduled feedback.
Supervisor shares PIP with employee.
Supervisor and Employee Finalize PIP
PIP Follow-up Meetings
Conclusion of the PIP
At the end of the established timeframe, the supervisor must assess whether the employee has met the performance expectations outlined in the PIP and the supervisor and Business Manager should consult with HR Partners about formally documenting the outcome. Written notification is required. If the PIP was successful, the supervisor should meet with the employee to formally close the PIP.
Discipline
¶¶Òõ̽̽ supervisors are encouraged to use the principles of discipline in managing the needs of their area. Progressive discipline is corrective action designed to help individuals overcome behavior that has caused problems on the job. Its goal is to help individuals work productively in healthy relationship with others.
- Verbal Warning
- Written Warning
- Suspension
- Termination
It is understood, however, that the University does not have to follow this progression in every case of employee discipline, and it may skip or repeat steps based upon the circumstances of any given case. When an employee's misconduct warrants a higher penalty, the University may move directly to Suspension or Termination.
Our HR Partners team provides expert guidance and assistance to supervisors and managers who are grappling with challenging situations. Contact your directly, or email HRPartners@uvm.edu for support
Electronic Additional Pay Form (ePAF) and Request
The electronic Additional Pay Form (eAPF) is used to process payments in prescribed circumstances within University policies, handbooks and collective bargaining agreements where additional pay, outside of usual overtime, apply.
The first step to processing an eAPF is to reach out to Class & Comp to submit your request via form.
Additional information for this process can be found in the resources below.
Electronic Personnel Action Request (ePAR)
ePARs are used to request and approve personnel actions, such as hiring, transfers, leaves of absence, terminations, and status changes. These workflows are implemented through ¶¶Òõ̽̽'s HR systems and can be nuanced processes. The resources below provide definitions and codes as well as step-by-step instructions and workflows.
Overview Documents
Action Guides
Telework Requests
Temporary Employee Processes and Management
Temp Employee Actions
Below are helpful documents and templates to use when hiring or processing changes for temporary employees.
Resource documents
Offer letter templates
Additional documents
- (For new employees only)
- -
- -
eTemp
Connect with your HR Partners
HR partners are here to help you navigate issues including university policy and union contract interpretation, performance management, organizational structure, and labor/management relations.
HR Partners
Looking for more general resources?
Supervisor is just one of the hats you wear at ¶¶Òõ̽̽. If you're looking for more general resources that fit your day to day (or future plans) as a ¶¶Òõ̽̽ employee, check out our employee resource page.
Employee Resources