Resources for Staff Concerns
Resources for Staff Concerns
As a department, we are committed to your development and success. We also believe that you should have information about and access to resources to make this a reality. If you have a concern in your role about issues of equity or inclusion, there are a number of departmental, divisional, and campus resources available to you. Please note: some of the broader university resources are dedicated to particular staff groups.
Informal Processes
In addition to some of the more formal processes and resources listed below, there are informal processes you can engage in to address concerns related to equity or inclusion. While this might involve consultations with some of the resources listed that provide individual coaching or support, it could also include personal development and training on topics such as having difficult discussions with co-workers, supervising up, addressing micro-aggressions in the workplace, and establishing a culture of inclusion in your work teams (to just list a few). Regular trainings are offered through DRL, University Human Resources, Student Affairs (particularly the SA Diversity Initiative’s Indaba series), Lynda online training, and more.
Your Supervisor
Many issues can be handled directly with your supervisor. Many issues of communication, teamwork, and expectations can be discussed directly with them. They can also be resources for involvement in the department and on campus and are usually involved in the resolution of any concerns you might have about your work experience.
Resident Life Human Resources
This unit is your all-purpose first stop related to equity or personnel concerns for professional, graduate, and undergraduate employees. Meredith Carpenter, our Assistant Director for Human Resources, can help you determine the most appropriate campus resource, advise you on potential remedies, point you towards university policies, and act as a contact and referral to campus equity and recourse partners. Meredith can also serve as an informal resource to identify professional development opportunities or as a sounding board for concerns.
University Human Resources, Staff Relations
Staff Relations within University Human Resources (UHR) is responsible for providing advice and assistance to employees and administrators, managers, and supervisors on a variety of employee relations issues, including wage and salary administration, leave and timekeeping, performance management, discipline, layoff and other employee relations issues (including collective bargaining). Their website also includes links to critical university policies on these issues.
Grievances
Staff members have the right to grieve employment issues, including discipline, alleged discrimination, promotion, assignment, or interpretation of policies/procedures. UMD provides detailed information about grievance procedures for exempt and non-exempt staff.
Grievance form: submitted to department representatives for initial processing
MOUs for staff in the bargaining unit (AFSCME) (includes grievance information) can be found on UHR's Staff Relations page.
Graduate Assistant Resources
Additional support information for GAs is available from both Graduate Student Life and The Graduate School.
Division of Student Affairs Equity Administrator/Officer
Earl Cabellon is the Division of Student Affairs Equity Officer in regard to search and selection procedures. He oversees our division commitment to equity and ensures our compliance with state and federal statutes regarding searches and hiring. Earl works closely with our search chairs, hiring officials, and HR representatives to ensure fair and equitable search practices.
General information about campus Equity Administrators can be found at on this Belonging & Community webpage.
The campus Ombuds Officer for staff can be consulted about University policies relating to your work activities or problems that you cannot resolve through ordinary channels. An Ombudsperson listens to complaints and helps, if possible, to resolve them. Sometimes the Ombudsperson simply provides information and counseling, or helps complainants develop strategies for dealing with their problems on their own. At other times, when authorized by the complainant, the Ombudsperson contacts other involved parties and attempts to work out mutually satisfactory solutions.
Office of Civil Rights & Sexual Misconduct (OCRSM)
OCRSM oversees the University's Title IX response. OCRSM receives and responds to all complaints of discrimination, including sexual misconduct. Complaint response includes assessment, advice and referral, interim measures, and when appropriate, investigation. OCRSM also develops and implements campus wide civil rights training, including mandatory sexual misconduct training and produces materials like FAQs, videos, student orientation materials, and conducts in person presentations on civil rights issues, including Title IX.
Additional Resources
AFSCME (American Federation of State, County and Municipal Employees) Local 1072
The union that represents many of the staff in the department, based on your role.
Office of Belonging & Community
Bias Incident Support Services (BISS): charged with responding, educating and reporting to the campus about hate-bias incidents.
LGBT Equity Center: Resource for anyone looking for community, support, resources, or referrals around LGBTQ+ issues
Nyumburu Cultural Center: Resources for anyone looking for community, support, resources, or referrals around African American issues
Accessibility: The ADA/504 coordinator's office addresses accessibility issues and reports of disability-based discrimination on campus, guiding the university's efforts to move beyond compliance and toward seamless access.
Office of Multi-ethnic Student Education (OMSE): OMSE offers a variety of services and programs to enhance the learning experience and promote the academic success of underrepresented undergraduate students.
TerrapinSTRONG Education: TerrapinSTRONG Education introduces institutional values across the university to create a stronger commitment to community, belonging & inclusion.
President’s Commissions and Task Forces
Variety of standing commissions that advocate for policy and program changes. These include the President’s Commission on Disability Issues, the President’s Commission on Ethic Minority Issues, the President’s Commission on LGBT Issues, and the President’s Commission on Women’s Issues.
There are also task forces on sexual assault, sexual harassment, and inclusion and respect. These task forces have created reports and recommendations for the university.
Counseling and referral service for faculty and staff, helping with issues including job difficulties, alcohol and drug problems, marital and family problems, emotional distress (anxiety, depression, stress related disorders, etc.), legal, financial and a variety of other concerns. FSAP is available to meet with all full and part-time employees for assessment, referral, and short-term counseling services at no cost.
FSAP coordinates the Emergency Loan Fund to assist faculty and staff members who are experiencing a personal financial emergency and have exhausted all other avenues of support.
FSAP counselors are also able to present on a variety of topics including Managing Stress, Supervising the Hard to Reach Employee, Negotiating Conflict, Coping with Change, Effective Meeting Management, Interventions for Substance Abusing Employees and Family Members, and Preventing Violence at Work. Counselors are also available to meet with departments for a debriefing following a death or other traumatic event.
FSAP is also available to consult with supervisors & department heads regarding how to best handle a difficult employee or a difficult situation at work. Guidance is provided on how to best refer an employee to the FSAP, with an emphasis on early intervention and attention to the problems. Coaching is also provided to managers in how they can best work with their employees.
Additional information about Performance Review & Development policies, process, and forms can be found on UHR's Performance Review page.
UHR requires that all full-time nonexempt and exempt staff receive a PRD each year. (Regular and Contingent 2 staff). While UHR does not require PRDs for graduate assistants, it is good practice, so supervisors of GA staff should also conduct these. New supervisors of professional staff are required to participate in PRD training at the beginning of their first campus supervisory position. Training is offered by University Human Resources.
UHR sets requirements for PRDs and deadlines each year. There are five major components of the PRD process, including at least three required meetings and ongoing feedback over the course of the year-long review cycle. The PRD cycle continues from spring until spring of the following year..
The Expectation-Setting Meeting - The supervisor and the employee discuss and document the priority duties and most important aspects of the employee’s job. They also determine what level of performance would meet or exceed expectations.
Ongoing Feedback - The supervisor will provide informal feedback on employee performance throughout the review period. Expectations should be discussed and may be revised or restructured according to needs.
Self-Assessment - The employee will conduct a Self-Assessment of how well he or she has performed throughout the review period. This self-appraisal is conducted twice a year, before the Midway Feedback Session and before the final Performance Review. The information serves as a discussion point during both appraisal sessions. (Click here to see an example of a Self Evaluation Form.)
Midway Feedback Session - The supervisor and employee meet and discuss the employee’s performance to date. The employee receives a “mock” evaluation and an informal midway performance rating. The supervisor and employee also discuss strengths and weaknesses and a development plan to improve areas of concern.
End-of-Cycle Performance Review - The supervisor and employee meet formally to discuss the employee’s performance during the review period. With employee input through the Self-Assessment, performance is rated and training and development plans are discussed. When the final review is completed, the supervisor and employee begin the next cycle by conducting an Expectation-Setting meeting for the upcoming review cycle.
THE SELF-ASSESSMENT
The self-assessment is an employee’s evaluation of their own performance during the specified performance period. The purpose is to have the employee think about and give serious consideration to how they have performed in meeting expectations. While employees are NOT required to complete the self-assessment, they should be given the opportunity to do so. Staff who complete the self-assessment should provide it to their supervisors PRIOR to the PRD meeting, so issues addressed can be incorporated into the final review and can inform the conversation regarding work performance.
Staff in the Res Life Human Resources unit will send reminders of PRD deadlines and resources throughout the year, laying out expectations for each major step in the PRD cycle - expectation setting, mid-year feedback, and the final PRD.
Retention conversations are an initiative to provide an opportunity for graduate and full-time staff to 1) seek advice and support, and 2) directly share feedback in an environment outside the supervisory chain.
Unlike an exit conversation, feedback collected may be acted upon while employees are still with the department. The hope is that these conversations will assist Resident Life to hear from employees, make changes or continue positive efforts, and provide another avenue of support and influence for the employee.
Select members of the Resident Life Human Resources unit will each conduct retention conversations. This group provides a variety of identities and positions within Resident Life and allows for staff to have options and to meet with someone they may feel most comfortable talking with.
Information shared in the retention conversations will be kept confidential to the extent possible. Information from the conversations will be shared out as needed but combined with that from other staff members. Please note, because a few individuals are conducting the meetings, information shared in the conversations may be shared openly between them. This allows us to combine feedback from staff and to act as needed.
Staff will be reminded of the opportunity for retention conversations regularly. These conversations are not required and are scheduled at the behest of the individual staff member.
Each staff member, upon submitting a resignation letter, is offered a voluntary exit conversation with a Human Resources staff member of their choice. These conversations provide an opportunity to provide feedback outside of the supervisory chain about the department and the staff member’s experiences.
The information gathered in the exit conversations is not shared in a way that identifies the staff member. It is collected in the aggregate to inform policy and practice and to gain a greater sense of staff experiences in our department. The Assistant Director for Human Resources uses the information to inform their own practice AND to inform their advice to other departmental staff and leadership.
We know that eventually, all staff leave, as a result of a promotion, new opportunity, or retirement. We ask that you provide your supervisor a written letter of resignation with a minimum of two weeks notice. It is expected that prior to your departure you would:
Conduct exit conversation (optional) with Resident Life Human Resources Staff and arrange for your last paycheck, last day of work, and use of any remaining vacation/leave balances.
Change passwords on all phones to 20742 (zip code)
Change all voicemails to the following: (sample)
Hello! Thank you for calling the [position title]. This position is currently in transition. Please contact the [name of office] at [phone number]. If this is an emergency, please contact the University of Maryland police department by calling 301-405-3333. Thank you and have a great day!
Remove all personal documents from the Shared Drive
Clean out your shared and hard drive and save all critical files to Sharepoints and/or google drives
Turn in University ID to the Mitchell Building if you are leaving the university
Return parking tag and/or guest parking passes to DOTS
Return and sign in office keys to your supervisor or their designee
Submit Year End Report or Transition document and other information needed for new staff member to supervisor
Call in all work orders to 4-WORK or Capstone Facilities and report all needed repairs to supervisor
Additionally for live in staff:
Leave your apartment clean (trash removed, vacuumed, mopped, and wiped down surfaces).
Leave all university owned furniture in your apartment
Return and sign in apartment keys, and partner swipes into your supervisor
Supervisor should walk through your apartment with you before departure to assess the conditions of the space, per Conditions of Occupancy Guidelines.
Call in all work orders to 4-WORK or Capstone Facilities and report all needed repairs to apartment
Obtain and submit a USPS mail forwarding form at the local post office and inform Administrative Professional of the new forwarding address.