Last Updated 01/09
Applies to Staff

Policy

Types of Positions Defined

Regular Positions

Regular positions are full- or part-time positions at the university that have regularly scheduled hours and are not temporary or on-call. Regular positions can be nine month or twelve month positions and must be paid based on their appointment; i.e. nine-month employees cannot be paid over a twelve month period unless contractual for an exempt employee.

Temporary Positions

Temporary positions are used for various reasons to include interim vacancies, employee absences, seasonal needs, academic year needs, or short-term support needs. Temporary employees may be assigned to one temporary position or may fill consecutive short term and/or part time temporary positions. Temporary employees can transfer among several temporary positions within the University as needs arise. However, a temporary employee cannot be employed in the same temporary position for more than 9 months within a 24 month period. If a position needs to be extended beyond this length of time, it must be converted to a regular or limited term position. (If a position is being filled with knowledge that it will exceed the 9 months, it should be created as a regular position or a limited term position rather than temporary.)

Temporary positions are generally non-exempt; however, exempt temporary positions will be approved on a limited basis for special circumstances. Non-exempt temporary positions must be paid on an hourly basis and overtime must be paid for any hours worked over 40 hours in a work week. Employees in a temporary position should be compensated within the range of the pay scale of similarly situated regular positions responsible for performing the same level and type of work on campus. Hours worked in a temporary position are not considered when determining benefit eligibility; temporary employees who become regular employees will be eligible for full benefits at that time with applicable waiting periods.

NOTE: Temporary employees are considered external applicants when applying for regular University employment and must follow established selection procedures for external applicants.

NOTE: Full-time Students hired as part-time temporary employees are eligible to work consecutive academic years and summer sessions as long as they are actively enrolled and degree seeking students in an institute of higher education.

On-call Positions

On-call positions are used when employees are needed for sporadic and non-recurring assignments. Employees assigned to on-call positions will be compensated on an hourly basis for hours worked at a rate similar to that of those regular employees performing the same level and type of work at the university. Employees in on-call positions are not “on-call” in the sense that they are expected to be on standby, rather they work hours as needed, subject to their availability. On-call employees cannot work more than 1,000 hours in a given year. Further, if an on-call employee is inactive for 15 months he/she will be removed from the payroll system and must go through the employment process again to be reactivated.

Limited Term Positions

Employees may be hired to work a limited term assignment at the university. This assignment is based on a predetermined and agreed upon time frame that is of a short duration needed to meet a business need and/or staff a contract or grant program. Limited term employees receive benefits following the same policies as a regular employee and are still “at will” employees. A “Limited Term Employee Offer Letter” must be used when hiring an employee in a limited term position. Guidance for this letter can be received by contacting HR Business Partners or compensation to ensure that employment is explicitly at will and dependent on funding.

Independent Contractors

In situations where university departments use the services of outside consultants or independent contractors, specific criteria are used to determine the worker's relationship with the university and thus the appropriate method of payment for their services. These criteria are defined by Internal Revenue Service guidelines and are reflected on the Non-Employee Payment for Services form that is used for payment of independent contractors. Independent contractors are not university employees and are not paid through Payroll Services or eligible for benefits. Factors indicating that payment should be made as independent contractor rather than employee include:

  • Behavioral Control – The university does not direct and control how, when, or where the worker does the tasks they are hired to perform
  • Financial Control – The university does not have financial responsibility for all expenses of the contractor, the contractor provides services to others in the market place, and the contractor is generally paid a flat rate fee rather than on an hourly/salaried basis for work done (some professionals such as lawyers may be paid hourly).
  • Type of Relationship – The university has a set period of time that work should be performed by the contractor rather than an indefinite relationship, the contractor is not eligible for any university benefits, and the contractor performs work other than a service that is key to the regular on-going business activities of the department.

Employee and Manager Responsibilities Related to Pay

Employee Responsibilities

Each employee must take responsibility for his or her job performance, professional development, and growth. While the university strives to provide an environment that fosters growth, the university does not guarantee advancement for employees within their current position or at the university at large.

Manager Responsibilities

The university is committed to providing managers with the tools, training and information necessary to make sound compensation decisions. Each manager is responsible for ensuring that performance management processes are completed each year for employees and that increases to base pay are based on performance and within policy guidelines, to ensure equity and consistency throughout the university.

Work Schedules

The University observes a standard office workweek of Monday through Friday, 8:00 am to 5:00 pm with a one hour meal break. However, many departments offer alternative schedules and shifts as appropriate to their needs. Supervisors must approve alternative work pattern arrangements, and the operating needs of the department must take precedence. The Office of Human Resources’ Business Partners should be consulted for guidance on various work schedule options.

Alternative schedules must not conflict with other University policies, or state or federal regulations, and once agreed upon, should remain stable except when special needs arise.

Regular Schedules

Regularly scheduled positions typically fall into one of two categories for purposes of compensation:

  • Full-time (for the purposes of compensation)
    • Employees who work a regular schedule of 40 hours per week.
  • Part-time (for the purposes of compensation)
    • Employees who work a regular schedule of between 1 to 39 hours per week.

Non-regular Schedules

In addition to regular work schedules, non-regular schedules may be appropriate. Examples include on-call employees and temporary employees.

Summer Hours

During the summer months, standard office hours may be adjusted to an 8:00 am to 4:30 pm schedule with a one-half hour meal break at the discretion of individual departments. This summer schedule is typically observed beginning the week after commencement in May through the week before students return for the fall semester in August. Specific information and dates for the observance of summer hours are published each spring by the Office of Human Resources.

Alternative Work Patterns

In addition to standard and summer work schedules, alternative work arrangements are available with departmental approval. The alternative work arrangement should support the business operations and not interfere with the needs of the department. The following are examples of alternative work patterns:

  • Flex time -The number of hours worked daily remains constant, but shifts are predetermined, with start and finish times staggered at 15 or 30 minute intervals. This arrangement is with supervisory discretion and approval.
  • Job sharing -The division of responsibilities and labor of a single full-time position between two or more employees, each working less than full-time may be considered job sharing. The employees may perform all elements of the work or divide the tasks. Employees may alternate days, weeks, or may split days. Individual benefits are based on the number of hours worked.
  • Compressed work week -Work weeks are scheduled such that full-time employees work longer hours but fewer days per week. A typical example is 4, 10-hour days per week.
  • Alternate work-site - Alternative work site assignments, of either short term or long term duration can be approved for positions that are conducive to less traditional work site arrangements. Alternative work site assignments must be mutually agreed to by the individual employee, the supervisor and the department head. Only regular, full-time and part-time employees in good standing with the university are eligible to be considered for this type of work arrangement. Alternative worksite agreements must be coordinated through the Department of Risk Management and Safety and includes the completion of a Request for Alternative Work Site Assignment form and an Alternative Work Site Agreement, both signed and dated by the employee, the supervisor, and the department head, are submitted to the Office of Human Resources’ Business Partners. Alternate work-site agreements are subject to the following guidelines
  • The employee's duties, obligations, responsibilities and conditions of employment with the university remain unchanged when the agreement involves only a change in work location. Salary, retirement plan benefits, and University-sponsored insurance coverage will not change unless mandated by the number of hours worked. Job responsibilities, standards of performance, and performance evaluations remain the same as when working at the regular university work site.
  • Work hours, overtime compensation, and vacation schedule conform to applicable personnel policies. Requests to work overtime, schedule vacation, use sick leave, or in any other way alter the agreed upon schedule are subject to the approval of the supervisor the same as when working at the regular university work site.
  • The employee remains obligated to comply with all pertinent university rules, policies and practices, and instructions that would apply if the employee were working at the regular university work site.
  • The employee will report in person to their supervisor at predetermined times and dates as required for ongoing departmental interactions and will participate in any university required training, meetings, etc. as deemed necessary by management.
  • It is the employee's responsibility to maintain a designated workspace in a safe condition free from hazards. This space will be subject to on-site visits by university representatives.
  • Use of equipment, software, data, supplies and furniture provided by the university for working in an off-site location is limited to authorized persons for the performance of university business. The employee is responsible for ensuring all items are properly used and maintained.
  • Unless specifically stated in the signed Alternative Work Site Agreement, the agreement remains in effect until such time as either party wishes to terminate it. Appropriate notice of termination should be given by the requesting party to provide adequate time for any alternate arrangements that either party must make. Notification that an agreement has been terminated should be made in writing and provided by the department head to the Office of Human Resources’ Business Partners.

Salary Administration Guidelines

Base pay is the hourly/biweekly/semi-monthly pay an employee receives on a regular basis. Adjustments to base salary can be applied based on merit or other employment action reasons such as promotion, reclassification, or transfer as described in compensation policy. Compensation outside of base pay is allotted for various reasons to include overtime, work performed outside of an employee’s home organization, work that is outside of normal work hours and separate from an employee’s regular work, and incentive/recognition awards.

Pay is provided either on a salaried or hourly basis in accordance with the Fair Labor Standards Act (FLSA). Employees that are exempt from overtime regulations are paid on a salaried basis; those who are non-exempt are paid on an hourly or salaried basis and are subject to FLSA overtime provisions. All non-exempt employees that are in a position scheduled to work less than forty (40) hours a week and/or less than 12 months a year will be paid on an hourly basis.

Salaries at Maximum of Pay Grade

Valued and Top performing employees who are at or above the maximum of their pay grade are eligible to receive a merit increase/bonus. The amount of merit is not to exceed the established guidelines for a “Valued Employee” available for that fiscal year. Merit may be reflected as an increase to base pay, a merit bonus, or a combination of both an increase to base pay and merit bonus within the following guidelines:

  • The employee is eligible for an increase up to the maximum of the range and the remaining percentage of merit would be distributed as a merit bonus. Increases to base pay are limited to instances when the university’s pay ranges are adjusted to stay aligned with the external market.
  • Merit bonuses paid to those employees over the maximum of their pay grade are not considered part of base pay, and may vary each year based on performance, and are not guaranteed.

Example: Employee A’s salary is at the maximum of the salary range. The maximum increase is the “Valued Employee” range of merit increase is 2% to 4%. Because Employee A received a “Top Performer” rating, the supervisor decides to give a 4% increase. The university pay ranges are adjusted 2% in order to stay aligned with external markets; therefore, Employee A’s base salary would increase 2% to move to the new maximum of the range and the other 2% would be given as a bonus.

Note: These merit increases or bonuses are payable at the discretion of the university, this includes timing and amount of such payments.

Requests for Retroactive Salary Adjustments

Salary adjustments will be effected the day they are recorded in the HR/Payroll system. If paperwork is delayed past the payroll deadline and requires retroactive pay, base salary can only be backdated up to 30 days. Back pay will be included in the employee’s regular payroll check once the record has been updated. If there is extenuating circumstances that would dictate backdating a pay increase more than 30 days, the additional pay will be disbursed as a lump sum payment and requires approval from the Associate Vice President for Human Resources or the Executive Vice President. Lump sum payments will not be grossed up and will be included in the employee’s regular payroll check.

New Hire Rates

New employees must start at no less than the minimum of the salary range for the grade of the position into which they have been hired. Hiring rates should be commensurate with the employee's qualifications and related experience and should be in proper relation to similarly situated employees responsible for performing the same level and type of work on campus. Generally employees should be hired at a rate not to exceed the midpoint of the pay range. To ensure that hiring rates will not cause inequity internally with other employees across campus, hiring rates above midpoint require approval of the Associate Vice President for Human Resources. Hiring rates above the maximum of the range will not be considered without Executive Vice President/Provost approval.

Merit Increases

Guidelines for merit increases will be provided on an annual basis from the Associate Vice President for Human Resources. Merit increases are effective on July 1 of each year. Merit increases outside of the July 1 annual merit cycle requires Executive Vice President/Provost approval.

Adjustments to Base Salary

Pay for Performance/Merit – Merit increases based on employee’s performance generally take effect on July 1 of each year. The amount of merit money available for distribution is determined on a yearly basis through market analysis, and a process of recommendations and approvals involving Human Resources, the Finance Division, the Officer Group, and the Board of Trustees. Distribution of merit is at the discretion of the Executive Leadership Team and subject to policy guidelines.

Note: Employees hired after April 1 are not eligible for an annual increase until July 1 of the fiscal year following the calendar year in which they are hired. This should be considered when establishing a hiring rate.

Promotion – Promotion is defined as a regular employee moving to a position at the university that is a higher grade in the pay structure than their current position. Individuals promoted into a new position are eligible for an increase in base salary. The recommended increase amount is 5% to 15%. If there are extenuating circumstances, a higher increase may be appropriate and requires the Associate Vice President for Human Resources approval.

Note: Employees promoted after April 1 are not eligible for an annual increase until July 1 of the following fiscal year. This should be considered when establishing a promotional rate.

Transfer – Transfer is defined as a regular employee moving from one position at the university to another that is at the same grade in the pay structure as their current position. Generally, lateral movements at the employees request should not result in a salary increase. Individuals asked to transfer for career developmental or business needs purposes may be eligible for an increase up to 5%. If there are extenuating circumstances, a higher increase may be appropriate and requires the Associate Vice President for Human Resources approval.

Demotion – Demotion is defined as a regular employee moving from one position at the university to another one that is at a lower grade in the pay structure than their current position. Individuals asked to temporarily take a lower grade position for career developmental or business needs purposes should not be required to have a base salary decrease while those being demoted for performance based reasons should. Base salary may be decreased for various reasons, to include internal equity in the new position and/or the employee’s salary being over the maximum of the range. A decrease in salary should be coordinated through a Human Resources Business Partner and requires the Compensation Manager’s approval.

Reclassification – Reclassification is defined as a position having significant changes over time which results in the position being assigned a different title, different grade, or changing Fair Labor Standards Act (FLSA) exemption status. Individuals in positions that have been reclassified may be entitled to an increase. If reclassification increases the pay grade of a position, the recommended increase amount is 5% to 15%. If there are extenuating circumstances, a higher increase may be appropriate and requires the Associate Vice President for Human Resources approval. If reclassification decreases the pay grade of a position, base salary may be decreased. Decrease in salary may be justified for various reasons, to include internal equity in the new position and/or the employee’s salary being over the maximum of the range. A decrease in salary should be coordinated through a Human Resources Business Partner and requires the Compensation Manager’s approval.

Note: Employees reclassified to a higher level position and receiving an increase after April 1 are not eligible for an annual increase until July 1 of the following fiscal year. This should be considered when establishing the new rate.

Due to the nature of position growth and decline, positions can only be evaluated for reclassification one time over a twelve month period. This not only allows time for stabilization of work within a position, it also precludes individuals from submitting several position descriptions in a short period of time which may create inequities within the university structure. Exceptions to this are at the discretion of the Compensation Manager and include issues such as department wide reorganization and changes in laws or regulations.

Equity Increase – Equity increases are salary adjustments for an employee or group of employees that have fallen behind in base salary as compared to comparable positions on campus and/or in the market. Equity adjustments do not occur in conjunction with a change in title, grade, or FLSA status. Rationales for considering an equity adjustment are:

  1. Consideration of a more appropriate alignment between the salaries of similarly situated employees performing work at the same level, with similar levels of experience, background, and performance.
    OR
  2. Consideration of a more appropriate relationship between the salaries of existing employees and the relevant market.

Any adjustment that is given to bring employees in line with the external market is subject to internal equity. Adjustments will not be made if differences are explainable based on qualifications, type or length of experience (both internal and external to Notre Dame), the work itself, and/or performance and productivity.

All equity increases are subject to Human Resources approval as well as budget constraints.

Compensation for Additional Work

Work performed distinctly separate from or in addition to an employee's primary position is compensable under certain circumstances. There are two different methods for compensating additional work: (1) a secondary or overload position for work that is being performed on an ongoing basis and is distinctly separate from and unrelated to an employee’s primary position or (2) lump sum payments for work of a significantly higher level/scope or unrelated to employee’s primary position that occurs on a single day or within a short period of time. Additional work must be free of any inference of conflict of interest and may not interfere with the person’s primary position.

Secondary Jobs

An employee may be compensated for work unrelated to and distinctly separate from the person’s primary job and which is performed on personal time outside the normal work day. Secondary jobs can be utilized for employees working two part-time jobs or one full-time (40 hours a week) job plus a part-time job. Secondary jobs can be regular staff positions, temporary positions, or on-call positions. Hours worked in a regular (not temporary or on-call) secondary job are considered when determining benefits for employees that work a total of at least 30 hours a week for a 12 month period or 40 hours a week for a 9 month period. (See Benefit policy for details.) Employees performing work in a secondary job should be compensated comparably to the average salary of similarly situated employees performing the same level and type of work on campus.

Secondary job guidelines vary depending on the Fair Labor Standards Act exemption status and are as follows:

Non-exempt
Secondary jobs can be used for non-exempt employees working two part-time jobs or for non-exempt employees working a full-time job and a s econd job in a different organization at the university. All non-exempt secondary jobs must be paid hourly and not on a salary basis. Further, the employee has a duty to report that they are accepting a secondary job to their primary job supervisor prior to beginning work.

  • Working two part-time jobs at the university – When an employee works two part-time jobs at the university, one job will be designated as the primary job and the other as secondary. The designation of primary or secondary job should remain stable regardless of schedule changes that may occur throughout the academic year based on needs. The organization funding the secondary job is generally responsible for overtime payments for work performed above 40 hours within a scheduled work week.
  • Working a full-time (40 hours per week) job and a second job in a different organization at the university – An employee that has a full-time (40 hours/week) job at the university is eligible for a secondary job; however the full-time position is always deemed primary. Another organization at the university can hire the employee on a part-time basis in a secondary job. Compensation for the secondary job should be comparable to the average salary of similarly situated employees performing the same level and type of work and may need to be paid at an overtime rate. The organization funding the secondary job is generally responsible for overtime payments for work performed above 40 hours within a scheduled work week. If the employee’s full-time job is salaried, the secondary job must be paid at the blended overtime rate for all hours worked in order to meet the provision of the FLSA.

NOTE: Blended rates for overtime will be used when an employee has two jobs that are compensated at different pay rates.

Exempt
An employee in an exempt part-time position (39 hours or less on a regular basis) can have a secondary job only if it is exempt. Both primary and secondary positions must be exempt and cannot exceed one FTE (full-time equivalent).

Overload Jobs for Exempt

Overload jobs are used for full-time (40 hours per week) exempt employees only. When an exempt employee works their primary regular position schedule and performs additional exempt level duties on a regular basis that are unrelated to and distinctly different from their primary position, they are eligible for an overload job. Compensation received for overload jobs is not eligible for benefits. Employees performing work in an overload position should be compensated comparably to the average salary of similarly situated employees performing the same level and type of work on campus.

Lump Sum Payments for Additional Work

Lump sum payments are appropriate for the following reasons:

  • Additional work performed that is distinctly different and unrelated to the employee’s primary position that occurs on a single day or within a short period of time can be compensated with a lump sum payment.
  • Employees temporarily performing higher level work can be compensated in lump sum payments. This situation relates to an employee assuming a supervisor’s role or higher level role due to an extended absence or during an interim period when the position is vacant.
  • Additional work that is project related may be compensated in a series of lump sum payments. These payments can be submitted at completed milestones in the project or in one lump sum payment at the end of the project. Project related work is eligible for compensation only if the project is of significant importance and effective and efficient completion of the project has a direct impact on the university organization. The project should require dedicated time and resources outside of what would normally be expected within a regular work schedule.

Lump sum payments for additional work should compensate the employee at a rate comparable to the average rate of similarly situated regular employees performing the same level and type of work. Lump sum payments should be submitted in a timely manner to Compensation and will be processed by payroll and added to regularly scheduled pay checks.

Note: If the employee is non-exempt, they must be compensated for any work over 40 hours in a work week at a rate of at least one and one-half their base rate and as part of regular payroll regardless of the nature or exemption status of the work performed.

Staff Compensation for Instructing Academic Courses

A staff employee may be allowed to instruct an undergraduate or graduate course with Officer level approval. Compensation for this additional work should be similar to that of an adjunct faculty for comparable instruction.

Other Compensation

Call-Back Work Time

University non-exempt staff employees who are called back to work outside their regular schedule are guaranteed at least four hours of work pay. This does not apply when an employee still at work is asked to continue working past the normal quitting time. If the extra hours worked by the employee are over 40 hours that week, it is overtime; however, only hours actually worked will be paid at time and one-half. For example, a 40 hour/week employee is called back to work. The employee only works one hour. The four hours of call back pay is paid as follows: 1 hour (actually worked) is paid as overtime and the other 3 hours are paid at straight time.

“On-Call” Time

Non-exempt staff employees asked to be “on call” and available to work during hours outside of their regular work schedule should be given an “on-call” one-time payment at the end of the pay period for which they were on call. The amount of compensation for being on-call should be based on the amount of time; i.e. an employee on call for a weekend would be compensated less than an employee on-call for all hours outside of the regular work schedule including the weekend. Departments are responsible for working with Human Resources to determine an appropriate amount of on-call pay and to ensure that it is administered consistently. When an on-call employee performs work during their “on-call” time, the work must be compensated; if the extra hours worked puts the employee over 40 hours that week, it is overtime. If an on-call employee can not be reached, their on-call pay is forfeited.

Shift Differential

Non-exempt staff employees for whom their regularly scheduled shift includes at least six (6) consecutive hours starting no earlier than 2:00 p.m. and no later than 2:00 a.m. should receive shift differential payment. (This is based on regularly scheduled and consecutive work hours). Shift differential is paid only for hours worked and is not included in the calculation of paid time off. Shift differential is based on the nature of the work and industry standard for the particular department.

Variable Compensation

Variable compensation (bonus/incentive) should be coordinated with HR Business Partners and Compensation.

Overtime and Travel Compensation for Non-exempt Employees

Overtime

The standard full-time workweek for non-exempt employees is 40 hours. During peak workloads or emergencies, it may be necessary for non-exempt employees to work overtime. Overtime is calculated on a weekly basis (from 12:00 a.m. midnight Saturday to 11:59 p.m. the following Friday). Further, only time actually worked counts toward overtime; leave time taken and holiday time does not count toward the 40-hour period for overtime purposes.

Non-exempt employees earn one and one-half of their base hourly rate (plus any shift differential as applicable) for overtime hours. Overtime hours must be approved prior to being worked and must be paid within a reasonable time period and in accordance with the Fair Labor Standards Act. The university does not provide compensatory time off (comp time) in place of overtime pay; however, it is acceptable to offer a modified schedule (flex time) so that the employee still only works 40 hours in one workweek.

Travel Pay for Non-exempt Employees

Non-exempt employees (regular or temporary) must be compensated for time spent traveling based on the following guidelines:

  • Normal commute/travel time to work is not compensable.
  • Single-day out-of-town travel is considered compensable time, excluding commute home-to-work travel time (this includes alternate work site).
  • Overnight out-of-town travel time is compensable when it is within the employee’s regular workday. This is true for hours worked on regular working days during normal working hours and during the corresponding hours on nonworking days.
  • Regular meal period time is not considered compensable time while traveling.
  • If an employee must commute/travel to a location outside of their normal place of work to fulfill work requirements, that actual travel time may or may not be compensable as outlined below:

1. If the travel is within normal work hours it is compensable
2. If the travel is outside of normal work hours and is on a common carrier or the employee is a passenger in a vehicle other than a common carrier AND work is performed, the travel time is compensable
3. If the travel time is outside of normal work hours and is on a common carrier or the employee is a passenger in a vehicle other than a common carrier and NO work is performed, the travel time is not compensable.
4. If travel time is outside of normal working hours and the employee is required to drive, the time is compensable.
Examples:

a. An employee regularly works from 8 a.m. to 5 p.m. from Monday through Friday. The employee travels on business to a location that requires two hours of travel time. The employee leaves Friday at 8 a.m., works the remainder of Friday and Saturday morning, and returns on Saturday at 2 p.m. The two hours of travel time on Friday and the two hours of travel time on Saturday are compensable time. The hours worked on Friday and Saturday are also compensable time.
b. An employee regularly works from 8 a.m. to 5 p.m. from Monday through Friday. The employee travels on business to a location that requires two hours of driving to the airport and a 5 hour flight. The employee leaves Saturday at 8 a.m. and arrives at their destination at 4 p.m. but doesn’t begin work until Monday at 8 a.m. The employee then works until 5 p.m. on Monday and from 8 a.m. to 5 p.m. on Tuesday. After the meeting ends at 5 p.m., the employee catches a cab to the airport and flies home. The employee arrives Wednesday morning at 1 a.m. and returns to work at the regularly scheduled time that day to work the remainder of the week. The two hours driving time and the 5 hours flight time on Saturday is compensable time. The work hours on Monday and Tuesday are also compensable time. The cab ride, flight time and driving time on Tuesday night/Wednesday morning, and meal time are not compensable because they are outside the employees normal work hours.

Training Time for Non-exempt Employees

Time spent by non-exempt employees in training or preparing for training outside regular working hours shall be considered hours of work for the purpose of computing FLSA overtime if the training is required by the university, department, or supervisor:

1. bring performance up to a fully successful, or equivalent level; or
2. provide knowledge or skills to perform new duties and responsibilities in the employee's current position.

Time spent in training is not compensable if all four of the following criteria are met: (a) attendance is outside of the employee's regular working hours; (b) attendance is in fact voluntary; (c) the course, lecture, or meeting is not directly related to the employee's job; and (d) the employee does not perform any productive work during such attendance.
Note: If the training is required by law and is outside of regular working hours, then the time is not considered compensable time.

Holiday Impact on Overtime Pay

When non-exempt employees are required to work an official university holiday they can either be given an alternate day off within that pay period or be paid for all hours worked plus holiday time. Holiday time does not count toward the 40 hour per week required to qualify for overtime pay. For example: If an employee works Monday through Friday, 8:00 a.m. to 5:00 p.m. (40 hours) and Friday was a holiday, the employee would be paid for 48 hours straight time.