4 circles of snapshots of work-life employees and families
Work-Life
The Division of Student Affairs supports employees both inside and outside of work, resulting in staff members who are dedicated, productive, and satisfied
Share

Home

Through collaboration, engagement, and innovation, the Division of Student Affairs creates understanding, respectful, and flexible work environments to support employees both inside and outside of work, resulting in staff members who are dedicated, productive, and satisfied.

The Division of Student Affairs provides opportunities and resources for staff members to manage their work lives and their lives outside of work by promoting:

  • policies, practices, and programs that foster respect and support for the whole person;
     
  • an understanding that when, where, and how work gets done can be fluid, flexible, and adaptive;
     
  • work spaces which are tailored to enhance effectiveness, efficiency, and satisfaction.
      
  • collaboration and ongoing dialogue about work-life in each department; and
     
  • ways that staff can stay informed about, and actively participate in, divisional and university-wide programs and opportunities.

(in accordance with the Exempt and Nonexempt Memorandums of Understanding)

 

For News and Information about Work-Life in Student Affairs-
Programs, Activities, Resources, and Highlights, Click Here!

     

"I was attracted to the University of Maryland because of Student Affairs' focus on Work-Life balance"
- from a new staff member, August 2014

Work-Life News & Information

Learn more about Work-Life practices in Student Affairs!

   

Student Affairs Employee Spotlights:

Tracy Kiras

Tracy Kiras

"As a working mother, I have truly benefited from the Division’s commitment to Work-Life integration.  I feel fortunate to be able to work an adjusted schedule.  This allows me flexibility and time to meet the needs of my demanding schedule as a mom to three young children and continue to make professional contributions to the students whom I enjoy working with, the Department of Resident Life and the University of Maryland."

Angela Jackson

Angela Jackson

"Modifying my work schedule each week to prepare for professional certification has helped me balance my personal pursuits with workplace effectiveness.  By working a compressed work week, I’ve put my best foot forward at work and in my studies.  I really appreciate having a schedule and supportive supervisor that allow me to prepare for my professional exam."

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Student Affairs Featured Departments:

Employees by the Big DOTS Bus

Work-Life at Conferences & Visitor Services

Early in the life of Conferences & Visitor Services (C&VS) we concluded that a “normal” workweek meant we had to be here when we needed to be here, and for whatever amount of time is needed, to get the job done!  It was just the nature of our work.  Planning conferences and events is much like show business, lots of planning and rehearsing with creative, independent players, and many external variables.  Even with the best of plans, the days leading up to “showtime” can be unpredictable.  The domino effect from one unanticipated event can bring about multiple additional changes.   Despite that, C&VS is wholly committed to employee schedules that are reasonable, safe, and fair.   While weekend and evening responsibilities are to be expected, no one should be required to work an unreasonable number of hours without a break, an unreasonable number of days without a day off, or late night solitary hours without accommodations for ensuring safety.

    

For example, we accommodate adjusted workweeks.  C&VS employees may swap weekend days for weekdays when their work requires their presence on a weekend.  C&VS also allows an adjusted work schedule which employees find helpful to avoid heavy traffic, see children off to school, or get home early to walk the dog, work a second job, or for any number of other reasons.   All we require is that employees work a regular daily schedule that encompasses the hours of 11am-3pm.   For example, an employee may elect to work 7am-3:30pm or 11am-7:30 pm, or a similar time frame, as long as their 8 hour work day includes the 11am-3pm timeframe.   Employees may also request time adjustments beyond these parameters for activities such as would relate to one’s academic pursuits, an on-campus fellowship assignment, or community service project.  On occasion, C&VS employees will be allowed to work hours in another Student Affairs department in order to gain experience, CEU’s, or hours toward certification.

   

in our work we do whatever it takes to get the job done right.  Employees are evaluated on performance, not just the number of hours they stay in sight of one another.  All C&VS exempt employees are encouraged to tele-work and we have a policy that has served as a model for other departments.  Much of our planning work is on-line or via email and telephone.  By not having to commute or deal with workplace interruptions, a lot more work can be accomplished.  This year, more C&VS staff felt comfortable trying tele-work and we will continue to support their use of this option.  Safe protocols have been created for logging onto servers remotely and for record sharing with other employees in the office.

 

Informally, C&VS tries to be a child-friendly, dog-friendly office.  Occasional visits to the workplace by children or canine family members occur in a manner that is respectful of others, and appropriately safe.  This has helped create a mutually supportive, family-like atmosphere that contributes to the employment longevity of C&VS employees.   C&VS employees have said that the feel very fortunate to work at a place that cares about their life outside the workplace and values what that contributes to the quality of their work.

 

Education- Taking Classes While Working

The Division of Student Affairs encourages on-going education for all staff!  We support the University’s mission to be an institution which "nourishes a climate of intellectual growth."

Continue learning to earn your degree, to advance your career, to enhance your job performance, and/or for personal development.  Earn college credits or simply audit classes with no grades and no expectations to take exams. 

Tuition Remission, where the University pays for your tuition, is available to all regular full-time and part-time staff and staff on certain Contingent Category 2 contracts.  Spouses and dependents (under age 26 ) can get tuition remission, too.  If you or your dependents want to attend another University System of Maryland school, a 50% tuition remission benefit is available.  See the University Human Resources' Benefits Office's "Tuition Remission Facts.  http://uhr.umd.edu/benefits/tuition-remission/

Here are the steps to take classes at the University of Maryland:

  1. Get Admitted

  2. Get Registered

  3. Get Tuition Remission

  4. Get Ready to Learn and Work

1.  Get Admitted

University of Maryland employees can apply for admission in one of four categories:

  • Undergraduate,
  • Graduate,
  • Non-Degree Seeking, and
  • Advanced Special Student (graduate non-degree seeking).
     

Undergraduate

Apply online to be admitted as an undergraduate student. Open the Undergraduate Catalog for application information, admission requirements, and deadlines.

Graduate Admissions

Apply online to be admitted as a graduate student.

Non-Degree Seeking Students

If you are not working toward a degree, apply to be admitted as a non-degree seeking student.

Non-degree seeking students who do not have baccalaureate degrees must submit transcripts and meet regular admission standards.  Non-degree seeking students who already have baccalaureate degrees from regionally accredited institutions, do not need to submit transcripts.  And non-degree seeking students who need credits earned here to transfer immediately back to another institution may apply without academic transcripts. For more info visit the University of Maryland Catalog page on non-degree seeking students.

If you are a non-degree seeking student and already have a baccalaureate degree, no credit earned while enrolled as non-degree seeking may be applied at a later date to a graduate program. Non-degree seeking students may not enroll in courses restricted to graduate students.  Students who wish to take courses at the graduate level (600 and above) must contact the Graduate School for information concerning admission requirements for Advanced Special Student status.

Because of space limitations, several departments require that permission be given in advance to register for classes as a non-degree student. Please contact the Office of Undergraduate Admissions for further information.

Advanced Special Student

If you want to take graduate level courses but are not working towards a graduate degree, apply to be admitted as an Advanced Special Student.

Advanced Special Students are also ineligible to receive merit-based financial aid from the University, including graduate fellowships and teaching, research, or administrative assistantships.

Students on F-1 and J-1 visas are visas are eligible for Advanced Special Student admission, in certain specific situations, but not for preparation for a degree program. Please contact International Student and Scholar Services (ISSS) for more information.

See: http://gradschool.umd.edu/prospective_students/non-degree_seeking_advanced_special_student.html for more information. 

2.  Get Registered

Once admitted to the University, it is time to register for classes. Registration is in late Spring for the Fall semester and in late Fall for the Spring semester. Each student is given a specific date on which they may begin registering for courses. Some students may be required to attend advising appointments prior to registration.

All course registration is done online through a website called “Testudo.” Click here to access the site: http://www.testudo.umd.edu/

Next, determine which courses for which you would like to register. Please note that some programs have specific requirements regarding which courses should be taken during a student’s first semester. You should also refer to your college’s/program’s handbook for required courses. You can browse all courses by clicking on “schedule of classes” on the “Testudo” web page. Courses are organized on this page by program concentration. Once you have determined which course(s) you will take, you will need to click the “Registration (Drop/Add)” link on the “Testudo” page.

On the Registration page, you should type in the course title and section number into the fields provided and click “enter.”

3.  Get Tuition Remission

Once you have registered for classes, the next step is to apply for Tuition Remission.  You need to be aware of two things:  1.)  the deadline for payment and 2.) the number of credits you are permitted to take during a given semester with is based on your position appointment. For more information, see http://uhr.umd.edu/benefits/tuition-remission/college-park-current-tuition-guidelines/

Apply for Tuition Remission online through the UHR Website Benefits page: http://uhr.umd.edu/benefits/ . Once on the benefits page, click on the “Tuition Remission” tab on the right hand side of the page. This page will provide you with links for additional policies. Next, click on the “Apply for Tuition Remission” tab on the right hand side of the page. Once on the “Apply” page, you will choose either to apply for tuition remission for the UMCP campus (completed online) or other USM Institutions (paper version), The online form requires you to log in using your directory ID and password. Once logged in, click on “Access My Forms” on the left hand side of the page. You will create a new form and send it electronically to the director of your department for approval.

After your supervisor/director approves your request, you will be contacted by email when your application is approved.

4.  Get Ready to Learn and Work

Taking classes while working can be a challenge.  If necessary, talk with your supervisor about the possibility of an adjusted work schedule if your classes might conflict with work.  Typically, staff may attend class during their work time if the class is work-related.  If the class is not work-related, flex-time might be allowed so that staff can attend class on their own time during the work day with no lost work time for the University.  According to the Collective Bargaining Agreement, flex-time might not be permissible for some staff, particularly housekeeping and maintenance staff who have set work schedules.  Therefore, some staff may use accrued leave to attend classes.  Again, it is important that you speak with your supervisor.  Also feel free to contact any one of the Student Affairs Work-life Consultants to get more help.  (You don't need to contact a consultant in your own department.) See the Work Life Consultants link on the left-side menu.

Training & Professional Development

The Division of Student Affairs values on-going training and professional development for staff! 

Some examples of training are:

  • Continuing education required for professional associations, certifications, and licensure
  • Attendance at conferences
  • Occasional programs or events on campus (See http://uhr.umd.edu/ for more info)
  • CPR certification
     

Departments may pay for all or part of the costs of training and professional development depending on the relevance to a staff member's position and departmental budgets.  For example, CPR training costs are covered by the University when CPR is a job-related skill.  Costs that may be covered include fees, travel, food, lodging and professional certification when the certification will benefit the department.

Sometimes work schedules can be adjusted to permit staff to participate in work-related training during scheduled work hours.  For training outside of scheduled work hours, adjustments may be made in a staff member's schedule to provide for some level of compensatory time in accordance with the Memorandums of Understanding for Exempt and Nonexempt staff.  in addition, both MOUs provide for a Professional Development Day for additional training so staff don't have to use their annual leave (at the Union’s discretion and with the Director of the Department of University Human Resources' approval).

If you are interested in training and professional development, you may be asked to create a plan to your supervisor.  Talk this over with your supervisor and contact a Student Affairs Work-Life Consultant who can help you navigate this process.

Lactation/Nursing Mothers' Rooms

Available for Students, Faculty, Staff, and Visitors

Cole Fieldhouse- Room 1201, Bldg 162 - very comfortable seating, counter, sink, fridge
See Campus Recreation Services Staff in Room 1101 Cole to get card swipe accessbaby and Mom
For more information, contact Kurt Klier, Campus Recreation Services
301-226-5862
kklier@umd.edu

The Diner- Room 1102A, Bldg 257 - comfortable seating, outlet, sink, fridge 
Request the key from any cashier
For more information, contact Joe Mullineaux, Dining Services
301-314-8053Mom and baby
jmull@umd.edu
 

Martin Hall- Room 1131T, Bldg 088 - table, chairs, outlet
Call 301-405-3863 to request access to the room
For more information, contact Debra Densmore, Clark School of Engineering
301-405-3863
ddensmor@umd.edu

McKeldin Library- Room 4235, Bldg 035 - tables, chairs, outlet, fridge, window with blinds
Call 301-405-9251 to borrow a key (keys are lent out on a monthly basis)
For more information, contact Christine Morris-Sumlin, McKeldin Library
301-405-9251
cmsumlin@umd.edu
 

Tydings Hall- Room 1124, Bldg 042 - table, chair, outlets, sink and fridge
The room is always open and is lockable from the inside
For more information, contact Sarah Goff-Tlemsani, Behavioral and Social Sciences
301-405-1691
segofft@umd.edu

 

Stamp Student Union- Room 2103, Bldg 163 - table, chairs, outlet, sink, changing station
Request the key from the Information Desk in the Main Lobby
For more information, contact Steve Gnadt, Stamp Student Union, Center for Campus Life
301-314-8490
sgnadt@umd.edu
 

School of Public Health- Room 1232, Bldg 255 - table, chairs, outlet, fridge, parenting books
See the Facilities Coordinator in the Dean’s Office to have the room opened or to  obtain card swipe access
For more inofrmation, contact Mark Brenneman, School of Public Health
301-405-9251
Mbrenne3@umd.edu
 

Van Munching- Room 1522B, Bldg 039 - chair, table
The room is always open and is lockable from the inside  
    

 

baby and Dad

baby and Dad

baby and Dad

 
baby and Mom

 

 

 

 

 

 

 

 

Understanding Leave & Benefits

The University of Maryland offers generous Leave options and Benefits packages to its employees.

In this section, you will find information on paid and unpaid Leave, along with Benefits available to you and your family.  

Paid and Unpaid Leave are offered to help your establish your own work-life balance.

Paid Leave (4 types) available by the University:

  • Annual Leave-  Annual leave is earned at varying rates depending on job classification and years of service.  And Advanced Annual Leave is available in certain situations.
  • Sick Leave- All staff earn 15 days of sick leave per year.  And Advanced Sick Leave and Extended Sick Leave s available in certain situations.
  • Personal Leave - All staff are given three days of personal leave per calendar year beginning January 1.
  • Leave Reserve Fund – is available to any employee who is temporary medically disabled.
  • Other Paid Leave - The University provides paid leave in situations such as:
    • Administrative Leave - Employees may be granted paid leave when the university closes in for emergency conditions.
    • Bereavement Leave - Employees are granted paid Bereavement Leave, not to exceed 3 days or 5 days if overnight travel is required.
    • Jury Duty - Employees selected for jury duty may be absent from work without loss of pay and without any charge to accrued leave for the day(s) of jury service.
    • Legal Action - An employee who is summoned to appear in court before a grand jury, before an administrative agency.
    • Military - An employee may be entitled to a leave of absence for military training.

Unpaid leave offers you additional options to balance work and personal life.

  • Leave of Absence Without Pay - may be granted to an eligible employee for situations.
  • The Family Medical Leave Act - provides protected time off work, up to 12 weeks a year for eligible employees.

Various benefits packages are offered to you and your family.

Benefits that are administered through University Human Resources includes the following:

  • Health Insurance – includes medical, dental, and prescription insurance.
  • Flexible Health Care Spending Accounts – allows employees to set aside tax-free money to cover eligible health care expenses.
  • Flexible Dependent (Day) Care Spending Accounts – allows employees to set aside tax-free money to cover day care expenses.
  • Retirement plans – are available for both nonexempt and exempt staff.
  • Tuition Remission – is available for staff to attend to other USM institutions as well as.
  • Family Care Resources and Referral Services – assists staff family care needs and concerns and provides free consultations and seminars.

 

  • Leave of Absence Without Pay
  • Protection for Absent Employees
     

Note: Many answers to personnel-related questions are found in the “Consolidated USMH and UM Policies and Procedures Manual."

Further details can be found in The Memoranda of Understanding (MOU) for The Memoranda of Understanding (MOU for Nonexempt Staff and The Memoranda of Understanding (MOU) for Exempt Staff documents.

   

1. What paid leave options may help employees balance work and personal lives?

There are four types of paid leave:

  • Annual Leave
  • Sick Leave
  • Personal Leave
  • Other Leave

   

2. Can you explain Annual Leave? And what is an advance on Annual Leave?

Employees may use earned annual leave when absent from the workplace.

Annual leave is earned at varying rates depending on job classification and years of service. Exempt employees earn 22 days of annual leave per year and after 20 years of service, they earn 25 days per year. Nonexempt employees earn 10 days of annual leave per year when they start; after five years of service, they earn 15 days; after 10 years of service, they earn 20 days; and after 20 years of service, they earn 25 days per year.

Only 400 hours of annual leave can be carried from one calendar year to the next. After the last pay period of the calendar year, any amount over 400 hours is lost- it is not credited to any other leave program.

Employees who leave the University are entitled to compensation for any unused available annual leave. More details can be found in the Annual Leave for Exempt staff and Annual Leave for Nonexempt staff publications.

An advance on annual leave is possible if an employee must be away from the workplace but has not yet accrued sufficient annual leave time. Employees may receive up to five days of annual leave in advance and this must be paid off. More detilas can be found in the Advances on Annual Leave publication.

  

3. Can you explain Sick Leave? And what is an advance on Sick Leave and extended Sick Leave?

All staff earn 15 days of sick leave per year with no limit on the amount of sick leave that can be carried year to year. For staff in the State Pension retirement system, any unused Sick Leave is counted towards years of service when calculating the employee’s retirement benefit. This is not the case for staff not in the State Pension retirement system.

Employees may use earned sick leave to be absent from work for health reasons- illness or healthcare appointments that cannot be made outside of the workday.

Employees may also use sick leave to care for immediate family members who are ill or have healthcare appointments. Immediate family members include the following irrespective of residence: spouse, child, step-child, grandchild, mother, father, mother-in-law, father-in-law, brother, sister, grandparent, brother-in-law, sister-in-law, or legal dependent. In addition, employees may also use sick leave to care for any other relative who permanently resides in the employee's household for whom the employee has an obligation to provide care.

Staff may use up to 15 days a year to care for family members who are ill or have healthcare appointments. If caring for a family member living in their home in a “critical care” situation, employees can request to use an additional 15 days of their accrued sick leave to care for the family member.

An advance on sick leave is possible depending on circumstances for up to 60 days (depending on years of service) for an employee’s own illness/injury if the employee has exhausted all paid leave. This must be paid back.

Extended sick leave may be granted to employees who have at least five years of service and have exhausted all of their paid leave and have already had an advance on sick leave. Extended sick leave may provide up to one year of paid leave and does not need to be paid back.

  

4. What is the Leave Reserve Fund?

The Leave Reserve Fund is available to any employee who has who is temporarily medically disabled and has used all available sick leave, advanced sick leave, extended sick leave, personal leave, and compensatory leave. This fund provides paid leave to employees. A maximum of 20 days will be granted at a time. The maximum number of days which may be requested from the Leave Reserve Fund cannot exceed one day for each month of service. Eligibility  includes at least one year of service and satisfactory work records.

  

5. Can you explain Personal Leave?

All staff are given three days of personal leave per calendar year beginning January 1. Personal leave may not be carried over to the following year; any unused personal leave at the end of the calendar year is lost to the employee.

The unused personal leave actually goes to the Leave Reserve Fund managed by the University System.

  

6. Can you explain Other Paid Leave?

The University provides paid leave in certain situations. The following situations are listed on employees’ timesheets:

  • Administrative Leave - Employees may be granted paid leave when the university closes for emergency conditions.
  • Bereavement Leave - Employees are granted paid Bereavement Leave, not to exceed 3 days or 5 days if overnight travel is required on account of the death of any member of the employee’s immediate family: spouse, mother, mother’s current spouse, father, father’s current spouse, mother-in-law, father-in-law, grandmother, grandfather, or a grandchild (or great-grandmother, great-grandfather or great-grandchild) of the employee or the spouse, son, stepson, son-in-law, daughter, stepdaughter, daughter-in-law, foster child still living with the employee, brother or sister of the employee, brother-in-law or sister-in-law, or any relative permanently living in the immediate household of the employee at the time of death.

    Employees shall be granted 1 day of paid Bereavement Leave on account of the death of the employee’s or his/her spouse’s aunt, uncle, niece, or nephew.

    Details on bereavement leave for Nonexempt staff and bereavement leave for Exempt staff can be found in these publications.

  • Holidays - Employees earn 11 holidays per year (or 12 holidays during an election year)
  • Jury Duty - Employees selected for jury duty may be absent from work without loss of pay and without any charge to accrued leave for the day(s) of jury service.
  • Legal Action - An employee who is summoned to appear in court, before a grand jury, before an administrative agency, or for a deposition, and is neither a party to the action nor a paid witness, may be absent from the job without loss of pay or charge to any accrued leave. If an employee is a paid witness, leave may be charged or the employee may be granted a leave of absence without pay. If a nominal court witness payment is provided, the employee may endorse the check to the institution and not have the period charged against leave.
  • Military - An employee may be entitled to a leave of absence for military training for up to 15 days per year without loss of pay or charge to any leave. An employee called-up to active military duty during a crisis has certain leave provisions. Details can be found in the Policy on Military Leave with Pay and the Policy on Call-up to Active Military Duty publications.

    The University also provides accommodations for service with the union, as an election judge, disaster service, accident leave as part of Worker’s Compensation, etc.

    Whenever more information is needed or policies need to be clarified, employees are advised to contact their department’s Human Resources coordinator, University Human Resources staff, and/or refer to University policies, Section VII: Personnel.

   

7. What is the unpaid leave option that may help employees balance work and personal lives?

Leave of Absence without Pay may be granted to an eligible employee for situations such as: loan of an employee to another agency/institution, employment which lessens impact of a layoff; professional activities related to academic research, study, or career development, or anticipated low demand for the employee's services.

All regular employees may request a leave of absence without pay up to a maximum of a two-year period.

  

8. What protection is there for employees who need to be absent from work for family and medical reasons?

The Family Medical Leave Act provides protected time off work, up to 12 weeks a year for eligible employees for their own pregnancy, childbirth, adoption or illness, or to care for a family member. Must use annual and sick leave first and to remain in paid status, followed by Leave Without Pay at which point, the state continues to pay its portion of health insurance premiums for the employee.

 

9. What University benefits make it easier for employees to balance work and personal lives?

University benefits are administered through University Human Resources.

Benefits include the following:

  • Health Insurance
  • Flexible Health Care Spending Accounts
  • Flexible Dependent (Day) Care Spending Accounts
  • Retirement plans
  • Tuition Remission
  • Family Care Resource and Referral Service

  

10. What health insurance does the University offer?

The health insurance includes medical, dental, and prescription insurance, life insurance, long term care insurance, long term disability insurance, and death/dismemberment insurance.

  

11. What are Flexible Health Care Spending Accounts?

Flexible Health Care Spending Accounts allow employees to set aside tax-free money to cover eligible health care expenses of the employee and dependents.

  

12. What are Flexible Dependent Care Spending Accounts?

Flexible Dependent (Day) Care Spending Accounts allow employees to set aside tax-free money to cover day care expenses for an employee’s dependent under the age 13 or spouse/ dependent who is incapable of self-support, and who spends at least 8 hours per day in the employee’s home so that the employee can continue working. If married, the spouse must be working, a full-time student, or disabled.

  

13. What retirement plans does the University offer?

Retirement plans are available for both Nonexempt and Exempt staff. Nonexempt staff are enrolled in the State Retirement and Pension System when initially hired which provides retirement income at a determined amount based on a formula involving salary and service.

Exempt staff are eligible for one of two retirement programs: the State Retirement and Pension System which provides retirement income at a guaranteed amount based on a formula involving salary and service or the Optional Retirement Program which is a defined contribution plan using investment companies (currently Fidelity Investments and TIAA-CREF) to provide a benefit based upon the employee’s accumulated account balance. The employee must select either the State System or the Optional Program. If the State System is selected, it may only be changed to the Optional Program within the first year of employment; if the Optional Program is selected, that cannot ever be changed.

  

14. Can you explain tuition remission?

Tuition remission is available for staff to attend other USM institutions, as well as Baltimore City Community College, St. Mary's College of Maryland, and Morgan State University.

In addition to the University of Maryland, College Park, the USM institutions are: University of Maryland, University College; University of Maryland, Baltimore; University of Baltimore; University of Maryland, Baltimore County; University of Maryland, Eastern Shore; Towson University; Frostburg State University; Bowie State University; Coppin State University; and Salisbury University.

Spouses and children under the age of 26 eligible for tuition remission according to provisions and restrictions articulated in the UM policy.\

 

15. What does the Family Care Resource and Referral Service provide?

The Family Care Resource and Referral Service, administered through University Human Resources, assists staff family care needs and concerns and provides free consultations and seminars regarding child care and elder care resources.

 

Note: documents in Portable Document Format (PDF) require Adobe Acrobat Reader 5.0 or higher to view, download Adobe Acrobat Reader.

Retirement

The Student Affairs Work-Life initiative embraces RETIREMENT !!!

Retirement is a process to move towards and into and through

  • Save for retirement-- Start early! But if you haven't, start now!
  • Plan for retirement-- Be sure to consider the non-financial aspects (which include personal values, areas of interest, family, etc.) by attending one of our retirement readiness workshops listed below or clicking the link to see the presentation
  • Learn about retirement-- Check out our resource list and participate in information sessions offered by University Human Resources
  • Explore retirement options- perhaps consider a phased retirement which includes part-time work.  See more about working part-time prior to retirement under Flexible Work Arrangements/Part-Time
  • Develop your legacy-- Be intentional about succession planning at work and involve your supervisor
  • Seek happy and satisfied retirees and find out what you can have in common with them!

On October 23, 2014 Student Affairs Work-Life hosted a retiree panel, "Words of Wisdom: Perspectives and Insights from Student Affairs Retirees"

 

Student Affairs Work-Life Retirement Readiness Workshops:

"Beyond the Numbers: Considering the Non-Financial Aspects of Retirement Planning for Those Over 50"
Held March 5, 2015 View the presentation here.

"Creating the Time of Your Life: Considering the Non-Financial Aspects of Retirement Planning for Those in Their 40's"
Tentatively Fall 2015

"Creating the Time of Your Life: Considering the Non-Financial Aspects of Retirement Planning for Those in Their 20's & 30's"
Tentatively Fall 2015

 

 

 

 

Resources

Note that this list was compiled with Student Affairs Staff in mind. It is not an exhaustive list and these resources are not necessarily endorsed by the Division or the University; individual discretion is always essential.

Looking for a topic that isn't here, let us know! Call Brooke Supple or Maria Lonsbury at 301-314-8430 or email us at SAWork-Life@umd.edu. Found a bad link here? Let us know.

 

A  B  C  D   E  F  G  H   I  J  K  L   M  N  O  P   Q  R  S  T   U  V  W  X   Y  Z

A

Academics

Do you or a family member need academic help? The Learning Assistance Service in the Counseling Center can help you.

Addiction

Do you or a family member need help with an addiction? The Counseling Center or the University Health Center can help:

Art Classes

Interested in art, dance, or other classes?  Consider the Art and Learning Center.

Alternative Work Schedules

Want information on flexible work arrangements?

Athletics

Looking for info about the Maryland Terrapins' men's and women's sports, tickets, schedules, and more?

 

 

B

Biking

Need to learn how to repair a bike or need bike advice? Did you know that Maryland State law states that a mother may breastfeed her child in any public or private location? The Maryland Breastfeeding Coalition protects, promotes, and supports breastfeeding.

Breastfeeding: Lactation/Nursing Mothers' Rooms

Breastfeeding is encouraged everywhere but if a private space is desired to nurse or pump milk, there are at least six lactation/nursing mothers' rooms across campus available for students, faculty, staff, and visitors.

[top of page]

C

Camps (Summer)

Looking for a summer camp for little children?

Campus Get Aways (Great Spots on Campus!)

Looking for a nice place to "get away" for a little while during your day? Want to have your lunch outside where there are outdoor tables available? Where are all the different little eateries and cafes available in different buildings on campus? We are looking too! If you have ideas, please email them to us at SAWork-Life@umd.edu and we will include them here!

Care for home and lifestyle

http://www.care.com/home-lifestyle

Catering

Need help with your personal entertaining?  Your next party at home or the office could be catered by the University of Maryland.

Cell Phones

Did you know that the University offers a cell phone discount program for staff? It covers AT&T, Sprint/Nextel, and Verizon.

Child Care Resources & Referrals

Free consultations, seminars, and resources for students, faculty, and staff regarding Child Care Services and Elder Care Services. See the Family Care Resource and Referral Service page. Looking for basic information about child care and schools in the area? Go to the Off-campus Housing resources page and click on Child Care and Schools.

Children

  • Center for Young Children
    Did you know that The Center for Young Children offers an on-campus school for children between the ages of 2 and 6 and offers summer camps for kids through the 3rd grade?

  • Adult Children Attending The University of Maryland
    Are your older children looking to attend or attending UMD? There is lots of helpful information on the TerpParent website. And if you, as a parent of a college student, need a confidential, non-emergency support and consultation service, send an email to parentwarmline@umd.edu.

Classes

Looking for art or exercise classes, ways to get involved, or to do things in the community?

Community Crisis Services

Do you need help with food, housing, employment, health care, and counseling? Call 301- 864-7130 (Hotline), 301-864-7161 (Alternative Number). See the Community Crisis website for more information.

Computer Resources

Did you know The Office Information Technology has a computer store program and offers support for staff!

Conflict Resolution on Campus, Staff Relations, and other resources

[top of page]

D

Death and Bereavement

The religious centers on campus can help you deal with a death in your family. The Counseling Center and Health Center are available to support you through bereavement.

Disability Issues

President’s Commission on Disability Issues: www.president.umd.edu/PCDI/

Disability Support

Need help with Disability Support Services? The Counseling Center offers Testing Services, Reading Services, Hard of Hearing and Deaf Services, Academic Assistance, Individualized Coaching, Advocacy Support, and Para-transit Registration.

E

Eating Disorders

Do you or your student have an eating disorder?

Elder Care Services

Free consultations, seminars, and resources for students, faculty, and staff regarding Child Care Services and Elder Care Services.

Emergency Preparedness

Information on how the University is preparing in case of emergency and what you can do to be prepared as well.

Exercise

(See Fitness)

F

Faculty and Staff Assistance Program

Information from the Health Center Assistance Program.

Family Care Resource and Referral Service

Free consultations, seminars, and resources for students, faculty, and staff regarding Child Care Services and Elder Care Services.

Family Restroom

Did you know there is a family restroom (gender neutral) on the ground floor of the Stamp Student Union across from the Hoff Theater?

Family Support

Need family support services? The Center for Healthy Families in the School of Public Health offers couples therapy, marriage therapy, family therapy, parent education, and continuing education for professionals.

Financial Assistance

Are you in need of a short term loan? Contact the Faculty Staff Assistance Program.

Financial Planning

Did you know that financial planning offered by the University's Cooperative Extension Service, provides financial planning seminars?

Also check out the University's Training and Development training course catalog.

Fitness

There are lots of ways to get and stay fit through Campus Recreation Services Fitness classes. For classes in yoga, Pilates, tennis, Tai-Chi, dance, CPR, swimming, etc. as well as swimming classes and summer camps for kids:

Flextime

Information on variable daily/weekly start and end times and compressed work weeks

Flu Shots

Seasonal flu shots are available for all staff and their families at the University Health Center.

Fun

You can have a lot of fun and learn something new at the Art/Learning Center. Classes in Art, Ceramics, Free, Music, Photography, and Self-Development and Summer Camps for kids.

FYI

Sign up for the University's daily information email called "FYI".  To join, send email to listserv@listserv.umd.edu containing the message: subscribe fyi Your Name.

G

Galleries

So much to experience!

Golf

Interested in improving your golf swing? Visit the Golf Course website to get more information on individual and group lessons.

Summer Jr. Golf Camp: Did you know that the Golf Course offers a summer camp for ages 7-17?

H

Health

  • University Health Center Did you know that staff can utilize services at the University Health Center? For acupuncture, allergy clinic, drug testing, eating disorders, emergency contraception, HIV testing, immunizations, massage, mental health, occupational health, orthopedics/sports medicine, physical therapy, pregnancy testing, primary care, radiology, sexual assault response, substance abuse, urgent care, women's health.

  • Prescriptions: the University Health Center Pharmacy

  • Wellness Wellness services are available for staff including sleep education, diet analysis, body composition testing, blood pressure screening, nutrition counseling, relaxation training, and more! For more information, and visit the Wellness Initiative website.

  • The Counseling Center offers Individual Counseling, Therapy and Theme-oriented Groups, Couples Counseling and more.

Hearing

Did you know that there are Hearing and Speech Services for staff, their elders, and their children?

Hospice

The Hospice Network of Maryland is a non-profit organization advocating for individuals and families facing the physical, psychological, spiritual and practical challenges associated with a life-limiting diagnosis and prognosis and with bereavement. For more information and to find hospice support in Maryland, click here.

Housing

Are you interested in buying a home?

[top of page]

J

Jewish Life/Hillel

Maryland Hillel's mission is to enhance the lives of Jewish undergraduate and graduate students so that they may enrich the Jewish people and the world.

L

Lactation Rooms on Campus

Breastfeeding is encouraged everywhere but if a private space is desired to nurse or pump milk, there are many lactation/nursing mothers' rooms across campus available for students, faculty, staff, and visitors.

Legal

The University provides legal services and expertise for staff in the performance of their official. In a legal bind or wanting to avoid one? You can also look at the human resources code.

Legal Aid for Undergaduate and Graduate students.

Lunch

Lunch Anyone? Looking for a great place to meet for lunch or dinner?
Swing by the University Golf Course and enjoy the food at Mulligan’s Grill and Pub or Adele's in the Stamp.

 

M

Meditation

Do you enjoy meditating? The Garden of Reflection and Remembrance, on the south side of the Memorial Chapel, is a wonderful place for solace and quiet reflection.

Movies

[top of page]

N

Nursing Mothers' Rooms

Breastfeeding is encouraged everywhere but if a private space is desired to nurse or pump milk, there are many lactation/nursing mothers' rooms across campus available for students, faculty, staff, and visitors.

[top of page]

P

Parents

  • parentwarmline@umd.edu is a confidential non-emergency telephone and email support and consultation service for parents of college students

  • The TerpParent website is the best source of update information for parents

Parks and Recreation

Are you aware of all the things to do and places to go? Check the recreation page under these county sites.

Performances

See the calendar of the Clarice Smith Center for the Performing Arts.

Professional Development

Many courses are offered by the Personnel Office.

Professional Development Day

Take a day off from your normal duties and responsibilities to advance yourself professionally. University staff in the bargaining unit are eligible to request one day per year. See also the Memorandum of Understanding, Article 9. Leaves of Absence, Section 20.

Psychology

The Psychology Department offers a variety of resources.

R

Recreation

Interested in recreation opportunities on campus for you and your family? Visit the Campus Recreation website.

Religious Support

Support for Baptist, Black Ministries, Christian Science, Church of Jesus Christ of Latter Day Saints, Greek Orthodox, Episcopal/Anglican, Hindu, Jewish: Hillel and Chabad, Lutheran, Muslim, Roman Catholic, United Campus Ministry, and United Methodist is available at the Memorial chapel website.

Restaurants

See what dining opportunities are waiting for you in College Park.

Retirement Planning

Did you know the Benefits Office provides online information for selecting a retirement plan? Get a jumpstart on your Golden Years!

And the Training and Development Office offers a variety of programs on planning for retirement and general financial planning, at little to no cost.

S

Saving for College

Are you familiar with the easy, affordable and smart way to save for your child's education at nearly any college in the nation? Review the College Saving Plans of Maryland available to you!

Self Help

Review the numerous self-help articles from the Counseling Center.

Sick Leave

Did you know that you can take Sick leave to care for your immediate family or any relative permanently residing in an employee’s home?

Smoking Cessation

Interested in smoking cessation programs? See how the University Health Center Smoking Cessation Program can help you.

Student Entertainment Events (SEE)

For concerts, comedy, performing arts, special events, lectures and more. Visit the SEE website.

T

Telework

Sometimes known as Telecommuting (but we like to focus on the WORK!)

Working from home or other remote location on a regular basis, particularly when a worker uses a telecommunications link in place of a commute to a workplace. It refers to an employee doing the same duties in a remote location as the employee does at the workplace. See the Telework section on the "Flexible Work Arrangements" page for more information.

Terp Trader

Terrapin Trader is the university's on-going surplus operation and is open to the public. It offers used computers, printers, desks, chairs, and tables at a low price. Larger items, like vehicles or exercise equipment may be offered via eBay. See the "Inventory" and "Bid Items" tabs on the website for full details.

Testing Services

Offered through the Counseling Center Testing Office.

Thrift Store

See "Terp Trader" for information on the University's own "thrift" store for both personal and business items such as desks, chairs, and computers.

Tickets

Training

University Human Resources Training Department has merged classes in the campus Training website.

Tuition Remission

Are you or your spouse/dependent ready to take classes?

[top of page]

U

University News

[top of page]

V

Veteran

Are you a veteran? If so, there is support and services information at the Veterans website.

Volunteering

Did you know volunteering can make a positive difference in your life? Consider volunteering to help at America Reads Day or America Counts Day in April or anytime during the year. Visit the America Reads*America Counts website for more information.

W

Weddings at the Chapel

Planning a wedding? Consider the beautiful Memorial Chapel. Staff can get over 30% discount on fees.

Weight Watchers

The University hosts a Weight Watchers @ Work program.  Contact Jeannette Oliver at jlo@umd.edu or 301.405.5565 for information.

Wellness

Wellness services are available for the campus community including sleep education, diet analysis, body composition testing, blood pressure screening, nutrition counseling, relaxation training, and more!

Work-Life (Learning More About It)

Getting ready to discuss flexibility in the workplace? Make sure you look at the issue from both your perspective as well as from the other perspective. So if you are an employee, make sure you read about what the supervisor needs to consider and vice versa.

  • For Employees: from "When Work Works" for help:

    • Assessing Your Situation,

    • Creating Solutions, and

    • Making the Case for Your Proposal

  • For Supervisors: from "When Work Works" for help:

    • Understanding Work-Life Terms,

    • Understanding and Overcoming Barriers to Flexibility, and

    • Preparing a Communication Checklist

For an in-depth report of work and life in American society, look at "A Woman’s Nation Changes Everything," the scholarly, intriguing, and very current report by Maria Shriver and the Center for American Progress which promotes dialog on a national level about how in recent years the "lives of Americans have changed significantly" while the "parameters of their jobs have yet to change to meet new demands." The Epilog is written by Oprah Winfrey.

Learn more about the work of the Alliance for Work-Life Progress which is committed to work-life effectiveness through promotion of healthy, productive work environments that value people and support personal life and family issues, while at the same time advancing business success. AWLP leads the National Work-Life Initiative, a multi-year national campaign to provide education and heighten awareness of work-life effectiveness as a key business issue.

Flexible Work Arrangements

Flextime  |  Part-time  |  Compressed Work  |   Telework

FLEXTIME

What is Flextime?

Flextime is a work schedule with daily start and end times that are different from the University's standard business hours of 8:30 am - 5:00 pm, or that are different from the work unit's standard shift hours.

What are the benefits of Flextime?

 Allows the department to provide services beyond the standard 8:30 am - 5:00 pm work day or beyond the unit's standard shift hours
 Accommodates staff members' schedule constraints (such as long commutes, public transportation schedules, or taking a child to school/child care, etc)
 Reduces rush-hour traffic on and around campus

What are some examples of Flextime?

 7:30 am to 4:00 pm Monday through Friday
 10:00 am to 6:30 pm Monday through Friday
 8:30 am to 5:00 pm on Mondays, Wednesdays, and Fridays and 7:30 am to 4:00 pm on Tuesdays and Thursdays
 “Core” hours (for example, 11 am - 3 pm) during which all staff, including those on flextime schedules, must be present at the workplace
 A staff member works from 6:30 am to 3:00 pm two days per week during a sport season to be able to coach a high school team in the afternoons
 A staff member works from 10:00 am to 6:30 pm to have uninterrupted time for computer programming in the evening when other employees have left the office
 A staff member who has meetings with students in the evenings comes to work later in the morning on the following days

What issues need to be considered regarding Flextime?

 The position must be suitable for Flextime--- The position's duties and responsibilities must be able to be performed on a Flextime schedule and the terms of the Memoranda of Understanding for Exempt and Non-exempt staff must support Flextime for this position.
 The employee must be eligible for Flextime--- The supervisor must consider the employee to be in good standing, must have given the employee positive performance reviews, and must believe the employee is full capable of managing a Flextime schedule.
 There should be a plan to maintain good communication with co-workers and customers.
 There should be arrangements for personal security if Flextime hours are well outside the standard work day.
 The duration for Flextime schedules can be for long term, short term, on a temporary basis, or as a pilot/test program.

How can I request Flextime?

 Consider whether your position is suitable for Flextime.  Review the latest, written version of your position description.  Consult the Memorandum of Understanding for Exempt or Nonexempt staff depending on your position.
 Consider whether you are eligible for Flextime.  Review your past performance review documents to help you gage whether your supervisor will consider you eligible for Flextime.
 Answer the questions provided in the Conversation Guide for Employees and the Conversation Guide for Both Employees & Supervisors (http://www.studentaffairs.umd.edu/work-life#/conversation-guides-for-emp...)
 Draft a proposed schedule and outline a timeframe, whether short-term or long-term.
 Talk to your supervisor in person about your interest in a Flextime schedule discussing the suitability of your position, your eligibility, and your circumstances both at work and outside of work.
 Continue with in-person dialog with your supervisor about your interest in Flextime.

What if my supervisor does not approve Flextime for me?

 It is a supervisor's right and responsibility to make decisions in the best interest of the organization which may be different from what any one employee wants.
 Ask if your supervisor considers your position suitable for Flextime.
 Ask if your supervisor considers you eligible for Flextime.
 Ask the reason why your request was denied at this time, and explore ways to change any of the obstacles.  If you don't understand, ask for more information.

[top of page]

PART-TIME WORK

What is part-time work?

Part-time work is any work that is less than 40 hours per week year round.  The most common part-time arrangement is a 20 hour or 30 hour work week, year round.  But part-time work can also be a 40 hour work week schedule for only 9 or 10 months of the year.

What are the benefits of part-time work?

 If the organization has work to be done which does not require 40 hours per week to do, the organization can get the work done but only pay the appropriate salary for it.
 The organization has sufficient staff during high peak periods but does not need to keep unnecessary staff year round.
 Reduced absenteeism because staff can tend to their personal obligations outside of work time.
 Retain valued staff who want part-time employment.
 Staff members can devote more time to other interests and areas of their lives (for example, parenting roles, eldercare, or continuing education)

What are some examples of part-time work?

 Working 50% time (20 hours per week) four hours per day for five days
 Working 75% time (30 hours per week) six hours per day for five days
 Working the required hours (for example, 20 or 30 hours) over three days with two days off
 Working for 9 1/2 months with summers off or working 9 1/2 months with one department and working for another department for the remaining time
 Job Sharing is a form of part-time work where two employees share the responsibilities of one full-time position with each working part-time

What issues need to be considered regarding part-time work?

 The position must be suitable for a part-time schedule, in other words, the position must be able to be performed on a part-time schedule. The position's duties and responsibilities may need to be modified to make it suitable for a part-time schedule.
 If an employee works less that 50% time, the employee may not be eligible for health insurance benefits.
 For a state funded unit, a request to increase a part-time position back to full-time needs approval from the University's budget office.  For a self-support unit, a request to increase a part-time position back to full-time needs documentation through the Division's budget process.
 Temporary and long term arrangements can be implemented.
 A Job Sharing arrangement may be crafted with one person holding the formal "job line" at a part-time level and another person on a contract/contingent category. Typically, only the employee in the line position has benefits and the other employee is on a contract without benefits. However,  the employer may choose to provide benefits to th employee on contract at an added expense.
 The leave earnings and credit towards retirement are adjusted based on how much time the employee works.

How can I request a part-time schedule?

  Consider whether your position is suitable for part-time.  Review the latest, written version of your position description.  Consider how you might suggest any restructure or reduction in your duties and responsibilities. Consult the Memorandum of Understanding for Exempt or Nonexempt staff depending on your position.
 Consider whether you are eligible for part-time.  Review your past performance review documents to help you gage whether your supervisor will consider you eligible for a schedule adjustment to part-time work.
 Answer the questions provided in the Conversation Guide for Employees and in the Conversation Guide for Both Employees and Supervisors  http://www.studentaffairs.umd.edu/work-life#/conversation-guides-for-emp...
 Draft a proposed job description that fits your desired work schedule and consider the desired timeframe, whether short-term or long-term.
 Talk to your supervisor in person about your interest in a part-time position the suitability of your position (specifically, the duties and responsibilities of your position and how work in the department could be accomplished in a different way), your eligibility, and your circumstances both at work and outside of work.  If a job share arrangement is desired, discuss the arrangement in detail including the possible other individuals who could be involved.
 Continue with in-person dialog with your supervisor about your interest in part-time work.

What if my supervisor does not approve a part-time schedule for me?

    It is a supervisor's right and responsibility to make decisions in the best interest of the organization which may be different from what any one employee wants.
    Ask if your supervisor considers your position suitable for part-time work.
    Ask if your supervisor considers you eligible for part-time work.
    Ask the reason why your request was denied at this time, and explore ways to change any of the obstacles.  If you don't understand, ask for more information.

[top of page]

WORKING PART-TIME PRIOR TO RETIREMENT

What is working “part-time prior to retirement”?

Working “part-time prior to retirement” (PTPR) is not new; rather it is another context for using a part-time work arrangement.   Part-time prior to retirement specifically refers to an arrangement whereby a full-time staff member nearing retirement works a part-time schedule for a period before retiring.  

PTPR is like any other part-time arrangement.  Part-time work is any work that is less than 40 hours per week year round.  The most common part-time arrangement is a 20 hour or 30 hour work week, year round.  Part-time work can also be a 40 hour work week schedule for only 9 or 10 months of the year.

What are the benefits of working “part-time prior to retirement”?

Employees nearing retirement can phase into retirement gradually
Employees considering retirement can prepare personally for retirement
Experienced employees can have time to transfer essential work/institutional knowledge
Organizations have time to develop legacy planning for the organization  
Special projects or initiatives outside of the organization’s normal operations can be pursued
If there is a hiring freeze or if replacing a retiring employee will take a long time, organizations can offer a part-time arrangement to the employee who is ready to retire so that the organization is not short-staffed during a hiring freeze or during a position vacancy

What are some examples of working PTPR?

PTPR is just like any other part-time arrangement.  Examples include, but at not limited to:

Working 50% time (20 hours per week) four hours per day for five days
Working 75% time (30 hours per week) six hours per day for five days
Working the required hours (for example, 20 or 30 hours) over three days with two days off
Working for 9 1/2 months with summers off or working 9 1/2 months with one department and working for another department for the remaining time

What issues need to be considered regarding PTPR?

The position must be suitable for a part-time schedule--- The duties and responsibilities of the position must be “suitable” for a part-time arrangement.  In other words, the job must be able to be performed on a part-time schedule. The position's duties and responsibilities may need to be modified to make it suitable for a part-time schedule.
The employee must be considered eligible for part-time work by the supervisor--- The employer must consider the employee “eligible” for this flexible work arrangement based on past work performance and formal performance reviews.  
The position must be at the 50% level or higher for the employee to receive health insurance benefits.
For a state funded unit, a request to increase a part-time position back to full-time needs approval from the University's budget office.  For a self-support unit, a request to increase a part-time position back to full-time needs documentation through the Division's budget process.  The supervisor may or may not be willing and able to reverse this employee back to full-time if requested or necessary for the organization.  
The duration of the arrangement is ultimately at the discretion of the supervisor.
Leave earnings, the amount of the State’s contributions to an employee’s pension or retirement plan, and the calculation of service years towards retirement (and eligibility for health insurance in retirement) are pro-rated based on how much time the employee works.   For example, if an employee is working 50% time, a year at that level would amount to a half-year service credit.  Consultation with University Human Resources is advised for specific information.
If an employee is in the State Retirement Pension System, a reduction in an employee’s work schedule and consequent reduction in salary may affect the calculation for their “highest average salary” for retirement.  The highest average salary is calculated as the average of the three or five highest consecutive earning years (depending on the employee’s start date).  The pension calculation is not based on the employees last years of employment, rather it is based on the years with the highest salary.  Consultation with University Human Resources is advised for specific information.
An employee should consider topics such as health insurance, annual and sick leave balances, and financial issues such as pension amounts or retirement savings balances as well as other topics when deciding when to retire.  Consultation with University Human Resources is advised.

How can I request to work PTPR?

Consider whether your position is suitable for part-time.  Review the latest, written version of your position description.  Consider how you might suggest any restructure or reduction in your duties and responsibilities.  Consult the Memorandum of Understanding for Exempt or Nonexempt staff depending on your position.
Consider whether you are eligible for part-time.  Review your past performance review documents to help you gage whether your supervisor will consider you eligible for a schedule adjustment to part-time work.  Review your official years of service with UHR.  Do the personal work regarding your own finances and life outside of work.
Reflect on and answer the questions provided in the Conversation Guide for Employees and in the Conversation Guide for Both Employees and Supervisors.
Draft a proposed job description that fits your desired work schedule and consider the timeframe you are thinking about, whether short-term or long-term.
Talk to your supervisor in person about your interest in working PTPR, the suitability of your position (specifically, the duties and responsibilities of your position and how work in the department could be accomplished in a different way), your eligibility, and your circumstances both at work and outside of work, particularly your specific plans and dates for retirement.  Continue with in-person dialogue with your supervisor about your interest in working PTPR.

What if my supervisor does not approve a working PTPR arrangement for me?

It is a supervisor's right and responsibility to make decisions in the best interest of the organization which may be different from what any one employee wants.

 
COMPRESSED WORK

What is compressed work?

Compressed work is a work schedule where an employee works a standard 80-hour pay-period in fewer than 10 workdays.

What are the benefits of compressed work?

Staff can pursue other aspects of their lives during those times of the day when they are most likely to be available
Coverage for the office is available longer than 8 hours in a business day

What are some examples of compressed work?

Four 10-hour days: working 40-hours over four days in a work week with a fifth day off
Four 9-hour days and one 4-hour day: working 36 hours over four days and working the fifth day for only 4 hours
Working 45 hours in the first week of the pay period (9 hours for five days) and 35 hours in the second week of the pay period over four days with one week-day off.  (This type of schedule is only available for exempt staff because nonexempt staff may not have a permanent schedule requiring more than 40 hours in one week.)

What issues need to be considered regarding compressed work?

Whether a position is an exempt or nonexempt position is critical in determining whether a compressed work schedule is suitable.
Nonexempt positions may not be regularly scheduled for more than 40 hours in a week.  Therefore, non-exempt positions may not have a compressed work schedule which requires more than 40 hours of work in a week.
Compressed work is permissible for exempt staff because they may work more than 40 hours in a week without restrictions.  However, nonexempt staff, may not work beyond 40 hours per week in a permanent schedule basis.
Exempt employees are expected to work the hours necessary to complete assignments on a schedule that satisfies the requirements of the job. Therefore, exempt staff cannot merely count their hours and decide they don’t need to work anymore. Many exempt staff routinely work more than 40 hours per week and are ineligible to earn overtime.  It is important to understand that one of the employment conditions for full-time work is working 40 hours per week.

How can I request compressed work?

Consider whether your position is suitable for compressed work.  Review the latest, written version of your position description.  Consult the Memorandum of Understanding for Exempt or Nonexempt staff depending on your position.
Consider whether you are eligible for compressed work.  Review your past performance review documents to help you guage whether your supervisor will consider you eligible for compressed work.
Answer the questions provided in the Conversation Guide for Staff and in the Conversation Guide for Both Employees and Supervisors. http://www.studentaffairs.umd.edu/work-life#/conversation-guides-for-emp...
Draft a proposed compressed work schedule and time frame whether short-term or long-term.
Talk to your supervisor in person about your interest in a compressed work schedule, the suitability of your position (specifically, the duties and responsibilties of your position and how work in the department could benefit from you working a compressed work schedule), your eligibility, and your circumstances both at work and outside of work.
Continue with in-person dialog with your supervisor about your interest in compressed work.

What if my supervisor does not approve of compressed work for me?

 It is a supervisor's right and responsibility to make decisions in the best interest of the organization which may be different from what any one employee wants.
 Ask if your supervisor considers your position suitable for compressed work.
 Ask if your supervisor considers you eligible for compressed work.
 Ask the reason why your request was denied at this time, and explore ways to change any of the obstacles.  If you don't understand, ask for more information.

[top of page]

TELEWORK

What is Telework?

Telework is doing the same work normally performed at the workplace but doing it from home (or other location away from the office) usually using telecommunications and computer technology to conduct the work.  Some people call it "telecommuting" but we prefer to focus less on commuting and more on working!
Remote work is a specific type of Telework which is designed for off-site work.  Remote workers use their home or other remote work location as their primary work location and they are rarely in the organization's workplace.
Telework is not the professional practice of working at home after hours (for example, to write reports or to catch up on email).

What are the benefits of Telework?

Reduced traffic congestion and parking needs around and on campus.
Greater work efficiency and productivity due to employees having uninterrupted work time.
Supports continuity of operations plans by making working remotely a practiced routine in case an emergency prevents workers from being able to access their workplaces.
Staff save time and money due to reduced commutes.
Reduced carbon dioxide emissions and pollution due to reduced commutes.
Staff may be more involved in their neighborhoods, schools, and communities during the time they would have been commuting and/or if they can Telework at other times during the day
Reduced cost of after- and/or before-school care for older children. (However, caring for babies or other children needing more care cannot happen at the same time staff are to be working)

What are some examples of Telework?

Regularly scheduled Telework:
Working from home every Tuesday (weekly Telework).
Working from home every other Friday (Teleworking once per pay period/every two weeks)

As-needed or "ad hoc" Telework:
Working from home on a day when an appliance is being delivered and installed in the home.

How do I know if I can Telework?

1.)  Your position must be suitable for Telework. 

Know whether your are in an Exempt or Non-exempt position.  The distinctions between Exempt or Non-exempt positions are fundamental. 
Consult the Memorandum of Understanding (MOU) for Exempt or Nonexempt staff.  Telework is not mentioned in the current Collective Bargaining Nonexempt MOU and, therefore, formal telework arrangements cannot be created with Nonexempt employees.  However, “Telecommuting” is specifically identified as a work option in the Exempt MOU and so Exempt staff may telework. 

Review the written version of your position description to fully understand all of the duties and responsibilities of your position.  To be suitable for Telework, some of the position's duties and responsibilities as documented in the position description must be able to be performed remotely.  Some examples include writing, researching, and planning.  By contrast, positions which include significant customer contact that requires the employees to be on-site for significant portions of the day, every day, are not suitable for Telework.

 2.)  You must be eligible for Telework

Your supervisor must consider you to be in good standing, must have given you positive performance reviews, and must believe you are fully capable of Teleworking.

  
What other issues need to be considered regarding Telework?
If an employee is injured in the course of doing his or her job, including if the employee is teleworking, the employee may be eligible for Workers Compensation.
Employees are responsible for having an appropriate work area when teleworking--- free from hazards to the employee or any equipment. The department is not responsible for costs associated with the worksite.
Employees are expected to ensure the confidentiality and security of all information and data they are working with. Employees who handle sensitive information (such as student or employee names, addresses, University ID numbers, social security numbers, or other personnel data) should be extremely careful about transporting such information between home and the office, as well as safeguarding such information off-site.
Issues regarding whether the employer or the employee will provide a computer or other equipment should be determined as part of the telework agreement. Unless staff with similar job requirements and roles are provided with computers and other equipment, employees interested in teleworking should assume they will be responsible for having the computer and other necessary equipment.
Expenses for office supplies should be discussed prior to finalizing the telework arrangement and prior to any purchase. However, it is unlikely that a department will be able to reimburse an employee for certain expenses, such as internet access or printer supplies (for example, paper and ink cartridges).

How can I request Telework?

Consider whether your position is suitable for Telework:  Know whether your are in an Exempt or Non-exempt position and consult the Memorandum of Understand for Exempt or Nonexempt staff.  Review the written version of your position description to fully understand all of the duties and responsibilities of your position.  If a job's duties and responsibilities can be carried out away from the workplace just as well as at the workplace, that position is more likely to be allowed to telework. However, if a job's duties and responsibilities must be performed on site that position is not likely to be allowed to telework.  Employees must be familiar with their current job description prior to engaging in conversations about telework. Staff members who do not have a current copy of their job description are encouraged to ask for one. Conversations (not merely written correspondence) between supervisors and employees is strongly recommended.

Consider whether you are eligible for Telework.  Review your past performance review documents to help guage whether your supervisor will consider you eligible for Flextime

Draft a proposed schedule and time frame (short or long-term).
Talk (in person) to your supervisor in person about your interest in a Telework arrangement discussing the suitability of your position, your eligibility, and your circumstances both at work and outside of work.
 Continue with in-person dialog with your supervisor about your interest in Telework.
Answer the questions provided in the Conversation Guide for Staff (hyperlink).
Answer the questions provided in the Conversation Guide for Staff and Supervisors (hyperlink).
Staff members whose job duties involve interacting on a face-to-face basis with members of the campus community (e.g., providing healthcare, counseling services, or receptionist duties) or performing work with the physical structures of campus (e.g., doing maintenance, housekeeping, or preparing or serving food) do not have positions that are conducive to telework. However, if they also perform some duties that can be done off-site, they may be allowed to telework for that aspect of their job. For example, if an employee with on-site duties and responsibilities regularly spends 10-20% of his/her time, reviewing records, developing schedules, etc. then that employee may be permitted to telework once a week or once a pay period to conduct those job duties that can be performed off-site.

What if my supervisor does not approve of Telework for me?

It is a supervisor's right and responsibility to make decisions in the best interest of the workplace and that may be different from what any one employee wants.
Ask if your supervisor considers your position suitable for telework.
Ask if your supervisor considers you eligible for telework.
If you don't understand, ask for more information.

The Collective Bargaining Agreement "Memorandum of Understanding" (MOU) for Exempt Staff permits telework. However, because the MOU for Non-Exempt Staff does not mention it, a formal telework arrangement for Non-Exempt Staff is not advised.

In Addition . . . .
Maryland has a Telework Law, Effective October 1, 2013

In March 2013, the Maryland General Assembly passed "Teleworking – Statewide Program and Goals", which increased the goal of Executive Branch employees who telework from 10% (mandated in 1999) to 15% of eligible employees, effective October 1, 2013.  The law requires the Department of Budget and Management to establish a statewide telework program and adopt statewide policy and guidelines for the program.   http://mcea.md.aft.org/member-benefits/legislative-updates#sthash.p0SMTT...

The State of Maryland's Department of Budget & Management provides many resources for employees and supervisors regarding telework.

Teleworking Agreement
Agency Teleworking Implementation Manual
General Telework Requirements
Maryland State Agency Telework Coordinators
Maryland State Employees Telework Work Plan
Remote Workplace Self-Certification Checklist
State Telework Program- Evaluation Form
Suggestions for Setting Up the Home Office
Supervisor's Teleworking Manual
Teleworker Eligibility Checklist
Telework Policy
Telework Work Schedule
Teleworker's Manual

University System of Maryland, Policy and Procedure on Telework, April 3, 2012

In April 2012, the Chancellor of the University System of Maryland signed a policy for all USM Office employees permitting telework under appropriate circumstances where the position is suitable, the employee is eligible and schedules, procedures, and conditions have been arranged and approved.

http://www.usmd.edu/usm/adminfinance/humanresources

Conversation Guides for Employees & Supervisors

Conversation Guides for Discussing Work-Life Options

Do you need some support whether inside or outside of work?
Do you want to provide support to an employee?
Get ready to collaborate, engage, and innovate!
Together we can create understanding, respectful, and flexible work environments!

When considering changes or adjustments to improve work-life balance, conversations between employees and supervisors are essential.

These Conversation Guides will spark conversation, help you clarify issues, encourage you to consider the broader effects of work-life practices, and facilitate solutions that will be mutually beneficial.

The following Conversation Guides are provided below:

  • Conversation Guide for Employees
  • Conversation Guide for Supervisors
  • Conversation Guide for Both Employees and Supervisors

Conversation Guide for Employees

  1. Identify My Situation.  What do I need to feel supported both inside and outside of work?  What are the challenges I am having?  Where are the barriers I am experiencing?  What would help me be even more dedicated, productive, and satisfied?
  2. Know My Job.  What are the duties and responsibilities of my position according to my formal job description document?  Is my supervisor familiar with my current position description?  What is my job classification:  Exempt staff not eligible for overtime or Nonexempt staff eligible for overtime?  Is my position suitable for what I may be seeking?
  3. Recognize My Performance Reviews.  What have my past performance reviews been like?  Have I received favorable reviews?  Will my supervisor consider me to be eligible for what I may be seeking? 
  4. Look For Examples.  Are there others in my work area, department, or in the Division of Student Affairs that may have a similar situation as me or have a work-life accommodation that interests me?  Are there helpful examples outside of my department or the university?
  5. Consider Others.  How might a work-life accommodation for me affect other members of the team in my work group or other work functions?  How will this affect my customers/stakeholders?  What needs changing?
  6. Envision Benefits.  What might be the overall benefits for me and for the unit/department of a work-life accommodation?  What will be the evidence that an accommodation is a good idea?
  7. Identify Needs.  What would I need in order to accomplish my work if I have some sort of work-life accommodation?  Would I need equipment, resources, training and/or administrative procedures?
  8. Think Through Issues/Expectations.  What issues need to be resolved to accomplish this?  Are there fairness or transparency issues?  What are my expectations?  What will be expected of me?
  9. Consider Timeframe.  What timeframe is appropriate?  Can I consider a “trial period” for a month or semester?  Can this be temporary?
  10. List Questions.  What questions do I have regarding my situation and work-life accommodations?  What do I need to understand?

 

Conversation Guide for Supervisors

  1. Understand the Employee's Situation. According to the employee, what is needed to feel supported both inside and outside of work?  What are the employee's challenges and barriers?  What would help does the employee as for in order to be even more dedicated, productive, and satisfied?
  2. Know the Job.  What are the duties and responsibilities of the employee's position according to the formal job description document?  What is the job classification:  Exempt staff not eligible for overtime or Nonexempt staff eligible for overtime?  Is the position suitable for a work-life accommodation?  Why or why not?
  3. Review Performance Reviews.  What have the employee's past performance reviews been like?  Has the employee received favorable reviews?  Do I consider the employee  eligible for a work-life accommodation?
  4. Look For Examples.  Are there other supervisors in the work unit, department, or in the division that may have a similar situation or may be supporting an interesting work-life accommodation?  Are there interesting examples outside of the department or the university?
  5. Consider Others.  How will a different work arrangement affect the employee's co-workers, the overall team, work functions, customers/stakeholders?  
  6. Envision Benefits.  What will the overall benefits of a different work arrangement for the employee and for the unit/department particularly regarding worker productivity and accomplishment of work for the individual and the work team?  What will be the evidence that an accommodation is a good idea?
  7. Identify Needs.  What are the potential costs and savings expected?  If considering telework, what level of funding is required to provide equipment and support?  What other resources are needed?  Can I ensure that the work space and work environment are conducive to safe, effective work?
  8. Think Through Issues/Expectations.  What are the expectations regarding work assignments/objectives, work flow/organization, productivity/work quantity, performance/work quality, work time/duty hours, communication within the unit and with outside customers/stakeholders, and “face-time”/meetings?  Are there any other issues needing to be resolved?  How can this be made transparent to others in the work unit?
  9. Consider Timeframe.  What timeframe is appropriate?  For how long?  A “trial period”?  Temporary?
  10. List Questions.  What questions do I have regarding this situation and work-life accommodations?  What do I need to understand further?
     

Conversation Guide for Both Employees and Supervisors

  1. Understand the Situation.  Is there clear understanding regarding the situation and the employee’s status?  
  2. Know the Job.  Is there consensus regarding the position’s duties/responsibilities per the current position description?  Are there any current or pending deadlines or changes?   Are there constraints on this position?  Is there mutual understanding regarding the implications of the position’s classification (Exempt or Nonexempt)?  Is there consensus that the position is suitable for a work-life accommodation?
  3. List Options.  Is there mutual understanding regarding what is needed/wanted from the organizational perspective as well as from the employee perspective?  
  4. Is there agreement regarding which the essential functions/duties of the position, if any, could be done at non-traditional times and/or off-site?  Is there agreement regarding the essential functions/duties that must be done during specific hours and/or physically at the workplace?  
  5. Look For Examples.  What examples of other work-life accommodations can be discussed together?
  6. Consider Others.  Is there understanding regarding how a different work arrangement might affect co-workers, work functions, customers/stakeholders?  How will others’ needs be met?
  7. Envision Benefits.  Is there consensus about the benefits of a different work arrangement for the employee and for the unit/department particularly regarding worker productivity and accomplishment of work?  Is there agreement regarding the evidence of success for this work accommodation?  
  8. Identify Needs.  Is there full awareness of the expected costs & savings; the needed equipment, support, and resources; and the needs for a safe and effective work environment?
  9. Think Through Issues.  Is there agreement regarding the expectations for:
  10. Work assignments/objectives---  How will the work get done: location, equipment, technology, etc.?  How will privacy requirements and computer security issues be met?  
  11. Work flow/organization
  12. Productivity/work quantity
  13. Performance/work quality---  How will work performance be monitored?  How will any work-safety issues be resolved?
  14. Work time/duty hours--- How will the employee be held accountable for my work hours recorded off-site?
  15. Communication within the unit and with outside customers/stakeholders-- When not in the  office, how will the employee be accessible (phone, email, web cam, etc.)?  What is the preferred way to contact the employee?  Who should be contacted if the employee is unreachable? If working away from my work site, how will the employee access needed information?   Where/how will critical information that may need to be accessible to others be available?
  16. “Face-time”/meetings--- When will the employee need to be present at the work site to address urgent business needs? How much notice will be required?  Will the employee need to be present at work for certain meetings, or can other arrangements be made to enable the employee to participate when/if needed?
  17. Transparency-- Is there acceptance that this will be a transparent accommodation?  
  18. Consider timeframe. What timeframe is appropriate?  Starting when?  For how long?  A “trial period”?  Temporary?   contingency--- What is the contingency plan if the planned changes at work need to stop for a short term or long term period (i.e., if the employee needs to return to a normal work schedule, or needs to change the flexible work arrangement)?
  19. List Questions.  What other questions are there regarding this situation and work-life accommodations?  What else needs to be understood or discussed?  

Contact Work-Life Consultants for Help

Do you need help with a Work-Life situation?  Contact any Student Affairs Work- Life Consultant.  These staff members are trained on the various resources and options available to support Work-Life in Student Affairs.  They can provide input to you as you think about what you want and need to enhance your own work-life situation and can refer you to resources.  A consultant does not take the place of your supervisor and does not have the authority to approve or disapprove work-life solutions.

Feel free to contact any work-life consultant, whether in your same department or in another department.  If you are unsure about which consultant to contact, email the Student Affairs Work-Life Steering Committee at sawork-life@umd.edu explaining your work-life situation and we will help you. 

 

Jenna Beckwith, University Health Center
301-314-8130, jbeckwit@umd.edu 

Jenna Beckwith

I have been part of the Work-Life Committee for more than two years and have seen the great benefits and investment the Division has in our work-life balance, job satisfaction and overall wellbeing.  I joined the consultant’s network because I am eager to share this information with others and to assist them in finding solutions that best meet their work-life needs and responsibilities. I am most skilled in preparing colleagues for work-life accommodation proposals and conversations with supervisors.

 

Cassandra Lytle, Counseling Center, Disability Support Services
301-314-7209, clytle@umd.edu 

Cassandra Lytle

With all of our competing priorities both at work and at home I think it is important for each of us to consider what work-life integration means to us and how to achieve it. Over the past couple of years I have been fortunate enough to telework and use tuition remission and I am eager to help others find their own work-life solutions.

 

Mary Kate Sullivan, Campus Recreation Services
301-226-4424, mksully@umd.edu

Mary Kate Sullivan

My motivation to become a work-life consultant comes from the support I have received to return to school. I have utilized tuition remission benefits and flextime in order to make earning another degree fit in with my career plans and I want to provide support to others who are considering returning to the classroom. 

 

Colleen Thompson-Bynum, Department of Transportation Services
(301) 314-1297, ctbynum@umd.edu

Coleen Thompson-Bynum

I became a work-life consultant because I think that the Work-Life initiative in Student Affairs is awesome.  Helping employees find the balance between work life and home life is very beneficial in fostering successful employees. 

 

Laura Tan, Department of Resident Life
301-314-4604, lauratan@umd.edu

Laura Tan

I am excited to serve as a work-life consultant because of the opportunity it gives me to serve my colleagues within the Division of Student Affairs.  As a consultant, I can provide a listening ear and a helping hand to those who are navigating work-life issues or concerns.

 

Joan Bellsey, Faculty Staff Assistance Program
301-314-8099, bellsey@health.umd.edu

Joan Bellsey

Becoming a  work-life consultant seems  a natural extension of my work as the Assistant Coordinator of the Faculty Staff Assistance program. My goal as counselor is to enhance job performance and help employees achieve wellness in their work and home life. Being a Work-Life consultant provides with me with another opportunity to  help the University employees enhance the quality of their lives.

 

 

Heidi K. Biffl, Fraternity and Sorority Life
301-314-7780, hbiffl@umd.edu

 

Chris Garcia, Residential Facilities
301-314-3486, garcia@umd.edu

Chris Garcia

While not every work-life option is available to every division employee, a reasonable short term solution to a temporary difficulty can often work to everyone’s benefit.  If I can help all sides find a win-win, that makes my day. 

 

Steering Committee Members

Contact us with any questions or concerns!

Brooke Supple, Office of the Vice President for Student Affairs &
Maria Lonsbury, Office of the Vice President for Student Affairs
(Co-Chairs of the Student Affairs Work-Life Steering Committee)
with
Sean Ballantine, Residential Facilities
Brent Flynn, Campus Recreation Services
Laura Tan, Resident Life
Cassy Lytle Wierzbolowicz, Counseling Center