Home > III. Human Resources

Chapter 3 – Professional and Scientific Staff

Effective July 1, 2023, and January 5, 2024,  this policy has been revised. See III-3.1 below and the redlined version of III-3.2.

3.1 The Relationship of Professional and Scientific Staff Members to the University of Iowa

(Amended 9/93; 10/94; 12/94; 9/1/98; 7/1/99; 5/00; 3/02; 9/02; 5/04; 11/04; 8/05; 4/06; 7/06; 12/06; 7/08; 4/09; 11/09; 12/10; 5/11; 6/11; 8/11; 10/31/11; 7/12; 8/12; 6/13; 2/15; 7/1/17; 10/18; 7/22; 7/1/23)

Effective July 1, 2023, this policy has been revised. Individual changes are not highlighted.

  1. Staff members covered: professional and scientific staff members employed in that capacity for 50 percent or more of their time, excluding staff nurses and allied health professionals whose terms of employment are established in the UI Health Care Employee Manual (available through The Loop or from a local Human Resource Representative). Each staff member covered by this policy is appointed to one of the following five categories and provided specific written notice of the category at the time of appointment: 1) career status, 2) probationary status, 3) at-will status, 4) term status, 5) temporary status. A list of all P&S classifications, including the pay level/structure, career status eligibility, and probationary periods determined for each classification, is available through the Compensation and Classification website.
  2. Career status.
    1. Probationary staff members earn career status following completion of continuous and satisfactory performance in a position during the appropriate probationary period.
    2. In an action of dismissal for cause relating to the career status employee’s lack of satisfactory performance or university-related conduct, the university bears the burden of proof in an appeal through the professional and scientific grievance procedure.
  3. Probationary status.
    1. Probationary status is that time during which a staff member's performance is evaluated to determine whether the staff member performs at a level consistent with the departmental or other standards set for the position.
    2. The probationary period for specified term and career status eligible P&S classifications is 12 months.  In rare cases, the Chief Human Resources Officer or designee may authorize a decrease in the probationary period.
    3. If a staff member takes one or more leaves of absence without pay during their probationary period that exceeds 30 total calendar days, the total time of the leave(s) of absence does not count towards fulfilling the probationary period requirement. If a staff member is placed on administrative leave, the time on administrative leave does not count towards fulfilling the probationary period requirement.
    4. Performance will be evaluated prior to the end of the probationary period. (See III-3.2 Performance Review for University Staff.)
    5. A probationary period cannot be extended beyond the original end date without the concurrence of the staff member and of those offices which acted on the original appointment. A request by a department to extend the probationary period of an employee must be documented and presented to the staff member. Extension requests must be submitted to the Chief Human Resources Officer or designee at least 30 calendar days prior to the end of the probationary period.  If the probationary period is extended beyond one year, and if the employee receives notice of layoff during the probation extension, the three-month notice period in h below is applicable during probation.
    6. Probationary staff members may be terminated at any time during the probationary period. The staff member will be informed of the reason for termination.
    7. If a probationary staff member believes that their termination was improper, that staff member may appeal the termination through administrative review (see III-28.2 Administrative Review).
  4. Probation following appointment to a new position.
    1. Professional and scientific staff members with career status, who move into a position covered by this policy, will serve a 1-year probationary period culminating in career status following successful completion of the probationary period.

      Regular Merit and SEIU staff members who move into a position covered by this policy will serve a 1-year probationary period culminating in career status following successful completion of the probationary period. 

      In rare cases, the Chief Human Resources Officer or designee may authorize a decrease in the probationary period.
    2. Staff who are appointed to a new position while in probationary status ordinarily will start probationary status anew. An appointing department may request the Chief Human Resources Officer or designee to count prior probationary service toward completion of the probationary period in the new position.
    3. Staff who change classifications while remaining in their current position will retain career status in the new classification provided the classification carries career status. Staff in probationary status when any classification change is effective shall receive credit for the time already served in probationary status toward completion of any remaining probationary period.
  5. At-will status. At-will status applies to a staff member whose administrative, policy-making, leadership responsibilities, or performance with respect to their key areas of responsibility, could significantly impact the functioning or productivity of a department, program, and/or the institution. At-will status also applies to a staff member who holds a temporary appointment as described in paragraph g below. Staff members in classifications at pay level 6 and above are considered at-will for purposes of this policy and university employment unless otherwise designated by the Chief Human Resources Officer or designee.
    1. Staff members in classifications at or below pay level 5 may be considered at-will if they meet the definition directly above. To obtain approval to designate at-will status for a position in a classification at or below pay level 5, the dean or director of an administrative unit or designee must request at-will status in writing prior to beginning recruitment for the specific position in question. In rare cases, a position may be designated as at-will with an incumbent in the position if there are significant changes that align with the at-will definition above.  Any at-will request must be submitted to, and approved by, the Chief Human Resources Officer or designee. The employing department shall provide written notice and explanation of the at-will status.
    2. Staff members who are appointed at-will may be terminated at any time except as specified in paragraph h(2) below.
  6. Term status. Staff members may be appointed to term status for a specific period of time in order to accomplish a specific purpose, or when the duration of funding is limited or unknown. A term status employee will be subject to the same probationary period requirements described in c above.
    1. Reappointments to term status may be made at the discretion of the college/division.  A staff member in term status may be moved to career status at the discretion of the college/division, provided they have been in term status for at least one year.
    2. The nature and duration of such term appointments may be limited by contract. In the absence of special contract terms, term appointees may complete their terms unless they fail to demonstrate continued performance at a level necessary to meet the departmental or other standards for the position.
    3. In an appeal from a termination during the term of an appointment, the burden of proof shall be on the staff member. No right of reappointment shall be implied by an initial appointment. As a consequence, the notice provisions of paragraph h(1) below do not apply at the end of a term appointment.
  7. Temporary status. A staff member may serve in temporary status in a continuous appointment for not more than 2 fiscal years to meet an emergency or temporary need of the university. Temporary appointments of less than 75 percent (1560 hours) will not be subject to the 2-year appointment limitation. Staff members in temporary status serve "at will."
    1. If during the term of the 75 percent (1560 hours) or greater temporary appointment the department anticipates the position extending beyond 2 fiscal years, then an affirmative action search must be completed as soon as possible and completed prior to the end of the second fiscal year. An affirmative action search also must be completed if a temporary appointment of less than 75 percent (1560 hours) is increased to 75 percent (1560 hours) or more time and exceeds the temporary hours limit for two consecutive fiscal years. Exceptions include appointments in classifications experiencing a labor shortage.
    2. Limited extensions of temporary appointments of 75 percent or more time beyond 2 fiscal years are permitted in extenuating circumstances with the prior approval of the Chief Human Resources Officer or designee.
  8. Permanent layoffs.
    1. "Permanent layoff" means termination of employment due to the position being eliminated, or an involuntary permanent reduction in time accompanied by a proportionate reduction in salary, for reasons other than causes relating to lack of satisfactory performance or university-related conduct (e.g.  funding, reorganization in the project, department, college, or university).
    2. Notice of layoff. The application of the notice provisions of this subsection will be based on the individual's length of regular and continuous university service (seniority date) at the time the notice is given to the employee. If this notice is late, extended, or a new notice is issued, the application of these provisions will be based on the length of service when the extension or new notice is issued.
      1. Staff in career status who are laid off, and staff in probationary or term status who are laid off prior to the end of the probationary period or term, will receive notice in accordance with the following schedule:
        1. Three months’ notice during the first year of employment.
        2. Six months' notice thereafter.
      2. At-will staff who are laid off will receive a notice of three months.
      3. The notice provisions of this subsection will not apply if the Senior Vice President for Finance and Operations determines that notice of such duration would seriously impair the financial integrity of a major administrative unit (college or division) of the university.
    3. Colleges and organizational units seeking to implement permanent layoffs must submit a Reduction in Force plan for approval by the Chief Human Resources Officer or designee.  After approval of the plan, colleges and organizational units must forward letters of permanent layoff notification to the Chief Human Resources Officer or designee.
    4. Layoff priority consideration.  If qualified, staff members who have received notice of a permanent layoff or who are permanently laid off will have priority consideration for open regular professional and scientific positions at the University of Iowa, following the procedures described below:
      1. A laid-off employee who applies for an open position in any job family at their current pay level and below, and meets the required qualifications, will be offered an interview.

        The layoff applicant shall be interviewed by the department, along with other applicants selected for interview, utilizing the search committee that was established when the position was announced. The layoff applicant must invoke layoff priority consideration prior to or at the time of application to receive layoff consideration. The applicant must meet the required qualifications in order to be interviewed for the position.
      2. Layoff consideration will exist during the notice period and for one year following termination unless during that period the layoff applicant accepts a regular position or fails to accept an offer for a comparable position for which they qualify. If a layoff applicant does not accept a comparable position that has been offered, the Chief Human Resources Officer or designee will determine if layoff priority consideration will be preserved.
  9. Layoff lump-sum payment option.
    1. When a department determines that a position will be permanently eliminated, the department may offer the layoff lump sum payment option in lieu of the standard layoff notification period described under III-3.1h(3). This option is offered at the discretion of the department following approval from Chief Human Resources Officer or designee.
    2. Departments may elect to offer the layoff lump sum payment option even if it was not initially offered in the original layoff notification letter. The department will be required to initiate a new Reduction in Force (RIF) and a revised layoff notification letter offering the layoff lump sum payment option and revised notification dates.
    3. A 45-calendar-day notice period begins on the date the staff member receives the layoff notice including the lump sum option. The employee will remain employed during the notice period, and will receive priority consideration for vacant positions for which they are qualified during the 45-calendar-day notice period, and for one year after termination from the University of Iowa. The 45-calendar-day notice period may be reduced or waived based on the agreement of parties, but the notice period may not be less than 30 days from the initial notice date. The employee will be eligible for priority consideration for the period described in h(2)a above.
    4. At the end of the 45-calendar-day notice period, the staff member is paid a lump sum that is equivalent to three months’ salary.

      If the staff member secures a different regular position or terminates employment from the university for any reason before the end of the notice period, the lump-sum payment will not be paid.
    5. The university will contribute to COBRA employee only health insurance coverage for 12 months following the layoff termination. 
    6. If the department chooses to offer the lump-sum layoff option based on operating needs, the staff member has the right to choose the lump-sum or retain the standard notice period during which the staff member remains employed for the entire layoff notice period.

      The employee will have 3 weeks to respond with a decision on whether or not to accept the lump-sum option. If the employee does not respond within the 3-week period, the layoff process described in III-3.1i will be followed. Whichever option goes into effect, the respective notice period begins on the date the staff member was given the written notice of job elimination.
    7. Once the lump-sum option has been offered and accepted, it may be revoked at any time during the 45-calendar-day notice period with written agreement by both parties.
  10. Layoff Networking Program. The University of Iowa Layoff Networking Program is available to professional and scientific (P&S) non-organized employees who have received a permanent layoff notification letter or currently are permanently laid off ("laid-off employee").

    In order to facilitate the placement of laid-off employees at the University of Iowa, the following process may be used to secure regular P&S non-organized positions:
    1. Laid-off employees and/or Human Resources Representatives may initiate contact with departments across campus to determine what employment opportunities may be available.
    2. If a department has an open position and wants to fill it with a laid-off employee, they may do so before or during the advertising process.
    3. If a department does not have an open position but wishes to hire the laid-off employee, they may request the creation of a new position.
    4. The transfer is completed using the HR Transaction Guidelines.
      1. Staff shall transfer to the new position with the appropriate status based on the designation of the position. A probationary or specified term employee with less than one year of regular continuous service will serve additional time in probationary status as described in d1 above.
      2. By accepting a transfer into a regular P&S non-organized position, the employee no longer will have layoff rights/priority consideration for regular P&S non-organized positions.
      3. By accepting a transfer to the into a temporary position, the laid-off employee will retain layoff/priority consideration for regular P&S non-organized positions until such time layoff/priority consideration ends.
  11. Temporary furloughs for non-organized professional and scientific staff (2/1/22).
    1. Purpose. The university may implement temporary furloughs for non-organized professional and scientific staff members to manage budget requirements. Such temporary measures will be implemented in a systematic and nondiscriminatory manner that complies with all applicable federal and state laws, rules, and regulations.  
    2. Scope. This policy applies to temporary furlough of non-organized regular professional and scientific staff members in career status, probationary status, at-will status, and specified term status, as defined here in III-3.1.
    3. Definition. Within the scope of this policy, “temporary furlough” means the placement of an employee on a nondisciplinary unpaid leave of absence for a period of fewer than 25 workdays or 200 hours of work per calendar year.
    4. Duration and conditions. Temporary furloughs for professional and scientific staff may be administered in increments of a workweek as defined by the university per the Fair Labor Standards Act (FLSA). Salary adjustments will be calculated based on the payroll calendar for the employee’s appointment type, either fiscal year or academic year appointment. Departments will have the discretion to schedule the temporary furlough within the parameters established in this policy and are encouraged to consider the staff member’s preferences to the extent possible without interfering with operational needs. If the designated furlough week encompasses a paid university holiday, the department may choose to allow the staff member to receive holiday pay.1  For any individual employee, temporary furlough periods may be scheduled no more than four times per calendar year. Departments may not schedule a temporary furlough in a manner that affects the staff member’s eligibility for university benefits, such as in the case of a furlough that extends for an entire calendar month. The staff member must be in paid status for some portion of each calendar month to maintain benefits eligibility.

      During a designated furlough period, the staff member shall not be required nor permitted to perform any university-related work. This prohibition includes but is not limited to on-campus or remote work, phone calls, email reading or response, and troubleshooting activities. Exceptions require prior written approval by the dean/vice president or designee, as well as the Chief Human Resources Officer or designee. If such exceptions are granted, the employing department must maintain records of the actual hours worked by the employee during the temporary furlough period. Exempt staff members will be considered as non-exempt for the workweek in which the furlough occurs and will return to exempt status after the temporary furlough period.  Staff members (exempt or non-exempt) are not allowed to work overtime hours during the week in which furlough days are taken. The staff member will return to their position and regular work hours following the temporary furlough.

      Staff members on temporary furloughs may not utilize paid leave.
    5. Benefits. During a temporary furlough, the staff member will continue to receive university benefits.  The university will continue to provide the regular university contribution toward benefit plans (health, dental, long-term disability, life). Paid leave accruals will continue during the temporary furlough period. Retirement contributions will not be made for the temporary furlough period.
    6. Designation. The designation of affected staff members should be equitable and consistent within the department based on employee category and classification. Temporary furloughs will not be used to address disciplinary or performance-related concerns. 
    7. Notice. Staff members will be given at least 30 calendar days’ notice of the temporary furlough.
    8.  Exclusions. Certain employee groups may be excluded, where such temporary furloughs would be restricted by state or federal laws, rules, or regulations.  Excluded employee groups, such as H1-B visa holders, may be subject to a temporary salary reduction and/or be required to utilize vacation leave in an amount equivalent to the temporary furlough.  
    9. Temporary furlough plan. When a college/organization determines that it is necessary to implement temporary furloughs to meet budgetary requirements, the college/organization will develop a temporary furlough plan that provides the budgetary justification for the temporary furlough, specifies the classifications and departments of employees subject to the temporary furlough, and an explanation as to why the selected classifications were selected. The temporary furlough plan must be reviewed by the Office of the President and approved by the Chief Human Resources Officer or designee before announcement and implementation. Approval by the Chief Human Resources Officer or designee constitutes final university action.

Footnote

1. Operations Manual III-23.1b(4) allows holiday pay when the employee has not worked their last regularly scheduled day before and/or their first regularly scheduled day after the holiday if the absence was caused by “extraordinary circumstances beyond the control of the staff member.” The temporary furlough period qualifies as such extraordinary circumstances that will allow holiday pay.

3.2 Performance Review for University Staff

(Enacted 6/22/92; amended 1/02; 6/05; 8/05; 2/07; 5/07; 8/13; 4/14; 10/15; 7/1/17; 12/30/20; 3/23/22; 1/5/24)

Effective January 5, 2024, this policy has been revised. For individual changes, see the redlined version.

  1. Purpose:
    1. to establish a method for providing each University staff member with expectations for performance and periodic evaluation of performance;
    2. to facilitate direct communication between supervisors and staff members on performance expectations, achievements, and goal setting;
    3. to recognize the accomplishments and define the professional and educational needs of staff members;
    4. to review the job description duties and responsibilities and assure the necessary resources are available to effectively perform the job duties;
    5. to identify potential career growth opportunities or expanded roles within departmental operations; and
    6. to serve as one criteria for determining discretionary salary increases for staff members in accordance with collegiate and departmental salary policy.
  2. Philosophy. The performance review process facilitates the professional growth and development of staff members and achievement of department and institutional goals. It is an ongoing process with shared responsibility that begins during onboarding and orientation and continues throughout employment. The annual performance review discussionis a formal opportunity to review and discuss the progress and accomplishments made during the year and to review position expectations and set goals for the coming year. This process should include review and feedback based upon the University's three Universal Competencies: Collaboration/Positive Impact; Service Excellence/Customer Focus; and Welcoming and Respectful Environment. For UI Health Care staff, this process should address the WE CARE Core Values: Welcoming, Excellence, Collaboration, Accountability, Respect, and Equity. Fundamental principles of the process are to support and ensure appropriate performance, encourage continuous developmental growth, and motivate behavioral change when expectations are not being met. The process should stimulate both verbal and written two-way communication, including the opportunity for self-review.
    1. Reviews will be based on observable and, when appropriate, measurable outcomes. Reviews must occur no less than annually.
    2. The performance review system (talent.uiowa.edu) will serve to aid managers and department leadership in decision making with respect to (but not limited to):
      1. achievement of organizational goals and individual goal setting;
      2. performance improvement;
      3. training and coaching;
      4. compensation;
      5. promotion, transfer, and reclassification;
      6. nomination for University and departmental awards;
      7. probationary period; and
      8. disciplinary action.
    3. Each University staff member should be aware of the expectations of their position as well as how they will be evaluated. (See https://hr.uiowa.edu/performance-management.)
    4. The performance review system will serve to aid staff members in the following ways:
      1. as a mechanism to express feedback about their performance;
      2. as an opportunity to list accomplishments for the evaluation period;
      3. as an opportunity for coaching;
      4. to provide clear understanding of supervisor’s and unit’s goals for the following review period;
      5. as an opportunity to request training in or referral to learning and professional development opportunities to enhance skills or develop new skills;
      6. as a time for discussion regarding career goals, including referrals to University programs that support staff to achieve career goals; and
      7. as an opportunity to provide feedback on process improvement.
    5. Performance review training, with opportunities for providing both qualitative and quantitative feedback, is available through UI Learning and Development and through UI Health Care Human Resources.
  3. Policy. Each administrative unit within the University shall demonstrate utilization of a performance management system consistent with the philosophy statement above.

    Deans and vice presidents will be responsible for ensuring that each administrative unit for which they are responsible meets the requirements of this policy. The Chief Human Resources Officer will run annual compliance completion reports for each college or division. Reporting occurs utilizing HR web applications (https://hr.uiowa.edu/imhr). Further, compliance reporting will be considered a part of the evaluation process for every dean, executive officer, manager, and supervisor.

    Each unit, department, division, and college will be responsible for providing support to supervisors in the review of staff members in accordance with University, collegiate, division, and departmental guidelines, and for identifying what latitude there is for creating the unit's own best practices. It is the responsibility of each supervisor to be consistent in the performance review practices with all staff members they supervise. All performance management systems shall be consistent with the philosophy, principles, and characteristics outlined in this University policy on Performance Review. Tools and resources are available at the performance management website.
  4. Procedure. The following steps are a guideline for the performance management process:
    1. The supervisor communicates clear expectations with measurable outcomes to the staff member. This occurs at the beginning of a staff member's employment and continues throughout the year. Job descriptions should be regularly updated and reviewed in concert with the performance review process.
    2. The supervisor collects supportive documentation (both quantitative and qualitative) that provides information about the staff member's performance.
      1. The universal competencies apply to all university jobs (P&S, SEIU, and Merit):
        1. Collaboration/Positive Impact;
        2. Service Excellence/Customer Focus; and
        3. Welcoming and Respectful Environment.
      2. All UI Health Care staff members are expected to uphold the UI Health Care WE CARE Values:
        1. Welcoming: We strive for an environment where everyone has a voice that is heard, that promotes the dignity of our patients, trainees, and employees, and allows all to thrive in their health, work, research, and education.
        2. Excellence: We aim to achieve and deliver our personal and collective best in the pursuit of quality and accessible healthcare, education, and research.
        3. Collaboration: We encourage collaboration with healthcare systems, providers, and communities across Iowa and the region, as well as within our UI community. We believe teamwork - guided by compassion - is the best way to work.
        4. Accountability: We behave ethically, act with fairness and integrity, take responsibility for our own actions, and respond when errors in behavior or judgment occur.
        5. Respect: We are committed to ensuring that UI Health Care is an inclusive environment where individuals from the full spectrum of diversity – which includes identity, backgrounds, cultures, ability and perspective –feel safe, seen, and valued.
        6. Equity: We dedicate ourselves to equity and fairness in research, health care, education and health.
    3. The supervisor provides feedback to staff members on a regular basis regarding their performance. This includes both strengths and areas for development. Feedback is a crucial part of building the relationship between supervisor and staff member and also provides the opportunity for questions and clarification.
    4. The supervisor sets the stage for an annual, formal performance review discussion by communicating to the staff member about the performance review form that will be used and how the review will be conducted. The supervisor should utilize a review process that is fair, confidential, and consistent within a defined working group.
    5. The supervisor and staff member both prepare for the review by organizing information and identifying accomplishments, reviewing past and future performance goals for the review period, deciding what issues need to be discussed, identifying whether new or additional resources are needed to do the job, and determining future developmental needs.
    6. Typically, the annual, formal review session occurs with the supervisor and staff member meeting face to face and, together, reviewing goals from the previous year and creating a future action plan. In extenuating circumstances, other models may be used as appropriate to provide for this exchange of information. In either case, the supervisor concludes the review process by documenting the session — recording both goals met and those not completed and identifying future performance goals and resources available to support change. A staff member may make additional comments on their review. Additionally, if a staff member disagrees with their supervisor's review, these comments should be recorded as a part of the review document. Each party needs to sign and date the form and have the opportunity to include comments.

The performance management website details the components of preparing and conducting an effective performance review. For clarification regarding guidelines for the performance review process in a specific unit, contact your unit's Human Resources representative. To identify your Human Resources representative, visit Employee Self Service, select "My Self Service," then select "University Information," and then select "My HR Rep/Workflow Admin/Dept/Admin." 

3.3 Guidelines for Employment of Professional and Scientific Research Staff Members

(Enacted 12/94, Staff Council, Office of the Vice President for Research; amended 7/1/99; 7/18/22)
  1. Hours/work week. While those professional and scientific staff members at the University not engaged in scientific research usually are able to work a fairly predictable schedule, the nature of scientific research often precludes establishment of a fixed work schedule. The University assumes that professional and scientific research staff will work a flexible schedule to meet the needs of the assigned research project. An investigator who will consistently require a staff member to work irregular hours and/or hours in excess of 40 in a work week should reflect these demands in determining the salary for the staff member at the time of appointment or salary review. Such demands also should be spelled out at the time of appointment in a position description or letter of offer. Moreover, the investigator who requires an irregular schedule should permit the staff member flexibility in scheduling work time, consistent with the demands of the research.
  2. Recognition and professional development. Research staff who make scholarly contributions to a research project should be included among coauthors or acknowledged in publications that result from the research. Questions of co-authorship and acknowledgement should be discussed with the staff member and agreed upon in advance of the publication or research to which the staff member has contributed. Professional development opportunities for staff members may include support for travel to conferences at which the results of such research are presented. Departments and investigators also should promote professional development by making every effort to support continuing education for research staff, consistent with that provided other faculty and staff in the department in which the staff member is appointed. 

3.4 Classification Review of Professional and Scientific (P&S) Staff Positions

(11/1/96; amended 7/1/99; 11/04; 8/05; 3/06; 7/06; 12/06; 1/08; 5/10; 10/31/11; 3/16/22)

Purpose. The University of Iowa professional and scientific classification system was established to meet the needs for employing staff with the appropriate mix of skills to meet the multiple missions of all University entities and to ensure that staff are appropriately and equitably classified and recognized for their contributions. Each classification has an approved University title, although specific working titles also may be administered within employing units. It is the responsibility of departments/administrative units to determine unit requirements as they relate to the number of staff and the classification mix necessary to effectively operate the unit. This policy addresses the process for seeking and conducting a classification review based upon a change of duties and responsibilities of a filled position.

  1. Staff members covered. All regular (non-temporary) P&S staff members holding appointments of 50 percent or more are covered by this policy. Those holding appointments of less than 50 percent may request classification review through normal administrative channels.
  2. Types of classification changes. When the duties and responsibilities of a position substantially differ from those established in the University's classification description for the current classification, while also fulfilling a department/administrative unit's needs for a different classification, the position is eligible for reclassification to a higher, equal, or lower pay level:
    1. Career promotion to a new classification in a higher pay level (whether same or different function/family), demonstrated by significant and sustained changes involving new duties, additional key areas of responsibility, expanded scope, and to the extent that the key areas of responsibilities of another classification have become the best fit overall for the work performed.
    2. Career shift to a new classification at the same or lower pay level (whether same or different function/family), demonstrated by significant and sustained changes involving new duties, key areas of responsibilities, changes in scope, and to the extent that the key areas of responsibilities of another classification have become the best fit overall for the work performed.
    Any change in classification, whether a promotion or a career shift, will be based upon the sustained performance of new duties, for an appropriate period of time that is sufficient to evaluate the employee’s performance and continuing success. The length of the evaluation period is at the discretion of the college/division and is normally between three and six months. These are duties that have not been recognized in previous classification decisions.
  3. Procedures. Any staff member, supervisor or department/administrative unit may initiate a classification review of an occupied position. University Human Resources will establish procedures for requesting and processing requests for classification review (see https://hr.uiowa.edu/career-development). Any change in classification must be approved by University Human Resources to assure the correct University classification is assigned.
  4. Timelines. After an individual, supervisor, or department initiates a request for a classification review, the department shall act on the request within 30 calendar days. The college/major administrative unit shall act on the request within 30 calendar days following receipt of the departmental recommendation. The Division/College Review Committee (DCRC) or University Review Committee (URC) shall make its decision within 30 calendar days of the committee meeting (refer to Review, below, for definitions of committees). The Chief Human Resources Officer shall issue a final decision within 30 calendar days following receipt of the college/major administrative unit or DCRC/URC recommendation for a change in classification. Reviews may be initiated throughout the year and, if the classification is changed, it shall be effective on the first day of the month following central administration approval. Failure to act within the prescribed time frame shall automatically move the request to the next administrative level unless, by mutual agreement, there is an extension of the deadline.
  5. Responding to staff. This policy provides for periodic feedback to the employee and department on the progress of a request. All requests for a change in classification shall be forwarded to the college/major administrative unit, even if the supervisor and/or department deny a staff member's request. Upon final denial of a classification review request, the staff member shall receive written notification of denial, the specific reasons for the denial, and a description of the appeal process.
  6. Compensation upon promotion (see https://hr.uiowa.edu/career-development/promotion) or career shift (see https://hr.uiowa.edu/career-development/shift-new-classification) shall follow the pay practices established by University Human Resources, taking into account any change in pay level, the significance in the change of responsibilities, relationship to the designated market range and median zone, and other relevant factors. Determinations regarding salary are subject to Administrative Review (see III-28.2).
  7. Appeals. This policy provides an appeal process for individuals or departments/administrative units to present their objections to a denial of classification change for an occupied position. Each college/major administrative unit with sufficient resources shall appoint a DCRC to consider appeals. Where the administrative unit lacks sufficient resources to develop a standing committee, appeals shall be directed to the URC. This shall be the appeal venue for central administrative employees and those of smaller colleges/administrative units. The DCRC and URC shall each consist of:
    1. At least two professional and scientific staff members appointed for two to three years, with the possibility of a renewed appointment;
    2. A primary human resources professional or designee; and
    3. A representative knowledgeable of the position being reviewed, at the discretion of the DCRC/URC membership, appointed on an ad hoc basis.

      If the supervisor or department/administrative unit denies a change in classification request initiated by a staff member, the department/administrative unit shall forward the request and specific information on the reason for the denial to the college/major administrative unit. If the college/major administrative unit denies the request, written notification shall be provided to the staff member, supervisor, and department, detailing the reasons for denying the request. Upon written notification of the denial, the individual or department initiating the request has 15 calendar days to submit an appeal of the classification to the chair of the DCRC/URC. The written request for appeal shall address why the staff member or supervisor believes the division/college decision is incorrect. The individual or department initiating the appeal may request to meet with the DCRC/URC in person. Such requests shall be granted. If a written request for appeal is not submitted within the 15-calendar-day period, the denial shall be considered final.

      If the college/major administrative unit denies the appeal and the denial is sustained by the DCRC/URC, the denial shall be considered final. However, if the DCRC/URC reverses a college/major administrative unit denial, the documentation shall be forwarded to the Chief Human Resources Officer for consideration. The decision by the Chief Human Resources Officer shall be considered final.

3.5 Procedures for Creating a New Professional and Scientific Job Classification or Modifying the Pay Level of an Existing Classification

(5/00; 11/04; 10/31/11; 3/17/22)

New P&S classifications or modifications of pay levels of existing classifications are initiated by University Human Resources or a major organizational unit.

  1. The major organizational unit provides University Human Resources (Compensation and Classification Unit) with:
    1. justification materials supporting reasons for a new classification or a change in the current pay level; and
    2. a classification description(s).
  2. The Compensation and Classification unit determines if other areas will be affected by the new/changed classification. If so, Compensation and Classification and/or the requesting organizational unit will contact the area(s) involved to see if they concur with the review. A representative of the Compensation and Classification unit will provide guidance on who will coordinate the review with the other units.
  3. Following consultation with all affected areas, the Compensation and Classification unit will determine if it is appropriate to create (a) new classification.
  4. Members of the Compensation and Classification unit will conduct a job analysis on the classification and allocate it to a pay level.
  5. The major organizational unit will be informed of the outcome of the job evaluation process. The organizational unit notifies department supervisors/managers and the impacted employees of the recommendations of the Human Resources Office.
  6. The Compensation and Classification unit prepares the classification and justification materials and submits them to the Board Office.
  7. The Board of Regents Office reviews the materials and determines if the request is approved or denied.

*Note: These procedures affect all incumbents of the classification. For review of the classification of an individual position, see III-3.4 Classification Review of Professional and Scientific (P&S) Staff Positions.

3.6 Classification Review of a Merit Position to a Professional and Scientific (P&S) Staff Position

(1/03; 11/04; 8/05; 3/06; 7/06; 12/06; 4/09; 11/09; 5/10; 10/31/11; 3/18/22)
  1. Purpose. The University of Iowa classification system was established to meet the needs for employing staff with the appropriate mix of skills to meet the multiple missions of all University entities and to ensure that staff members are appropriately and equitably recognized for their contributions. It is the responsibility of departments/administrative units to develop ongoing plans for staffing. The department/administrative unit must consider unit requirements as they relate to the number of staff and classification allocation necessary to effectively operate the unit. This policy clarifies the process for seeking and conducting a classification review for a filled position.
  2. Policy.
    1. Eligible employees. All regular (non-temporary) merit employees who have an appointment of 50 percent or greater and request to have their position reviewed using the professional and scientific (P&S) classification evaluation system are covered by this policy.

      Merit employees may not initiate a career shift request to Librarian classifications; however, the department shall have the authority to request a classification review if it is determined necessary to meet business needs. Merit employees may not request a career shift to an SEIU-designated classification.
    2. Review process. When the key areas of responsibilities and authority of a position substantially differ from those established in the University's merit position description for the current classification, while also fulfilling a department/administrative unit's needs for a different job classification, the position is eligible for consideration for reclassification to the professional and scientific (P&S) work category.
    3. Procedures. Any merit employee described above, supervisor, or department/administrative unit may initiate a classification review of an occupied position. University Human Resources will establish procedures for requesting and processing requests for classification review. (See https://hr.uiowa.edu/careers/merit/merit-ps.) Any change in classification must be approved by University Human Resources to assure the correct University classification is assigned.
    4. Timelines. After an employee, supervisor, or department initiates a request for a classification review, the department shall provide a recommendation on the request within 30 calendar days. The college/major administrative unit review shall provide a decision on the classification request within 30 calendar days following receipt of the departmental recommendation. The Division/College Review Committee (DCRC) or University Review Committee (URC) shall make its decision within 30 calendar days of the committee meeting (refer to Review, below, for definitions of committees).

      The Chief Human Resources Officer shall issue a final decision within 30 calendar days following receipt of the college/major administrative unit or DCRC/URC recommendation. The decision by Human Resources shall be considered final and not subject to appeal.

      Reviews may be initiated throughout the year and, if the classification is changed, shall be effective on the first day of the month following central administration approval. Failure to act within the prescribed time frame shall automatically move the request to the next administrative level unless, by mutual agreement, there is an extension of the deadline.
    5. Responding to staff. This policy provides for periodic feedback to the employee and department on the progress of a request. All requests for a change in classification shall be forwarded to the college/major administrative unit, even if the supervisor and/or department deny a staff member's request. Upon final denial of a classification review request by the college/major administrative unit review, the staff member shall receive written notification of denial, the specific reasons for the denial, and a description of the appeal process.
    6. Appeals. This policy provides an appeal process for individuals or departments/administrative units to present their objections to a denial of classification change for an occupied position. Denials of classification requests may be submitted to the URC. For information about the URC, please see the appeals section in III-3.4.
      1. If the supervisor or department/administrative unit denies a change in classification request initiated by a staff member, the department/administrative unit shall forward the request and specific information on the reason for the denial to the college/major administrative unit. If the college/major administrative unit denies the request, written notification shall be provided to the staff member, supervisor, and department, detailing the reasons for denying the request. Upon written notification of the denial, the individual or department initiating the request has 15 calendar days to submit an appeal of the classification to the chair of the DCRC/URC. The written request for appeal shall address why the staff member or supervisor believes the division/college review decision is incorrect. The individual or department initiating the appeal may request to meet with the DCRC/URC  in person. Such requests shall be granted. If a written request for appeal is not submitted within the 15-calendar-day period, the denial shall be considered final.
      2. If the college/major administrative unit denies the appeal and the denial is sustained by the DCRC/URC, the denial shall be considered final. However, if the DCRC/URC reverses a college/major administrative unit denial, the documentation shall be forwarded to the Chief Human Resources Officer for consideration. The decision by Human Resources shall be considered final and not subject to appeal.
    7. Compensation upon career shift shall follow the pay practices established by University Human Resources, taking into account the significance in the change of responsibilities, relationship to the designated market range and median zone, and other relevant factors (see https://hr.uiowa.edu/career-development/shift-new-classification). Determinations regarding salary are subject to Administrative Review (see III-28.2).
      1. On-call, standby, and callback pay will not be considered when determining the salary upon a change to a professional classification. Departments may petition for the consideration of overtime in determining compensation when it has been consistent over an extended period of time.
      2. Future merit increases will not be considered when determining the career shift salary increase.
      3. If a merit employee with permanent status and at least four years of service is moved to a P&S position that is eligible for career status, the employee will serve one year in probationary status before becoming eligible for career status, except as provided in III-3.1 b(3) and c(2) above. If a merit employee with less than four years of service is moved to a P&S position that is eligible for career status, the employee will be required to serve the full probationary period.

3.7 Career Advancement of Professional and Scientific Staff Positions

(President 5/4/21)
  1. Purpose. The career advancement process acknowledges an employee’s growth within their position. When an employee demonstrates significant and sustained new duties, new skills, additional key areas of responsibility, expanded scope, and/or advanced competencies, and where the key areas of responsibility of the current classification remain the best fit overall for the work performed, the employee may be eligible for career advancement within the current classification. This policy addresses the process for seeking and evaluating a career advancement request.
  2. Staff members covered. All regular (non-temporary) non-bargaining professional and scientific (P&S) staff members holding appointments of 50 percent or more are covered by this policy. Those holding appointments of less than 50 percent may request career advancement through normal administrative channels.
  3. Eligibility. Career advancement eligibility will be based upon the sustained performance of new duties, new skills, additional key areas of responsibility, expanded scope, and/or advanced competencies for an appropriate period of time that is sufficient to evaluate the employee’s performance and continuing success. The length of the evaluation period is at the discretion of the college/division and is normally between three and six months. The rationale for the career advancement should include items that have not been recognized in previous classification and/or compensation decisions. If the employee is unable to continue performing the new duties and responsibilities that led to a career advancement, their salary may be reduced accordingly.
  4. Procedures. Any staff member, supervisor, or department/administrative unit may initiate a career advancement. University Human Resources will establish procedures for requesting and processing requests for career advancement (see https://hr.uiowa.edu/careers/professional-and-scientific-positions/career-development/career-advancement-your-current). Org-level Human Resources may approve career advancements when the new salary is below or within the median zone, and the employee has not had a prior career advancement within the fiscal year. University Human Resources must approve any career advancement when the salary is above the median zone, is in a classification with an open pay range (9 and 10), or when a previous career advancement was effective in the same fiscal year.
  5. Timelines. After an individual, supervisor, or department initiates a request for a career advancement, the department shall act on the request within 30 calendar days. The college/major administrative unit shall act on the request within 30 calendar days following receipt of the departmental recommendation. If the career advancement requires a review after the college/major administrative unit, the Chief Human Resources Officer shall issue a final decision within 30 calendar days following receipt of the college/major administrative unit recommendation for a career advancement. Reviews may be initiated throughout the year and, if the advancement is approved, it shall be effective on the first day of the month following college/major administrative unit approval. Failure to act within the prescribed time frame shall automatically move the request to the next administrative level unless, by mutual agreement, there is an extension of the deadline.
  6. Responding to staff. This policy provides for periodic feedback to the employee and department on the progress of a request. All requests for a career advancement shall be forwarded to the college/major administrative unit, even if the supervisor and/or department deny a staff member's request. Upon final denial of a career advancement request, the staff member shall receive written notification of denial, the specific reasons for the denial, and a description of the appeal process.
  7. Compensation upon career advancement (see https://hr.uiowa.edu/careers/professional-and-scientific-positions/career-development/career-advancement-your-current) shall follow the pay practices established by University Human Resources, taking into account the significance in the change of responsibilities, relationship to the designated market range and median zone, and other relevant factors. Determinations regarding salary are subject to Administrative Review (see III-28.2).
  8. Appeals. Following a denial at the college/major administrative unit level, this policy provides an appeal process for individuals or departments/administrative units to present their objections to a denial of a career advancement. Appeals shall be managed and finalized within the college/major administrative unit. At the request of the college/major administrative unit, appeals may be directed to the University Human Resources Compensation and Classification for oversight or final approval. A career advancement that is approved at a lesser amount than what was requested will not be considered a denial of the request and will not be subject to appeal.

    If the supervisor or department/administrative unit denies a career advancement request initiated by a staff member, the department/administrative unit shall forward the request and specific information on the reason for the denial to the college/major administrative unit. If the college/major administrative unit denies the request, written notification shall be provided to the staff member, supervisor, and department, detailing the reasons for denying the request. Upon written notification of the denial, the individual or department initiating the request has 15 calendar days to submit an appeal of the decision to the college/major administrative unit for review. The written request for appeal shall address why the staff member or supervisor believes the college/major administrative unit decision is incorrect. If a written request for appeal is not submitted within the defined period, the denial shall be considered final. If the college/major administrative unit or the Chief Human Resources Officer denies the appeal, the denial shall be considered final.