HOWARD UNIVERSITY EMPLOYEE HANDBOOK

2021 Updates

“Excellence in Truth and Service”

Revised May 21, 2021

LETTER FROM THE PRESIDENT

Welcome to Howard University! You are joining one of the nation’s

most historically significant academic institutions, with a rich tradition of

commitment to the education and advancement of underrepresented

populations. As a staff member of the University, you can be proud of

Howard’s history of service to a diverse community, and particularly to

talented and promising Black students. You join us at an exciting time.

We have announced our goal to become the first HBCU (Historically Black

College or University) to rank among the top 50 research universities in

the United States. Howard University will continue to emphasize the twin

objectives of leadership and service as it drives toward that goal.

You may wonder how a University staff member can contribute to

goals like academic excellence and devotion to important research. The

answer lies in the fact that a university is a community like any other, in

which every citizen and resident has an important function. Whether

your job is administrative or technical or professional, primarily internal-

facing or external-facing, in an office or on a loading dock or in a vehicle

– regardless of the nature of your job, you are performing a service that

is vital to the health of the University community.

The policies in this handbook have been developed with our

mission and our values as their guiding lights. Our staff policies are

designed to help you, as you do your job, reflect our values of excellence,

leadership, service, and truth. Whatever your job, you can be excellent

in your performance, exemplary in your conduct, helpful in your

customer service, and ethical in your interactions with others in our

community.

Excellence in Truth and Service,

Wayne A. I. Frederick, M.D., MBA

President of Howard University

Revised May 21, 2021

ABOUT THIS HANDBOOK

Howard University has developed this handbook to inform employees of the policies and

guidelines that govern their employment relationship with the University, including Howard

University Hospital, the Faculty Practice Plan, the 13 colleges and schools, and specialty

education, research and clinical centers and institutes. The Handbook is a summary of

information that all employees should know and understand. It does not contain every detail

pertinent to employment at Howard but includes information that is both important and useful.

Additional resources are available online at www.howard.edu and on the University’s PeopleSoft

portal, where applicable. Where appropriate, we have identified information that may differ for

employees of Howard University Hospital, the College of Medicine, the Faculty Practice Plan, or

the College of Dentistry clinics.

The Handbook is a dynamic document. The University reserves the right to interpret, add,

modify, change, revoke, suspend, or terminate, any or all policies, practices, procedures, and

benefits, in whole or in part, at any time, with or without notice, as the University deems

appropriate or necessary. All employees covered by the Handbook must sign the

Acknowledgment form that appears at the end of the document to agree that they have reviewed

the Handbook and understand and agree to abide by its contents. The Acknowledgment also

states that the employee agrees to remain up to date on any changes by checking the online

Handbook, where all amendments and other changes will be communicated. All new employees

are introduced to the Handbook during their orientation session, after which they will sign the

Acknowledgment.

This Handbook supersedes all prior handbooks, manuals, policies, and procedures

issued by the University as to the subject matters addressed herein. Any prior versions of this

handbook are hereby revoked and withdrawn.

FACULTY, UNION REPRESENTED AND HOWARD UNIVERSITY HOSPITAL EMPLOYEES: All

sections of this Handbook apply to all Howard University employees. If provisions of the Faculty

Handbook, Hospital Handbook or collective bargaining agreement address a particular issue or

practice, the Faculty Handbook, Hospital Handbook, or collective bargaining agreement prevail

for employees covered by the respective document.

IMPORTANT NOTE: The policies and other information stated in this Handbook do NOT

constitute a “contract” of employment between the University and any employee and do not

guarantee any particular procedure or practice, or any particular terms and conditions of

employment to anyone. Remember that the Handbook contents are subject to change at any

time at the University’s sole discretion.

ABOUT HOWARD UNIVERSITY

Established in 1867, Howard University is one of the nation’s Historically Black Colleges and

Universities with a proud heritage of commitment to the education and advancement of

underrepresented populations in the United States and across the globe. Today the University’s

student body exceeds 9,000, drawn from virtually every state, the District of Columbia, and more

than 60 countries. Howard students are enrolled in undergraduate, graduate, professional and

joint degree programs spanning more than 80 areas of study within 13 schools and colleges,

taught by more than 1,000 faculty members. As the only truly comprehensive predominantly

Black university in the United States, Howard has long been one of the major catalysts of change

in our society. Over the 153 years since its founding, Howard has awarded more than 125,000

degrees and certificates in the arts, sciences, and the humanities. The University traditionally

has been home to the largest gathering of Black scholars in the world. It is a national treasure.

Capsule History. Shortly after the end of the Civil War, members of the First Congregational

Society of Washington, which itself was founded by abolitionists, proposed establishing a

theological seminary for the education of African American clergymen. The idea quickly

expanded to include the establishment of a university, named for a Civil War hero, General Oliver

O. Howard, who was one of the founders. Within two years, Howard University was federally

chartered and designated by Congress as a “university for the education of youth in the liberal

arts and sciences.”

From a single-frame building in 1867 on a three-acre plot of land in northwest Washington, DC,

the University evolved to occupy more than 250 acres, now including the six-story, 400-bed

Howard University Hospital, the School of Law West Campus, the School of Divinity East Campus,

and the 1.8 million-volume library system. The University's Moorland-Spingarn Research Center

(MSRC) is recognized as one of the world's largest and most comprehensive repositories for the

documentation of the history and culture of people of African descent in Africa, the Americas,

and other parts of the world.

Today’s Leadership. Howard University is led by its 17

President, Dr. Wayne A. I. Frederick, a

nationally renowned surgeon and medical scholar who is a triple alumnus of the University. After

arriving as a 16-year-old student from Trinidad with the dream of becoming a physician, Dr.

Frederick earned his undergraduate and medical school degrees and completed his surgical

residency at Howard University Hospital. He completed research and surgical oncology

fellowships at the University of Texas’s famous M.D. Anderson Cancer Center before joining the

faculty of the University of Connecticut, where he rose to become the Associate Director of its

Cancer Center. Since returning to Howard in 2006, Dr. Frederick has served in many leadership

roles, eventually becoming Provost and Chief Academic Officer of the University. Appointed

President in 2014, Dr. Frederick embodies the mission of Howard University and has dedicated

himself to renewing the University’s commitment to academic excellence, thereby continuing

the University’s legacy as a world-class academic and research institution.

Revised May 21, 2021 
 
TABLE OF CONTENTS 
 
 
GENERAL EMPLOYMENT INFORMATION .................................................................................. 10 
1  At-Will Employment ..................................................................................................... 10 
2  Business Hours ............................................................................................................. 10 
3  Identification Badges .................................................................................................... 10 
4  Personal Affairs ............................................................................................................ 10 
5  University-Issued Mobile Devices ................................................................................ 11 
6  Safety Issues for Mobile Device Use ............................................................................ 11 
7  Video or Audio Recording Devices ............................................................................... 11 
8  Department of Public Safety ........................................................................................ 12 
9  Support Services ........................................................................................................... 12 
EMPLOYMENT CATEGORIES ..................................................................................................... 13 
1  General Categories ....................................................................................................... 13 
2  Specific Employment Categories & Benefits ................................................................ 14 
3  Employment of Minors ................................................................................................. 16 
0 WORK SCHEDULES AND TIME REPORTING ......................................................................... 17 
1  Work Schedules ............................................................................................................ 17 
2  Time Reporting for Staff Employees ............................................................................ 17 
3  Nonexempt Employees ................................................................................................ 18 
4  Exempt Employees ....................................................................................................... 18 
5  Improper Deductions from Pay .................................................................................... 18 
6  Approval of Time Records ............................................................................................ 19 
7  Time Correction ............................................................................................................ 19 
8  Inclement Weather, Public Safety and Other Emergencies ......................................... 19 
9  Alternative Work Schedule (AWS) Policy ..................................................................... 20 
10  Telework Policy ............................................................................................................. 22 
HOLIDAYS .................................................................................................................................. 23 
1  Federal Holidays ........................................................................................................... 23 
2  University Holidays ....................................................................................................... 23 

0  LEAVE .............................................................................................................................. 24 
1  Annual Leave ................................................................................................................ 24 
2  Accrual of Annual Leave ............................................................................................... 24 
3  Carry Over of Unused Leave ......................................................................................... 25 
4  Use of Annual Leave ..................................................................................................... 25 
5  Payment of Annual Leave Upon Separation from Employment .................................. 25 
6  Responsibilities ............................................................................................................. 25 
7  Bereavement ................................................................................................................ 26 
8  Sick Leave ..................................................................................................................... 26 
9  Family or Medical Leave ............................................................................................... 28 
10  DC Paid Family Leave (PFL) ........................................................................................... 33 
11  Maryland Parental Leave .............................................................................................. 33 
12  School Activities Leave ................................................................................................. 34 
13  Jury Duty ....................................................................................................................... 34 
14  Military /Civil Air Patrol Leave ...................................................................................... 34 
15  Military Family Leave .................................................................................................... 35 
16  Election Day Leave ........................................................................................................ 35 
0 COMPENSATION AND PAY POLICY...................................................................................... 36 
1  Role of Human Resources ............................................................................................ 36 
2  Definitions of Key Compensation Terms ...................................................................... 36 
3  Legal Compliance .......................................................................................................... 38 
4  Payroll Logistics ............................................................................................................ 38 
5  Pay Categories .............................................................................................................. 39 
0 EMPLOYEE BENEFITS ........................................................................................................... 40 
1  Retirement Plans .......................................................................................................... 40 
2  Health Insurance Benefits ............................................................................................ 40 
3  COBRA & Benefit Continuation .................................................................................... 41 
4  Flexible Spending Accounts .......................................................................................... 41 
5  Life and Accidental Death & Dismemberment (AD&D) Insurance............................... 41 
6  Disability Benefits ......................................................................................................... 42 
7  Employee Assistance Program (EAP) ............................................................................ 42 
8  Commuter Benefits ...................................................................................................... 42 
9  Tuition Remission ......................................................................................................... 42 

Revised May 21, 2021 
0 PERFORMANCE MANAGEMENT ......................................................................................... 43 
1  Introductory Period ...................................................................................................... 43 
2  Performance Evaluations ............................................................................................. 43 
3  Performance Standards ................................................................................................ 44 
0   HUMAN RESOURCES POLICIES AND SERVICES .................................................................. 45 
1  Recruitment and Hiring ................................................................................................ 45 
2  Job Posting .................................................................................................................... 45 
3  Exclusive Authority of the Office of Human Resources ............................................... 46 
4  Consequences of Unauthorized Offers of Employment .............................................. 46 
5  Employment of Relatives.............................................................................................. 46 
6  Personnel Files and Benefits Records .......................................................................... 47 
7  Job References.............................................................................................................. 47 
8  Background Checks....................................................................................................... 48 
9  Employment Eligibility Verification .............................................................................. 48 
10  Visa and Immigration Matters ...................................................................................... 48 
11  Disability Accommodations .......................................................................................... 50 
12  Pregnancy Accommodation ......................................................................................... 51 
13  Lactation Breaks ........................................................................................................... 52 
14  Accommodations for Sincerely Held Religious Beliefs ................................................. 52 
00 EMPLOYEE CONDUCT AND BEHAVIOR ........................................................................... 53 
01  Courtesy and Respect ............................................................................................. 53 
02  Attendance and Punctuality ................................................................................... 53 
03  Dress Code and Appearance ................................................................................... 54 
04  Confidentiality ......................................................................................................... 54 
05  Unlawful Discrimination, Retaliation and Harassment........................................... 55 
06  Bullying .................................................................................................................... 55 
07  Examples of Bullying ............................................................................................... 55 
08  Open Door Policy and Anti-Retaliation Policy for Protection of Employees .......... 56 
09  Alcohol and Substance Abuse Policy ...................................................................... 56 
10  Respect for University Property .............................................................................. 57 
11  Conflicts of Interest ................................................................................................. 57 
12  Outside Employment .............................................................................................. 58 
13  Social Media ............................................................................................................ 58 

14  Workplace Privacy................................................................................................... 59 
15  Workplace Safety .................................................................................................... 59 
16  Workplace Violence ................................................................................................ 60 
17  Additional Guidelines Concerning Employee Conduct ........................................... 60 
18  Whistleblower Policy .............................................................................................. 61 
00 EQUAL EMPLOYMENT OPPORTUNITY, UNLAWFUL DISCRIMINATION, RETALIATION AND 
HARASSMENT ............................................................................................................................ 63 
01  Equal Employment Opportunity and Affirmative Action ....................................... 63 
02  Unlawful Discrimination ......................................................................................... 63 
03  Unlawful Harassment.............................................................................................. 64 
04  Special Note about Computer Messaging and Information Systems ..................... 64 
05  Title IX - Policy Prohibiting Sex and Gender-Based Discrimination, Sexual 
Misconduct and Retaliation .................................................................................................. 65 
06  Managers’ Obligations ............................................................................................ 65 
07  Prohibition on Retaliation Arising from a Complaint of Discrimination or 
Harassment ........................................................................................................................... 65 
00   DISCIPLINE AND TERMINATION .................................................................................... 67 
01  Counseling and Coaching ........................................................................................ 67 
02  Formal Disciplinary Action ...................................................................................... 67 
03  Demotion ................................................................................................................ 68 
04  Job Abandonment ................................................................................................... 68 
05  Voluntary Termination of Employment .................................................................. 69 
06  Separation and Exit Process .................................................................................... 69 
07  Final Pay .................................................................................................................. 69 
08  Severance ................................................................................................................ 69 
 
 
 
 
   

Revised May 21, 2021

Section 1

GENERAL EMPLOYMENT INFORMATION

1.1 At-Will Employment

Employment with the University is at-will, which means that either you or the University may

terminate your employment at any time, with or without cause or notice. Therefore, neither this

Handbook nor any other of the University’s policies and procedures constitutes a guarantee that

your employment will continue for any definite period of time or end only under certain

conditions. Nothing in this Handbook or in the University’s other policies and procedures

constitutes an expressed or implied contract of employment or warranty of any compensation

or benefits. No one other than the Chief Human Resources Officer or the President of the

University have the authority to make any exception to this policy, and any such exception must

be in writing.

1.2 Business Hours

Howard University’s administrative offices are open for business from 8:30 a.m. to 5:00 p.m.

Monday through Friday, except on University holidays. Other departments of the University may

operate on a different schedule, and some, including the University’s Public Safety department

and most units of the Howard University Hospital, operate on a 24x7 basis. Individual work

schedules will be communicated to you upon hire and from time to time during employment.

1.3 Identification Badges

All employees, including contractors, will be issued a University photo identification badge, also

known as “Bison One” card. You must wear your ID badge so that it is always visible. Your badge

may also function as a key-entry card allowing you to gain access to areas of the University that

are not normally open to the public. Bison One Employee IDs are administered by the Bison One

Card office. If you lose your badge, contact the Bison One Card Office immediately in order to

obtain a new one, and so that it can be deactivated to prevent improper use.

See https://auxiliary.howard.edu/services/bison-one-card for more detailed information.

Employees who work in Howard University Hospital or the Department of Public Safety may be

issued additional identification and/or credentials and should contact their department head or

safety office to determine how to secure their identification and/or credentials and what to do if

they are lost.

1.4 Personal Affairs

While at work, employees are expected to exercise discretion with respect to personal calls,

emails, and other matters during the workday, as such matters can interfere with employee

productivity and be distracting to others. Employees are encouraged to handle any personal

affairs during non-work time when possible and to ensure that friends and family members are

aware of this policy.

The University is responsible for maintaining, repairing, and replacing University owned

equipment. Howard University will not be liable for the loss of personal devices brought into the

workplace.

1.5 University-Issued Mobile Devices

Department or division heads are responsible for recommending whether an employee needs a

University-issued mobile device or “smart device” to fulfill his or her job responsibilities. All such

requests must be approved by the department’s vice president or dean. The University does not

pay for equipment, usage charges or activation fees for personal devices.

Personal use of University-owned mobile devices should be kept to a minimum.

In the event of a claim against the University, the University may require that an employee who

has used a personal phone or device for work-related activities take steps to preserve relevant

information. This requirement will apply to any device used for work-related activities, whether

the employee has received any reimbursement for use of the device.

Nonexempt employees may not take calls or read and respond to work-related e-mail or text

messages outside of their scheduled work hours, unless expressly authorized in advance by their

supervisor to work and be paid for the additional work hours.

Supervisors, managers, and employees should be aware that if nonexempt employees are

required to take or respond to calls or email messages outside of their scheduled work hours,

then the time must be carefully recorded and entered into the time-keeping system. Such time

will be considered and paid as work time consistent with the procedures outlined in this

Handbook.

1.6 Safety Issues for Mobile Device Use

The use of a mobile device while driving is expressly prohibited. Employees whose job

responsibilities include regular or occasional driving are expected to refrain from using any

mobile device for any purpose even when traffic is slow or stopped. The University puts your

safety first and will never require use of a device while driving. Employees are encouraged to

refrain from conducting complicated or emotional conversations, even while using hands-free

operations, which could result in distracted driving. Special care should be taken in situations

where there is traffic or inclement weather, or the employee is driving in an unfamiliar area.

Employees who are charged with traffic violations or incur other liability resulting from the use

of their mobile device while driving will be solely responsible for all liabilities that result from

such actions.

1.7 Video or Audio Recording Devices

Except when such activities are protected by applicable law, the use of camera or other video or

audio recording-capable devices on University premises is prohibited without the express prior

permission of senior management and of the person(s) subject to recording. This applies to the

Revised May 21, 2021

secret audio or video recording of meetings and other conversations, including telephone calls,

or arranging for others to covertly record conversations, telephone calls or other work activities,

unless specifically permitted to do so by senior management and those being recorded. It is also

a violation of University policy to download recorded conversations or activities to a computer,

upload them to the internet, or otherwise share, transmit or publish such recordings without

prior written consent. Video or audio recording in restrooms and/or locker rooms is strictly

prohibited.

1.8 Department of Public Safety

Howard University’s Department of Public Safety (DPS) is primarily responsible for protecting the

safety and security of all employees, students, and visitors, as well as all property and facilities of

the University. The Campus Police Department is an important part of DPS. The Campus Police

Department’s mission includes both crime prevention and safety education for the entire Howard

community. Notify Campus Police immediately in the event of any emergency or incident that

may affect safety and security of people or property. (202) 806-1100.

https://publicsafety.howard.edu

1.9 Support Services

At some point, most Howard employees will need to seek help or information from one of the

business units of the University. A quick tour of the departments that provide the essential

business support services can be found at https://www2.howard.edu/contact/directory.

Section 2

EMPLOYMENT CATEGORIES

Howard University employs a wide range of employees, from students to faculty to staff

members, in a broad spectrum of jobs. The following terms are provided to help you understand

which employment categories may apply to you and your job. Any question regarding your

employment category should be confirmed with the Office of Human Resources.

2.1 General Categories

At-Will

All employees of Howard University are employed at will unless they have an employment

contract, collective bargaining agreement or other written agreement with the University that

specifies the terms of employment and/or specifies how the employment relationship may be

terminated. In the absence of any contract or collective bargaining agreement, both the

employee and the University may terminate the employment relationship “at will,” meaning at

any time, with or without notice, for any reason that is not unlawful.

Exempt or Nonexempt

All employees fall into one of these two categories, which are based on the federal wage-hour

law called the Fair Labor Standards Act (“FLSA”). The FLSA is the law that establishes the

minimum wage and overtime rights as well as other related requirements that employers must

obey. Those holding nonexempt jobs are entitled to earn overtime pay for work hours over 40

in any workweek. Those holding exempt jobs are exempt from the overtime provisions of the

FLSA, meaning they do not earn overtime compensation.

Union-Represented or Non-Union

Some Howard employees are members of bargaining units represented by a labor union. The

union negotiates with the University to agree upon a contract (a collective bargaining agreement)

that states the terms and conditions of employment for all the employees in the bargaining unit.

Some of those terms and conditions may be different from those that apply to non-union

employees. This Handbook applies to both union-represented and non-union employees, but

where the provisions of the Handbook and the collective bargaining agreement differ, the

collective bargaining agreement provisions govern.

Faculty

Employees with faculty status (e.g., dean, associate or assistant dean; professors, associate and

assistant professors; instructors and lecturers; etc.), are considered to be members of the faculty

and are subject to both this Employee Handbook as well as the Faculty Handbook, but where the

provisions of this Handbook and the Faculty Handbook differ, the Faculty Handbook provisions

govern. Please note that employees who hold dean, associate dean, assistant dean, or similar

administrative positions without faculty status are categorized as staff.

Revised May 21, 2021

Staff

All other non-student employees of Howard are considered to be members of the University’s

staff.

Graduate Assistants

Graduate students who are engaged as Graduate Assistants or Teaching Assistants who receive

a stipend. Graduate Assistants who primarily perform research under a faculty member’s

supervision are not considered employees but are expected to comply with all applicable policies

in this Handbook. Graduate Teaching Assistants whose primary duty is teaching are considered

employees with exempt status under the FLSA.

Students

Howard offers a variety of paid work opportunities to undergraduate and graduate students.

Students are expected to comply with the policies in this Handbook.

Undergraduates are paid an hourly wage and may work no more than 20 hours per week during

the academic school year (40 hours per week during the summer), and may be employed in only

one of the following categories:

• Work-Study Student Employee

• Howard University Student Employee Program (HUSEP)

• Student Employee

In addition to one of the above undergraduate or graduate positions, students also may hold one

of a variety of leadership positions for which they may be paid a minimal stipend:

• Student Leader

• Resident Assistant

• Orientation Leader

• Tutor

• Student Performer

• Hilltop

• Yearbook

Note: Individuals engaged by the University as independent contractors/consultants are not

University employees.

2.2 Specific Employment Categories & Benefits

The following table describes more specific employment categories at Howard University, and

states whether employees in each category are eligible to participate in the University’s

employee benefits plans and programs. If you have a question about which categories best

describe your own employment, please talk with your supervisor and/or your department’s HR

Business Partner.

Specific Category

Definition

Benefits Eligibility

Full-Time Regular Staff

Employees with regular work schedules of 40

hours per week, who are not members of the

faculty, not a full-time student, and not

represented by a union.

Yes

Part-Time Regular Staff

Employees employed on average less than 30

hours of service per week, or 130 hours of

service per month, who are not members of the

faculty and not represented by a union.

Yes

(Limited & pro-rated)

Temporary Staff

Staff employees hired for a period of no more

than 1,000 hours, full-time or part-time, paid an

hourly wage and eligible for overtime

compensation regardless of whether job is

normally exempt or nonexempt.

Unionized Employees

Staff or faculty who are members of a bargaining

unit and covered by a collective bargaining

agreement.

Eligibility governed by

the collective

bargaining agreement.

Faculty

Full-time employees with teaching assignments

and/or related administrative roles.

Yes, for full-time.

Temporary, Adjunct or

Part-Time Faculty

Part-time employees with teaching assignments

who are hired on a per-course or per term or

year basis, and whose compensation depends

on the final enrollment and number of credits of

the course(s) they teach.

Limited to pretax

withholding benefits –

or as determined by

collective bargaining

agreement (if

applicable), i.e.

SmartTrip, HCA, DCSA

etc.

Principal Investigator

Full-time regular position responsible for most

aspects of grant application and management,

which may be held by a staff or faculty member

Yes

Grant-Funded Employee

Full-time staff position with a duration set by

contract based on the grant, and compensation

from grant funds rather than the University.

Yes

(There may be

exceptions due to

grant terms.)

Summer Researcher

Full-time position for faculty member

conducting scholarly research and writing

between Spring and Fall semesters

Yes

Revised May 21, 2021

2.3 Employment of Minors

Employees are required to consult with and obtain written approval from the Office of Human

Resources prior to hiring anyone who is under the age of 18. Any member of the Howard

community who works with minors or plans to work with minors must comply with all specific

background check and training requirements, as prescribed by law and University policy.

Section 3

3.0 WORK SCHEDULES AND TIME REPORTING

3.1 Work Schedules

Employee work schedules depend on employment category and job position. All full-time

employees are generally scheduled to work at least forty (40) hours in a workweek, typically eight

(8) work hours per day. Part-time and temporary employees will have individualized schedules,

but each is expected to adhere to the assigned work schedule. All full-time work schedules

include an unpaid 30-minute lunch period.

Employees must report to work on time and work their full schedule unless excused for absence

or approved leave. Prompt, regular attendance is an essential function of the job for all

University employees. This section of the Handbook explains the University’s policy on how

employees must report their work and leave time. It also describes the University’s policy on

alternative work schedules.

3.2 Time Reporting for Staff Employees

Time reporting requirements depend in part on whether you are an exempt or nonexempt

employee. To assure payroll accuracy, every staff employee must comply with this policy.

Following the rules will assure that the University is in full compliance with the wage-hour laws,

including those of the District of Columbia, Maryland, and the Federal Fair Labor Standards Act

(FLSA).

Most employees are registered in the PeopleSoft timekeeping database; for some staff, work

time is also recorded in the KRONOS timekeeping system. When the rules below refer to

“reporting” time, it means entering time into the applicable system for your position. You are

responsible for learning how to access and use your assigned timekeeping system, and for

reporting your time accurately and in accordance with this policy.

All staff employees must accurately report all their paid and unpaid leave hours and other time

away from work during their normal work schedule.

No employee may enter work/leave time in a timekeeping system for another employee without

the clear written permission of his/her supervisor.

Failure to report your time accurately, knowingly falsifying your time record, making repeated

errors due to negligence or carelessness, or otherwise violating this policy will result in discipline

up to and including termination.

You may enter your leave hours for vacation or other foreseen purposes, such as scheduled

medical appointments or jury duty, prior to taking the time off. Unanticipated sick or FMLA leave,

should be entered promptly upon your return to work. All leave hours must be entered as

promptly as possible and, in no situation, later than the payroll period following the time off.

Revised May 21, 2021

It is the responsibility of each employee to enter all paid and unpaid time off into the timekeeping

system. However, if the employee fails to record such leave time, the employee’s supervisor

should do so in order to assure the payroll records are accurate. The supervisor should then

counsel the employee to remind the employee of their obligation. An employee’s repeated

failure to record their leave time is grounds for discipline.

Additionally, each department is responsible for assigning a “timekeeper” who has overall

authority over ensuring that all time and attendance records for that department are accurately

entered and approved in a timely manner.

3.3 Nonexempt Employees

Nonexempt employees must report their precise time worked, including all leave usage, (if

possible) by the end of each workday in PeopleSoft or KRONOS.

Nonexempt employees who work more than 40 hours per workweek will be paid 1.5 times their

regular hourly rate of pay for each overtime hour of work. Employees must make sure that any

overtime work is authorized in advance by their supervisor. Supervisors are reminded that they

are responsible for monitoring and approving any overtime work performed by staff under their

supervision and preventing staff from working overtime unless absolutely required to complete

essential work.

Nonexempt employees are not permitted and may not be offered the opportunity to take

“compensatory time” or “comp time” in lieu of accurately reporting their overtime work hours.

The law requires that all such overtime hours be reported and paid.

Nonexempt employees may not work through their lunch period without prior permission from

their supervisors, because such time may result in overtime hours.

3.4 Exempt Employees

If you are classified as exempt under the FLSA, you are not required to report your hours worked

each day. However, you are required to report in your assigned timekeeping system any leave

time. You must enter such leave time in your PeopleSoft or Kronos time record by the end of the

payroll period in which the leave time was taken. If that is impossible, the leave time should be

entered no later than the following payroll period.

3.5 Improper Deductions from Pay

It is the University’s policy to pay its employees consistent with state and federal law. In the

event an exempt employee believes their salary has been improperly reduced, the employee

should notify the Payroll Office in writing and provide the date of the reduction, the amount of

the reduction, and the reason given on the pay stub (if any) for the reduction. Every report will

be fully investigated, and corrective action will be taken as needed. No employee will be

retaliated against for making a complaint or assisting with the investigation of a complaint

regarding deductions from wages. Making a knowingly false complaint, however, may result in

disciplinary action, including possible termination of employment.

The University is strongly committed to avoiding improper pay deductions. All complaints will be

taken seriously. If you have questions, please contact the Payroll Office.

3.6 Approval of Time Records

Every supervisor is required to review and approve the time records of direct report employees

no later than Tuesday of the week following the close of the payroll period. This is a serious

obligation and cannot be delegated except by approval from the supervisor’s manager or next

level manager. By reviewing and approving the time records, including work time and leave time,

the supervisor is attesting to the correct pay amount in accordance with law. When the

supervisor is absent, he or she must make sure that a responsible delegate will review and

approve employee time records.

3.7 Time Correction

An employee may request a retroactive correction to a time record if a mistake or omission

occurs, but such a request must be submitted in writing on the Time Correction Form available

online and provided to the Payroll Office within two pay periods of the period to be corrected.

Both the employee and their supervisor must sign the Time Correction Form, either personally

or electronically. Any request for correction beyond the two-payroll-period deadline must be

approved in writing by the departmental head or vice president.

3.8 Inclement Weather, Public Safety and Other Emergencies

Unless it is a scheduled holiday, Howard University is always open for business, and employees

are always expected to report to work. In the event of extreme weather conditions or other

emergencies affecting public safety, the President or his designee will decide the status of the

University. The decision will be based on the amount of impact the emergency will have on the

University community and similar operating decisions being made by the federal government,

the District of Columbia government, and District of Columbia Public Schools.

On rare occasions, emergencies may require a decision either to curtail University operations,

close the University, or implement the University’s telework policy. Curtailment means that

classes are suspended, but all administrative operations continue. Closure means that all classes

and administrative operations, except essential operations, are suspended. Emergency telework

procedures allow for the continuity of business operations on a temporary basis until the

emergency or threat is contained or abated. In any event, the decision will be communicated

promptly through local media as well as via the University’s internal communications system.

Employees should listen to local radio and television stations, including the Howard University

radio station, WHUR-FM (96.3), or visit the University’s web site at https://home.howard.edu or

go to the Howard University Facebook page. Employees may also receive emergency push alerts

on their mobile devices. For instructions, go to: https://www2.howard.edu/contact/emergency.

During a curtailment, University employees are expected to report to work, but should use their

own best judgment about whether it is safe to do so. Employees who do not report to work

during a curtailment are under “liberal leave,” and must use annual leave or the absence may be

unpaid.

Revised May 21, 2021

Please review the following table of information to understand the policy and direct any

questions to your immediate manager or to your department’s HR Business Partner.

Term

Definition

Administrative Leave

Employee receives their regular straight time pay for the hours

during which the University is closed in a delayed opening or early

closing situation. The employee is required to work or take liberal

leave during the hours the University is open. Paid or unpaid

administrative leave also may be used for other purposes, such as

an interim measure during a University investigation, or as a

disciplinary measure.

Delayed Opening

The University will open at a designated time later than its regularly

scheduled time of 8:30 a.m. Classes begin and non-essential staff

must report to work at the designated delayed opening time.

Early Closing

The University closes earlier than its regularly scheduled time of

5:00 p.m.; classes and administrative operations are suspended

after the designated early closing time.

Essential Employees

Employees deemed necessary to the continuous 24-hour operation

and service delivery of the University, Faculty Practice Plan, or

Hospital and the safety of its students, employees, or patients. All

essential staff must report to work at their regularly scheduled start

time and work their scheduled hours regardless of curtailment or

closing. Each executive level administrator is responsible for

advising employees in their area whether the employee is

designated "essential" under this policy. Faculty Practice Plan and

Howard University Hospital employees are generally considered

“essential.”

Liberal Leave

Employees may use unscheduled annual leave or take unpaid leave

if they do not work during a curtailment or closure.

3.9 Alternative Work Schedule (AWS) Policy

Howard University may permit alternative work schedules (AWS) in certain limited situations. An

AWS permits designated employees to work on a schedule that differs from the standard

workweek schedule. There is no guaranteed right to a non-standard work schedule, and approval

of an AWS is discretionary and dependent on the organizational unit’s needs as determined by

its manager and the Office of Human Resources. It is important to remember that expectations

regarding productivity and work quality remain unchanged; in fact, AWS often require additional

discipline and initiative on the part of both employee and manager. Alternative work schedules

are not for everyone and will be considered on a case-by-case basis, based on a number of

factors.

Eligibility

Alternative work schedules may only be approved for full-time non-union, non-student, non-

faculty employees (exempt or nonexempt) below the level of director who have been employed

for at least 90 days and successfully completed their introductory period. Employees with

pending disciplinary actions or on a Performance Improvement Plan will generally not be eligible

for an AWS. In addition, because working on an AWS is a privilege, not a right, the employee

must also meet the following criteria:

• Meets deadlines

• Demonstrates good quality work performance

• Maintains satisfactory performance

AWS Formats

An alternative work schedule may be either compressed, e.g., four 10-hour workdays in a

workweek, or flexible, e.g., different start and end times from the standard business hours, or

another flexible arrangement developed by an employee and their manager and approved

according to the process described here. The specific details of the AWS must be stated on the

AWS Request Form.

Conditions for Approval

Regardless of format, all AWS must generally meet the following conditions:

• For full-time employees, each workweek (Sunday through Saturday) must include 40

regularly scheduled work hours.

• An AWS workday may begin no earlier than 6 a.m. and end no later than 6 p.m.

• The employee must be working during the core hours of 9 a.m. to 2 p.m. each workday.

• No more than 25% of the employees in an organizational unit may have the same

scheduled off days in a workweek.

• Each approved AWS must be re-evaluated after 90 days to assess its success and may be

cancelled at any time if the manager determines it is not meeting the needs of the

organization.

Timekeeping Issues

AWS, and particularly compressed workweeks, often create issues around timekeeping,

overtime, and holidays, which should be handled as follows:

Revised May 21, 2021

• Overtime continues to be calculated on a workweek, and not on a daily, basis, and all

overtime work must be approved in advance by the manager just as for employees on

standard work schedules.

• If a holiday falls on an off day for an AWS employee working a 4-day workweek, the

employee may elect to take off the workday immediately before or after the holiday, after

giving advance notice to the employee’s manager.

• An AWS employee’s schedule may be modified temporarily to meet the needs of training,

business travel, or other work-related obligations; any such temporary change should be

recorded accurately on the employee’s timesheet to ensure proper treatment by the

Payroll Office.

3.10 Telework Policy

Telework is a viable work option when both the employee and the job are suited to such an

arrangement. Telework applies to all regular full-time and part-time, non-union, non-faculty

and non-student employees. Telework may be appropriate for some employees and jobs but

not for others. Telework is not an entitlement and in no way changes the terms and conditions

of employment with Howard University. It is deployed in appropriate situations in which the

employee’s work can be performed reasonably at an alternate location to the employee’s HU

office, without compromising work quality, productivity, customer service, or required office

coverage. Telework options may also serve as a reasonable accommodation for any employee

who is permanently or temporarily disabled, when necessary and medically documented.

Telework as a reasonable accommodation must be approved by the Office of Equal Employment

Opportunity within the Office of Human Resources. For more information on the telework policy

and related processes, please visit the HR website: https://hr.howard.edu.

Section 4

HOLIDAYS

4.1 Federal Holidays

Howard University provides the following paid federal holidays annually to full-time regular

employees provided they are on paid status immediately before and after the holiday:

New Year’s Day – January 1

Martin Luther King, Jr. Day – Third Monday in January

Presidents’ Day – Third Monday in February

Memorial Day – Last Monday in May

Independence Day – July 4

Labor Day – First Monday in September

Veterans Day – November 11

Thanksgiving Day – Fourth Thursday in November

Day after Thanksgiving

Christmas Day – December 25

When a holiday falls on a Saturday, the prior Friday is observed as the paid holiday; when it falls

on a Sunday, the following Monday is the paid holiday.

Part-time and shift employees receive holiday pay for holidays that occur on a normally

scheduled workday in their regular work schedule.

If a holiday falls during a planned leave period, the employee receives holiday pay for that day

rather than having to use leave.

Nonexempt employees who work on a recognized holiday receive holiday pay plus their

applicable hourly rate for hours worked on the holiday. The holiday pay hours do not count

toward overtime hours.

4.2 University Holidays

Most Howard University employees enjoy a benefit unique to academic institutions: time off

when the University closes for academic calendar holidays. Except for a designated essential

staff or others designated by the Office of the President who are required to report to work,

employees are not required to report to work during University Holidays. Specifically, the

University implements a full closure at the end of the Fall Semester in December for a two-week

Winter Break; and implements a limited closure for a one-week Spring Recess midway through

the Spring Semester. The University will determine, at its sole discretion, whether exempt

employees will be required to use annual leave or leave without pay during these weeks, or

whether the University will provide alternate paid leave.

Revised May 21, 2021

Section 5

5.0 LEAVE

5.1 Annual Leave

The University recognizes the need to encourage each employee to plan for and use annual leave

on a regular basis, not save or lose it. Therefore, each employee earns leave according to years

of service and will be encouraged to use leave during the year in which it was earned. This policy

allows easy tracking of the amount of annual leave available and straightforward planning of the

use of leave so that no leave is lost.

This policy applies to all full-time and part-time, non-faculty, regular employees. The policy also

applies to employees who are subject to a collective bargaining agreement, unless the terms of

the applicable agreement conflict, in which case the collective bargaining agreement controls.

On July 1 of each year, and every year thereafter, each employee’s annual leave account

(vacation bank) will be increased by a particular number of hours based on the employee’s years

of service according to the following chart.

Years of Service

Annual Leave Hours

Each July 1

Maximum Carryover

Hours Each June 30

Maximum Payout

Hours at Separation

Less than 15 yrs.

160

15 yrs. or greater

208

5.2 Accrual of Annual Leave

Employees with less than 15 years of service receive 160 hours of annual leave per year. Each

July 1, employees in this leave category will have 160 hours of projected annual leave advanced

to their leave account balance. Although the employees in this leave category will have their 160

hours of projected annual leave advanced to them each July 1, they should keep in mind that

they will earn the leave at a rate of six (6) hours per pay period.

Employees with 15 or more years of service receive 208 hours of annual leave per year. Each July

1, employees in this leave category will have 208 hours of projected annual leave advanced to

their leave account balance. Although the employees in this leave category will have their 208

hours of projected annual leave advanced to them each July 1, they should keep in mind that

they will earn the leave at a rate of eight (8) hours per pay period.

The amount of annual leave used each bi-weekly pay period must be reported in the appropriate

time keeping system (PeopleSoft and/or Kronos) and deducted from the employee’s annual leave

account as it is used. The employee’s annual leave account records are maintained in PeopleSoft

and Kronos.

Employees hired after July 1 of each year will be advanced annual leave on a pro-rated basis

according to their pay period of hire.

Employees are not permitted to use leave that they have not yet accrued. Managers are

expected to monitor leave requests of employees to avoid large leave deficits created between

the amount of leave taken and the comparable accrued amount.

5.3 Carry Over of Unused Leave

Each July 1 begins a new year for purposes of annual leave. Employees may carry over a

maximum of 80 hours of unused annual leave into the next leave year

Leave amounts for part-time employees will be prorated by two-thirds (2/3) of the rates of the

hours listed for full-time employees.

On June 30 of each year, any hours in an employee’s leave account balance in excess of 80 hours

will be forfeited.

5.4 Use of Annual Leave

Annual Leave is typically used in full-day increments unless an employee is using such leave to

supplement otherwise unpaid FMLA leave taken for less than a full day.

5.5 Payment of Annual Leave Upon Separation from Employment

Upon separation from employment for any reason (for example, termination, resignation, job

elimination or retirement) employees will be paid for any unused annual leave at their regular

rate of pay, capped at a maximum of 80 hours. Employees should note that the amount of leave

paid out is determined by leave actually accrued (i.e., at a rate of 6 or 8 hours per pay period, as

applicable) and not the amount advanced.

5.6 Responsibilities

All managers, supervisors and employees are expected to request, approve, report and use leave

in accordance with the terms of this policy. Violations may result in appropriate disciplinary

action.

Employees must request annual leave in writing at least 5 days in advance; an employee may not

take leave until the leave request has been approved by their manager. A leave request may be

denied based on the needs of the department and at the manager’s discretion.

Scheduling and use of annual leave are the joint responsibility of the employee and his/her

supervisor. Supervisors must organize the work of their departments such that, during the course

of the fiscal year, employees are able to use the full amount of annual leave which they have

earned.

The Chief Human Resources Officer is responsible for communicating and implementing this

policy, including development of procedures and forms, providing information and training,

monitoring the use of leave and compliance with this policy, and making recommendations for

Revised May 21, 2021

changes to this policy. The Chief Human Resources Officer is also responsible for assuring

accurate and auditable records related to annual leave use and evaluating and ruling on requests

for exceptions.

5.7 Bereavement

Full-time employees who have worked at least 90 days are allowed up to three (3) days of paid

bereavement leave following the death of an immediate family member or one (1) day for a

similarly situated non-immediate family member. The leave is to be taken within 30 days of the

date of death. Upon their return to work, employees are to present documentation (e.g.

obituary, funeral program, etc.) of services attended to their manager. Questions regarding

bereavement leave should be directed to the Office of Human Resources. Please note that where

a collective bargaining agreement speaks to this type of leave, it controls for such covered

employees.

5.8 Sick Leave

Eligibility

All full-time, part-time, and temporary employees are eligible for paid sick leave; students and

independent contractors/consultants are not eligible. Employees governed by a collective

bargaining agreement are eligible for sick leave under this policy but may receive additional sick

leave benefits consistent with, and in the manner set forth in, their collective bargaining

agreement.

Full-time staff employees begin to accrue sick leave immediately at the rate of four (4) hours per

biweekly pay period, beginning on date of hire, up to a maximum of 13 days per fiscal year.

Part-time, temporary, and seasonal employees accrue sick leave immediately at the rate of one

(1) hour per 37 hours worked, and not more than seven (7) days per fiscal year; employees

exempt from overtime under the FLSA do not accrue leave for hours worked beyond a 40-hour

workweek.

Employees do not accrue sick leave for any biweekly pay period in which they do not receive a

paycheck.

Carry Over of Sick Leave

Employees may carry over unused sick leave from year to year without limit. However,

employees receive no payment for accrued unused sick leave upon termination or resignation of

employment. However, if an employee separates employment with the University and is

subsequently rehired within one (1) year, the employee’s previously accrued paid sick leave

balance will be reinstated.

Use of Sick Leave

All full-time employees are eligible to use paid sick leave as it accrues.

Part-time, temporary, and seasonal employees are eligible to use paid sick leave after 90 days of

employment.

Paid sick leave may be used for any of the following:

(1) An absence resulting from a physical or mental illness, injury, or medical condition of the

employee;

(2) An absence resulting from the need to seek professional medical diagnosis, care, or

preventive medical care (i.e., doctor’s appointments), for the employee;

(3) An absence for the purpose of caring for a family member who has any of the conditions

or needs for diagnosis or care described in (1) and (2); or

(4) Illness or for an absence if the employee or the employee’s family member is a victim of

stalking, domestic violence, or sexual abuse and the absence is directly related to seeking

medical, social, psychological, assistance, relocation, or legal services.

A "family member" includes: a spouse or domestic partner, parents, parents-in-law, children

(foster or grandchildren included), children's spouses, siblings, siblings' spouses, children living

with the employee and for whom the employee permanently assumes and discharges parental

responsibility, or a person who has shared a mutual residence and committed relationship with

the employee for at least the preceding 12 months.

Sick leave is taken in increments between one hour and up to eight hours (full day). For example,

an employee who must start his/her scheduled workday two hours late due to a medical

appointment must record two hours of sick leave for that day in the relevant timekeeping system.

Documentation

Your manager may require that a doctor's note or other documentation be submitted to verify

the reason for the absence if the absence is in excess of three (3) consecutive workdays.

Documentation should be provided upon the employee’s return to work. Appropriate

documentation should be submitted to the manager. Proper documentation may include: a

signed document from a health care provider, a police report, a court order, and/or a signed

statement from a victim /witness advocate.

Requests for Sick Leave

If the need for sick leave is foreseeable, (for example, a scheduled surgical procedure or

attendance at a court hearing related to domestic violence), you must submit a request for sick

leave in PeopleSoft at least 10 days in advance of the leave, or as soon as practicable.

If the need for leave is unforeseeable, such as an accident-causing injury or a sudden onset of an

illness, you (or a family member) are asked to notify your manager as soon as possible on the

first day of absence, before the start of the workday if feasible, and on each morning thereafter

that you are unable to report for work.

Extended Illness or Injury

If you have an extended illness or injury, you may be able to take unpaid FMLA leave and/or apply

for short-term disability benefits, provided you meet the eligibility requirements. Employees on

paid short-term disability leave will continue to accrue annual leave.

Revised May 21, 2021

For information on FMLA leave or short-term disability benefits, please refer to the Benefits

section of the Handbook and the HR website or contact the Benefits Department at

[email protected] or 202-806-1280.

5.9 Family or Medical Leave

Under the DC Family and Medical Leave Act

Eligible employees may take up to 16 weeks per 24-month period of medical leave for the

employee’s own serious health condition, and 16 weeks per 24-month period of family leave for

a qualifying event. Leave may be taken in a continuous block or on an intermittent or reduced

schedule basis (e.g., taking fewer than eight hours of FMLA leave in a workday) when medically

necessary. Family leave related to the birth or placement of a child, may be taken, by agreement,

on a reduced leave schedule over a period not to exceed 24 consecutive months.

Under the Federal Family and Medical Leave Act

Eligible employees may take up to a total of 12 workweeks of unpaid leave in a 12-month period

for a qualifying event. In the case of qualifying event number 5 below, eligible employees are

entitled to take 26 weeks in a 12-month period.

Employees who are eligible and need to take leave to care for a covered family member and also

need to take leave for any other FMLA qualifying reason are only entitled to a combined total of

26 weeks of leave in a single 12-month period.

If the employee is eligible for federal FMLA, DC Family and Medical Leave Act Leave (“DCFMLA”)

and/or Maryland Parental Leave Act (“MPLA”), all applicable leave will run concurrently.

FMLA leave is unpaid however, employees may use accrued paid leave and/or short-term

disability benefits (if available/applicable and approved in accordance with the benefit

requirements) in conjunction with their FMLA leave.

Qualifying Events Include:

(1) Birth of a child, and in order to care for that child (within 12 months of the birth).

(2) Placement of an adopted or foster child (within 12 months of the placement).

(3) The care of a family member with a serious health condition.

(4) Any qualifying exigency arising out of the fact that the employee’s spouse, son, daughter,

or parent is a military member on covered active duty.

(5) The care of a covered service member with a serious injury or illness if the employee is

the spouse, son, daughter, parent, or next of kin, of the service member.

Applicable Definitions

An “eligible employee” under the DCFMLA is one who has: (1) been employed by the employer

for at least one year without a break in service and (2) worked for at least 1,000 hours (an average

of 19 hours per week or approximately 6 months of full-time) during the 12‐month period

immediately preceding the requested medical leave. The one year of employment requirement

need not be immediately preceding the request for leave.

An “eligible employee” under the federal FMLA is one who has (1) worked for the University for

at least 12 months; (2) and has worked at least 1,250 hours during the 12 consecutive months

preceding the start of the employee’s requested leave.

A “serious health condition” is defined as an illness, injury, or impairment of physical or mental

condition that renders the employee incapable of performing the essential functions of the job

and involves:

(1) Any period of incapacity or treatment in connection with or consequent to inpatient care

in a hospital, residential medical care facility, or hospice.

(2) An absence for more than three calendar days requiring continuing treatment by a health

care provider.

(3) Any period of incapacity due to pregnancy or for prenatal care.

(4) A period of incapacity or treatment due to a chronic serious health condition which

continues over an extended period of time and requires periodic visits to a health care

provider.

(5) Any periods of incapacity due to a permanent or long-term condition for which treatment

is not effective or any absence to receive multiple treatments by a health care provider

for restorative surgery or a condition that would likely result in more than three days

absence if not treated.

A “family member” is defined as (a) a person related by blood, legal custody, or marriage; (b) a

foster child; (c) a child who lives with an eligible employee and for whom the eligible employee

permanently assumes and discharges parental responsibility; or (d) a person with whom the

eligible employee shares or has shared, within the last year, a mutual residence and with whom

the eligible employee maintains a committed relationship.

Procedures/Guidelines

Concurrent Use of Other Leave or Benefits

Employees may elect to use all or any portion of their accrued paid leave, such as annual or sick

leave (if available/applicable) to run concurrently with FMLA leave. All FMLA qualifying sick leave,

short term disability, and workers’ compensation related absences will be designated as FMLA

leave and will reduce the FMLA leave otherwise available to you during that 24-month or 12-

month period (as applicable).

Employee and Spouse Employed by the University

Under the FMLA, in situations where both the employee and the employee’s spouse are

employed by the University, a total of 12 weeks of leave between both parties will be granted for

birth, adoption, foster care placement or care for a parent with a serious health condition.

Revised May 21, 2021

In situations where both the employee and the employee’s spouse are employed by the

University, a total of 26 weeks of leave between both parties will be granted to care for a covered

family member with a serious injury or illness. If the leave is requested because of the serious

health condition of a child or of the other spouse or because of a qualifying exigency, each spouse

is entitled to 12 weeks of leave.

Under the FMLA, in situations where both the employee and the employee’s spouse are

employed by the University, eligible spouses are each entitled to up to 12 workweeks of FMLA

leave in a 12-month period, without regard to the amount of leave their spouses use, for the care

of a spouse or son or daughter with a serious health condition; a serious health condition that

makes the employee unable to perform the essential functions of his or her job; or any qualifying

exigency arising out of the fact that the employee’s spouse, son, daughter, or parent is a military

member on “covered active duty.”

Under the DCFMLA, if two (2) family members are employees of the same employer, (A) the

employees may be limited to an aggregate total of 16 workweeks during a 24-month period; and

(B) the employees may be limited to 4 workweeks during a 24-month period the aggregate

number of family leave workweeks which the family members are entitled to take

simultaneously.

Use of Family and Medical Leave

To utilize FMLA leave, employees must follow specific guidelines as provided by the Office of

Human Resources, some of which are described below.

How to Apply

Employees should provide the maximum notice possible of intent to utilize FMLA leave. An

employee must notify the University thirty (30) days in advance if the need for leave is

foreseeable; or as soon as practicable if the need is unforeseeable, generally within two days if

the need is an emergency. When the employee does not give timely notice of foreseeable leave

the leave may be denied or delayed.

Notification requires that the employee:

(1) Notify his/her supervisor of the request for FMLA leave; and

(2) Call the MetLife Claims Center at 1-855-855-1563

FMLA may be taken in blocks of time or on an intermittent basis.

Documentation

Employees requesting FMLA leave will be required to provide supporting documentary evidence

of need and may be asked to sign a waiver permitting the disclosure of medical information from

their health care provider.

Periodic re-certifications will be required. If the employee does not comply with these

requirements in a timely and adequate manner, FMLA-leave may be delayed or denied.

You also may be asked to obtain a second medical certification from a health care provider, at

the expense of the University. The University may choose the health care provider for the second

opinion, except that it cannot be someone with whom the University regularly contracts or uses

his or her services. If the opinions of the two designated health care providers differ, the

University may require you to obtain certification from a third health care provider, again at the

expense of the University. This third opinion shall be final and binding. The third health care

provider must be approved jointly by you and the University.

Employment During FMLA Prohibited

Employees on FMLA leave may not be employed by or perform significant services for any other

entity. Failure to adhere to this requirement will result in appropriate disciplinary action, up to

and including termination of employment.

Continuation of Benefits

Employees are not eligible to accrue paid leave benefits while out on FMLA leave, except during

any portion of the leave for which accrued paid leave is used.

During FMLA leave, an employee is entitled to the continuation of the group health insurance

coverage on the same terms as if he or she had continued to work. If family member coverage is

provided to an employee, family member coverage must be maintained during the FMLA leave.

The employee must continue to make any normal contributions to the cost of the health

insurance premiums.

If paid leave is substituted for FMLA leave, the employee’s share of group health plan premiums

will be paid through normal payroll deductions.

An employee on unpaid FMLA leave must arrange to pay the normal employee portion of the

insurance premiums in order to maintain insurance coverage. If the employee’s premium

payment is more than 30 days late, the employee’s coverage may be dropped. The University

will provide written notice to the employee that the payment has not been received and allow

at least 15 days after the date of the letter before coverage stops.

Certification of Fitness for Duty

Prior to returning from a leave due to the employee’s own serious health condition, the employee

may be required to obtain a fitness to return to work certification from his/her health care

provider.

Job Restoration Upon Return

Subject to the “Limitations to FMLA Protections” set forth in a following section, when an

employee returns from FMLA leave, he or she must be restored to the same job or to an

"equivalent job." The employee is not guaranteed the actual job held prior to the leave. An

equivalent job means a job that is virtually identical to the original job in terms of pay, benefits,

and other employment terms and conditions (including shift and location).

Revised May 21, 2021

Equivalent pay includes the same or equivalent pay premiums, such as a shift differential, and

the same opportunity for overtime as the job held prior to FMLA leave. An employee is entitled

to any unconditional pay increases that occurred while he or she was on FMLA leave, such as cost

of living increases. Pay increases conditioned upon seniority, length of service, or work performed

must be granted only if employees taking leave for non-FMLA reasons receive the increases.

All benefits an employee had accrued prior to a period of FMLA leave must be restored to the

employee when he or she returns from leave. An employee returning from FMLA leave cannot

be required to requalify for any benefits the employee enjoyed before the leave began.

Key Employees

If the University determines that the employee is a “key employee” whose absence will cause

substantial hardship and grievous economic injury to the employer, the employee may not be

entitled to job restoration. If such an employee requests FMLA leave, the University will provide

the employee with written notice of the fact that the employee will not be entitled to job

restoration. The written notice of denial will be provided (1) prior to when the employee plans

to take leave; or (2) as soon as possible if the employee leaves work unexpectedly.

Limitations to FMLA Protections

An employee on FMLA leave is not protected from actions that would have affected him or her if

the employee were not on FMLA leave. For example, if a shift has been eliminated, overtime has

been decreased, an employee’s job has been eliminated, there has been a layoff or there has

been a reduction in force, an employee would not be entitled to return to work if that employee

would not have been employed at the time of reinstatement.

An employer may also deny job restoration to a “key” employee under certain circumstances. To

deny job restoration to a key employee, an employer must have determined that substantial and

grievous economic injury to its operations would result from the restoration, must have provided

notice to the employee that they are a key employee, and that restoration will be denied, and

must provide the employee a reasonable opportunity to return to work in another capacity.

An employee who is unable to return to work and has exhausted their DCFMLA and FMLA leave

during the relevant 24 or 12-month period is not entitled to additional DCFMLA or FMLA leave

and is not entitled to job restoration.

Interference Prohibited

Employees, supervisors, and managers should be aware that it is unlawful to interfere with,

restrain, or deny the exercise of or the attempt to exercise any right provided by the FMLA. It is

also unlawful for an employer to discharge or discriminate against any individual for opposing

any practice, or because of involvement in any proceeding related to the FMLA.

Contact the Benefits Department at https://hr.howard.edu/benefits-wellness to obtain

additional details about Family and Medical Leave.

5.10 DC Paid Family Leave (PFL)

In order to receive benefits under the Paid Family Leave

program, you must have worked for

an employer in the District of Columbia

before you experienced a covered event. Your employer

should have reported your wages to the Department of

Employment Services and paid taxes

based on the

wages they paid to you. If you have experienced an event that may qualify for

parental, family, or medical leave benefits, you can learn

more about applying for benefits with

the Office of Paid

Family Leave at https://dcpaidfamilyleave.dc.gov.

There are three (3) kinds of events for which you may be

eligible for Paid Family Leave benefits.

Each kind of leave

has its own eligibility rules and its own limit on the length

of time you can

receive benefits in a year. No matter

how many different types of leave you may take in a

year, you may receive no more than 8 weeks of Paid

Family Leave benefits in a year. The

three types of leave

for which you may receive benefits are:

(1) Parental Leave - receive benefits to bond with a new child for up to 8 weeks in a year.

(2) Family Leave - receive benefits to care for a family member for up to 6 weeks in a year.

(3) Medical Leave - receive benefits for your own serious health condition for up to 2 weeks

in a year.

5.11 Maryland Parental Leave

Employees in Maryland are entitled to up to six (6) weeks of unpaid leave during a single 12-

month period to eligible employees for birth of the employee’s child or the placement of a child

with the employee for adoption or foster care.

If the employee is eligible for FMLA, DCFMLA and/or Parental Leave, all applicable leave will run

concurrently.

How to Apply

To request Parental Leave, an employee must generally notify the University 30 days in advance

if the need for leave is foreseeable; or as soon as practicable if the need is unforeseeable, typically

within two (2) days if the need is an emergency. The employee must notify his/her supervisor of

the request for Parental Leave; and contact Employee Relations in the Office of Human Resources

at 202-806-1280.

The provisions in the preceding section related to return to work after leave, job reinstatement,

notice, other employment during leave, continuation of benefits, use of paid leave before use of

unpaid leave and accrual of leave described in the FMLA section, apply equally to Parental Leave.

An employee who is on Parental Leave may only be terminated “for cause.”

If the employee is eligible for FMLA, DCFMLA, any kind of Parental Leave or short-term disability,

all applicable leave will run concurrently.

Revised May 21, 2021

5.12 School Activities Leave

A DC employee, who is the parent, aunt, uncle, or grandparent who has legal custody of a child,

who acts as the guardian of a child, or an employee who is married to or in a domestic partnership

with any such person, is entitled to a total of 24 hours of unpaid school activity leave during any

12-month period to attend or participate in a school-related event for the employee's child,

unless such school visitation/parental leave would disrupt the University’s business.

Employees may use accrued, unused vacation or personal leave in lieu of taking unpaid school

activities leave. Employees seeking to take school activities leave must request this leave 10 days

in advance unless the need for such leave was not foreseeable.

5.13 Jury Duty

Employees employed full-time in D.C. are entitled to paid leave for jury service of 5 days or less.

No employee serving jury duty should be deprived of employment or removed from his or her

position for that reason, or threaten, or otherwise coerce an employee with respect to

employment because the employee receives a summons, respond to a summons, serves as a

juror, or attends Court for prospective jury service. Jury duty should be recorded as such on time

records, and a copy of the summons and proof of service should be provided to the employee’s

manager.

5.14 Military /Civil Air Patrol Leave

Howard University is proud that a number of its employees are members of the U.S. National

Guard, Active Reserves or Civil Air Patrol. This public service is both honorable and honored at

Howard. The University supports and facilitates its employees’ military service by providing the

following leave of absence arrangements.

Periodic Military Leave

Full-time and part-time regular employees of the University who are members of the U.S.

National Guard, Active Reserves or Civil Air Patrol typically may be required to attend military

training or perform reserve duty each year. These employees are eligible for up to 10 workdays

of paid military leave each year to comply with such service requirements. If the military duty

requirement extends beyond 10 days, the leave will be unpaid, although the employee may elect

to use accrued annual leave to cover additional time away from work.

To request temporary military leave, the employee should notify his or her supervisor and the

Office of Human Resources as soon as possible upon learning of the obligation period and submit

a copy of the military orders to the supervisor promptly upon receipt.

Civil Air Patrol Leave

The University provides 15 days of unpaid leave to any employee who is a volunteer member of

the Maryland wing of the Civil Air Patrol responding to authorized emergency missions. Eligible

employees will not be required to exhaust their available annual leave before taking leave under

this policy, but they may elect to do so.

Active-Duty Leave.

Under the Uniformed Services Employment and Reemployment Rights Act (USERRA), any full-

time or part-time regular employee who is called to active duty in the U.S. military is entitled to

an unpaid leave of absence, the right to elect to continue existing employer-based health plan

coverage for up to 24 months while in the military and may also be entitled to reinstatement as

set forth in applicable law.

5.15 Military Family Leave

Employees in Maryland will be granted one (1) day of unpaid leave to be used on the day when

an immediate family member is leaving for or returning from active military duty outside the U.S.

as a member of the armed forces. At the employee’s option and if applicable, the employee may

substitute annual leave. The University may require documentation of an employee's need to

take military family leave.

5.16 Election Day Leave

Employees may take off two (2) hours to vote on Election Day if they do not have two (2)

continuous hours off from work to vote while polls are open.

Revised May 21, 2021

Section 6

6.0 COMPENSATION AND PAY POLICY

Howard University is committed to providing a compensation and salary administration program

that reflects its mission and values. The compensation program is administered in accordance

with local and federal wage and hour laws. Our goal is to attract, retain and reward employees

in accordance with their knowledge, education, experience, and contributions to the University.

The University seeks to compensate employees on an equitable basis without regard to race,

color, sex, national origin, disability, marital status, political affiliations, veteran status, sexual

orientation, age, religion, personal appearance, gender identity or expression, family

responsibilities, genetic information, matriculation, unemployed status, or any other

characteristic protected by applicable law.

6.1 Role of Human Resources

At Howard University, the administration of all compensation programs, including pay, is the

responsibility of the Office of Human Resources (OHR). Any final determination on pay or other

compensation must be made and implemented in OHR.

Only those pay determinations that have been approved by OHR will be implemented by the

Payroll Office. The Chief Human Resources Officer and his/her staff are responsible for

identifying and classifying staff positions and assigning them to the appropriate salary level and

pay grade; managing and making changes to compensation; overseeing compliance with

applicable laws; and working with Payroll to assure that appropriate procedures are in place and

are followed to implement pay decisions promptly and accurately.

6.2 Definitions of Key Compensation Terms

Promotion

The upward movement of a current employee who transfers from one position

to a higher-level position which has greater responsibility.

Demotion

The downward movement of a current employee who transfers from one

position to a lower-level position which has less responsibility and/or a more

limited scope of duties.

Transfer

The lateral movement of an employee from one position to another position at

the same salary level.

Job

A general category of tasks, such as “engineer” or “administrative assistant”,

within which there may exist numerous positions with varying specific duties

and responsibilities. Positions that have a common specialty and/or set of

competencies are grouped in a “job family.”

Position

A specific role within the general category of a job, performed by one specific

employee, which is differentiated from other positions in that job family by

virtue of its specific duties and responsibilities.

Pay Grade

The levels within a “salary structure” that establish the hierarchy of jobs and

salary ranges.

Salary Schedule

A hierarchy of job types and grades, and the associated compensation,

containing graduated levels of pay, each of which has a minimum, midpoint, and

maximum amount. These levels are matched to positions and jobs to reflect the

type of job, the requisite level of experience, education, training, and skills for

each position, and other market factors.

Salary Range

The range of salaries, from minimum to maximum, that is assigned to a group

of jobs within a salary structure that have similar pay rates in the market. An

employee’s salary for an assigned position may not fall below the range

minimum.

Exempt

Position/Employee

A position whose assigned duties and salary level qualify it as exempt from the

overtime provisions of the Fair Labor Standards Act.

Nonexempt

Position/Employee

A position is designated as nonexempt when it is subject to the overtime

provisions of the Fair Labor Standards Act based on its duties and salary level.

Additional Pay

Compensation that an employee receives in addition to his/her base rate of pay.

Additional Pay may be paid in a lump sum or bi-weekly with the regular payroll

and ends when the interim assignment or appointment ends.

Temporary

Employee

An employee hired on a temporary basis, for a period of no more than 1000

hours per fiscal year, who is paid by the University on an hourly basis and is not

entitled to full benefits except as required by law.

Position Description

The official document which describes the essential duties, extent of

supervision, physical requirements, educational and experience requirements,

and other pertinent factors for a given position.

Overtime Pay

Payment to a nonexempt employee at the rate of one-and-one-half times the

employee’s regular rate of pay for all hours actually worked in excess of forty

(40) hours in a workweek as defined by FLSA.

Job Reclassification

A reallocation of a position in one classification to a different classification based

on a change in the job duties, which may or may not result in a change in salary.

Volunteer Work

Volunteers perform work for which they expect and receive no compensation.

A University employee must be compensated for any work that he or she does

for the University as part of his or her regular job duties. Employees of non-

profit entities such as the University may volunteer certain services without

compensation (such as escorting students on service trips abroad) only if all of

the following conditions are met: the services are not the same as, similar to, or

related to their normal job duties; the services are donated for a civic,

charitable, religious, or humanitarian reason; and there is no coercion or

pressure from the employer for the employee to volunteer the services.

Revised May 21, 2021

6.3 Legal Compliance

Many federal laws affect compensation, including the Fair Labor Standards Act (FLSA), and

companion laws in D.C. and Maryland which establish the minimum wage and overtime rate.

In addition to complying with all applicable wage-hour laws and regulations, Howard University

administers its pay policy in accord with other laws affecting pay, such as anti-discrimination and

equal pay laws and regulations.

6.4 Payroll Logistics

Payroll Period

Howard University uses a Sunday through Saturday workweek and a two-week payroll period.

To assure payroll accuracy, work hours and leave hours must be entered into the timekeeping

system no later than the Monday of the week following the end of each payroll period.

Payroll Schedule

Howard University employees are paid every two weeks. Paychecks are issued every other Friday

for time worked and leave taken during the previous pay period. If the Friday is a holiday,

paychecks are issued the previous day.

Direct Deposit

Howard University offers employees a direct deposit program for which they may sign up upon

hire or at any time thereafter. If you do sign up, your paycheck will be deposited directly into

your bank account.

If an employee chooses not to use direct deposit, their paycheck will be deposited into a VISA

Cash Pay debit card that will be provided to the employee. No one else may accept your paycheck

or VISA Cash Pay debit card on your behalf without your written and signed authorization.

Withholdings and Deductions

With each paycheck, employees receive a record (the “pay stub”) of all required deductions

withheld from their pay, such as for federal and state taxes, Social Security and Medicare taxes,

and authorized voluntary deductions for insurance or retirement plans or other purposes. This

pay stub information is available and accessible in your employee account in PeopleSoft. The

University will notify an employee should the University receive a government or court notice

ordering wage garnishment, child support payment, or other legally mandated withholding from

the employee’s pay.

Changes in Pay

Increases and decreases in pay are documented through the Electronic Personnel Action Request

(ePAR system) or through a Personnel Action Form and require the approval of OHR before they

will take effect. They are not effective until properly documented and recorded.

Managers are not authorized to inform employees of any changes in position, title or pay without

first obtaining formal approval from the OHR. Failure of managers to abide by this policy may

result in discipline, up to and including termination.

6.5 Pay Categories

Overtime Pay

Only nonexempt employees are eligible to earn overtime pay at the rate of 1.5 times their regular

hourly rate of pay for all hours actually worked over 40 in a workweek (Sunday -- Saturday). Only

actual work hours – and not paid leave hours – count toward the calculation of overtime

compensation. All overtime work must be correctly compensated, with no exceptions. All

overtime work is compensated only by payment through payroll, not “compensatory time” or

“comp time,” which is not permitted. If you are instructed not to include actual overtime hours

worked on your timesheet, contact the Office of Human Resources immediately.

Shift Premiums

Where shift premium pay is applicable and approved by the unit’s Cabinet Officer, all the hours

worked on those applicable premium shifts must be reported to Payroll via the Kronos system so

that the extra pay will be calculated and included automatically in the employees’ paychecks.

Revised May 21, 2021

Section 7

7.0 EMPLOYEE BENEFITS

Howard University provides eligible employees with a comprehensive benefits package that

includes options for medical, dental, vision coverage, life insurance, disability benefits, wellness

benefits and a retirement savings plan. These and other benefits are summarized below, but for

complete information, employees should consult the interactive benefit guide by visiting

https://www.myhowardbenefits.com/public/welcome. Summary plan descriptions and

summary of benefits are available on the Benefits page of the Office of Human Resources website

or contact the Benefits Department in OHR for individualized information. The plan documents

are the final authority in all matters relating to the benefits described on the OHR website or this

Handbook and will govern in the event of any conflict. Howard University reserves the right to

alter, change or modify any of the benefits offered to employees.

7.1 Retirement Plans

Howard University offers several options to help employees plan for retirement. If you were

hired before December 31, 2008, and have at least five years of service, you may be entitled to

benefits under the Howard University Employees’ Retirement Plan, which is a traditional pension

plan. That plan was “frozen” as of June 20, 2010, and benefits amounts were locked in as of that

date. More information on the plan, and how to determine whether you are a participant, is

available on the OHR Benefits website.

Full-time, part-time, and temporary employees are eligible to participate in at least one of our

403(b) retirement savings plans. Under the traditional 403(b) plan, you contribute pre-tax dollars

through payroll deduction. You are taxed only when you begin to withdraw funds from the

account. Under the Roth 403(b) feature, you contribute after-tax dollars, and your withdrawals

may be tax-free. Howard also offers a 457(b) deferred compensation plan for eligible employees

earning more than $150,000 per year. For full-time regular employees, Howard currently

contributes an amount equal to at least 6% and as much as 8% of your pay toward your

retirement savings plan, depending on how much you contribute.

7.2 Health Insurance Benefits

You are eligible to elect health insurance benefits in a Howard University-sponsored medical plan

if you are an active full-time employee and work 30 or more hours per week.

Employees who enroll in one of the University-sponsored plans and seek and receive care

through Howard University Hospital or Faculty Practice Plan (FPP) receive care at greatly reduced

costs. You will not have to meet an annual deductible, pay coinsurance or copay for primary care

physician or specialist visits.

Employees who elect coverage for eligible dependents as newly hired or as the result of a

qualified life event are required to provide proof of dependent verification within 30 days of the

event to the Office of Human Resources, Benefits Department. Dependent verification

documentation is required for newly added dependents of current faculty, staff, and new hires.

New hires who enroll dependents must submit acceptable documentation to the Benefits

Department within 30 days of their hire date. The following is a list of acceptable documentation:

birth certification, adoption agreement, marriage certificate, and/or court order documents.

Proof of disability is required to enroll a disabled child age 26 or older.

Enrollment is generally available only during a designated “open enrollment” period. However,

under some circumstances, if an employee has a “qualified life event” enrollment or changes to

enrollment outside of open enrollment may be permitted, provided the employee requests the

change within thirty (30) days of the event that causes the employee to seek new coverage.

Employees automatically receive prescription drug and vision benefits when they enroll in one of

the University-sponsored medical plans, as well as a wide range of preventive care services.

Howard also offers dental insurance coverage to eligible employees who work 30 hours or more

per week. Employees may elect to enroll in a dental insurance plan, even if they have not

enrolled in any of the medical plans.

University employees who travel abroad on University business may be eligible to access the

Global Medical Benefits Abroad program, which provides medical coverage to the employee (and

spouse and children) in the event of an injury or illness incurred while travelling on University

business.

7.3 COBRA & Benefit Continuation

Upon separation from employment, the University and/or its benefit providers will supply you

with a written notice describing options for continuation of applicable benefits, including but not

limited to continuation of health insurance pursuant to the federal Consolidated Omnibus Budget

Reconciliation Act (COBRA) and related state law, life insurance conversion opportunities, 401k

loans and plan information, and other related information. For more information, please refer

to the COBRA Addendum at the end of this Handbook.

7.4 Flexible Spending Accounts

Employees who enroll in a health care and/or dependent care flexible spending account (FSA)

can set aside pre-tax dollars. A health care FSA can be used for out-of-pocket medical expenses

not covered by your medical, dental or vision plan. A dependent care FSA can be used for

childcare, elder care, or other dependent care expenses. Using pre-tax earnings to cover these

kinds of expenses can represent a significant cost savings because the employee pays less in

taxes. FSAs are established on a “use it or lose it” basis, the money you contribute each year is

forfeited if you do not use the money.

7.5 Life and Accidental Death & Dismemberment (AD&D) Insurance

Howard provides full-time regular employees with free basic life insurance and AD&D insurance.

Each benefit is fully funded by the University.

Revised May 21, 2021

7.6 Disability Benefits

Howard provides certain short-term and long-term disability benefits free of charge to eligible

full-time employees. This coverage supplies a degree of income protection to employees who

suffer an illness or injury that prevents them from working for an extended period. FMLA may

run concurrently with approved short-term disability benefits.

Eligible employees also may choose to purchase additional income protection coverage through

AFLAC to secure additional benefits to cover situations in which they are out of work due to non-

work-related injury or illness. The cost of such insurance varies depending on the type and level

of coverage purchased.

7.7 Employee Assistance Program (EAP)

Howard offers an employee assistance program at no cost to employees and their eligible

dependents. The program allows employees and family members to consult with medical

providers and counselors who can assist with personal problems, ranging from personal and

family health to legal, financial, and emotional dilemmas. The service is totally confidential.

The Howard EAP may be reached at 1-888-319-7819 or visit https://hr.howard.edu for additional

information.

7.8 Commuter Benefits

Howard offers SmartBenefits commuter benefits. Employees may use the IRS-allowed pre-tax

commuter benefit limit for Metrorail and Metrobus fares, and Metro parking costs. Employees

who use a different regional commuter transit system may participate in the pre-tax benefits

program by allocating benefits to a personal account to use on another transit system. Note: The

pre-tax limits are subject to change each calendar year based on IRS limits.

7.9 Tuition Remission

Full-time regular staff and faculty members who have completed one (1) year of service, and

University retirees receiving benefits from the University pension plan, are eligible to attend

classes and receive credit hours in undergraduate or graduate programs at Howard University at

no cost. Tuition remission is also available to the dependent children of such staff or faculty who

have completed two years of service, and to dependent children of University retirees.

Documentation of dependents will be required. Tuition Remission may be applied to degree and

certificate programs in the College of Arts and Sciences (excluding Voice and Instruments); the

School of Business (excluding the Executive MBA); the School of Communications; the School of

Divinity; the School of Education; the College of Engineering and Architecture; the College of

Nursing and Allied Health Sciences; the School of Social Work; and the Graduate School of Arts

and Sciences. Programs in the College of Medicine, College of Dentistry, College of Pharmacy,

School of Law, and the Executive MBA Program in the School of Business are not eligible for

tuition remission.

Section 8

8.0 PERFORMANCE MANAGEMENT

8.1 Introductory Period

All employees who are not covered by a collective-bargaining agreement or faculty covered by

the Faculty Handbook are at-will employees, which means that either you or the University may

terminate your employment at any time, with or without cause or notice.

In addition, all newly hired non-bargaining unit staff employees of Howard University are typically

placed on an introductory evaluation period of 90 calendar days. With the approval of the Office

of Human Resources (OHR), managers may also impose an introductory period on staff who

transfer to a new job assignment. Newly hired bargaining unit employees may also be subject to

an introductory period and should consult their applicable collective bargaining agreement for

more information on its duration and applicability.

At the outset of this period, the manager should identify for the new employee the specific goals

and performance expectations the employee must meet during the period. The new employee

will be given consistent feedback and coaching to have the chance to learn their new job and

improve during this period. In addition to learning their new job duties and meeting their new

colleagues, employees should use the introductory period to familiarize themselves with the

University’s policies and procedures.

Employees who exhibit problems with attendance, performance or workplace conduct during

this introductory period may be subject to immediate discharge.

An employee’s introductory period may be extended by the manager with the approval of the

department’s HR Business Partner for a period of no more than 30 calendar days.

Under no circumstances does completion of an introductory period guarantee continued

employment for any specified time or alter the at-will relationship.

8.2 Performance Evaluations

The University believes it is important to provide guidance and feedback to you regarding your

performance. To fulfill this goal, the University seeks to conduct performance evaluations to

assess strengths, successes, and weaknesses. Performance evaluations are intended to provide

you with positive feedback concerning those areas in which you are performing well and inform

you of the University's expectations and goals in those areas in which your performance and skills

may need improvement or may fall below expected standards.

These evaluations are significant to the University and often play a major role in personnel

decisions relating to promotions, salary increases, transfers, demotions, discipline, and

discharge.

Revised May 21, 2021

8.3 Performance Standards

Your supervisor will inform you of the specific requirements of your job duties and responsibilities

and will endeavor to work with you to develop standards of competence and performance you

are expected to achieve. All Employees are expected to perform their job functions at acceptable

and satisfactory levels and with appropriate supervision. The expectation is that you will perform

your job with the goal and attitude of serving Howard University to the best of your ability.

Regular self-evaluation of your work and continuous effort to find ways to perform in a more

efficient, accurate, and productive manner are the marks of an employee who performs well.

Your performance evaluations will relate largely to your ability to meet and excel at requirements

based upon your job responsibilities.

Section 9

9.0 HUMAN RESOURCES POLICIES AND SERVICES

Howard University’s Office of Human Resources (OHR) is responsible for developing and

administering the University’s employment policies and procedures. It coordinates with the

Office of the Provost regarding policies affecting faculty members. The OHR is composed of

several departments: Talent Acquisition, Employee Relations and HR Services, Retirement

Services, Learning & Development, HR Information Systems, Compensation, Benefits, Equal

Employment Opportunity, and Visa and Immigration Services. OHR administers this Handbook

and provides employee relations support through its professional staff to all managers and

employees of the University, including the Hospital. For more detailed information on the

services provided by OHR, see: https://hr.howard.edu/.

9.1 Recruitment and Hiring

Howard University is committed to fair and consistent selection and hiring procedures that comply

with all applicable laws and regulations. As an employer in the United States and as a recipient

of federal grants and contracts, the University has developed hiring policies that will ensure the

rights of all job applicants. All University departments, units, and entities, including the Howard

University Hospital and sponsored research projects, are required to comply with these hiring

policies and follow the procedures set forth in this section.

9.2 Job Posting

The Talent Acquisition Department posts open positions for recruitment purposes to Howard

University’s Career page site via: http://www2.howard.edu/about/careers/apply

Available positions are posted for a minimum of three (3) days and until they are filled or

withdrawn. Positions are also advertised to alternative sourcing sites, such as professional

publications, career internet sites, job fairs, educational associations, employment agencies, and

search firms. Cost associated with alternative sourcing sites are expensed to the requesting

hiring department and not the Office of Human Resources and/or Talent Acquisition Department.

The University lists US-based job vacancies, (except positions filled internally, executive positions,

and faculty positions), with posting sites that partner with the U.S. Department of Labor and

relevant state-operated employment services.

In certain circumstances, and where permitted by law, the University may, at its sole discretion,

elect not to post a job vacancy. Examples of such circumstances include, but are not limited to,

selection of vice presidents and above, reassignment of an employee for a reorganization or

other business reason, and selection of nonexempt administrative staff to report directly to the

President or Cabinet Officer.

Employees or external candidates who have questions about the talent acquisition process may

contact the Talent Acquisition Department at (202) 806-1280 or via email at HU-

[email protected].

Revised May 21, 2021

9.3 Exclusive Authority of the Office of Human Resources

To ensure that the University is compliant with its responsibilities, the Talent Acquisition

Department is the only office authorized to take the following hiring-related actions:

• Final review of all applications and approval of hiring decisions.

• Final determination of initial salary and compensation for all hires.

• Making offers of employment to all non-faculty hires (regardless of the status of the

candidate or the source of funding for the position).

No oral or written offer of employment may be given to any candidate for any position until the

Talent Acquisition Department has verified that the selection and hire of the candidate complies with

all University employment policies and procedures as well as the requirements of all applicable

federal, state, and local laws and regulations.

This rule applies to all hiring managers, including but not limited to Cabinet Officers, Deans, Directors,

Department Chairs, Principal Investigators, and Budget Officers.

9.4 Consequences of Unauthorized Offers of Employment

Making an unauthorized offer of employment may have serious consequences for any involved

individual. If an unauthorized offer is made, OHR, in consultation with the Office of the General

Counsel, may rescind or postpone the offer. Any employee who makes an unauthorized offer of

employment will be disciplined. The supervisor of the employee who made the unauthorized offer

of employment will also be counseled to ensure that each of his/her direct reports understands and

complies with the hiring policy.

9.5 Employment of Relatives

Relatives of a current employee may work at Howard University as long as their employment does

not, in the University’s sole opinion, create an actual or perceived conflict of interest. Employees

who are relatives may not report to, manage, or supervise one another, nor should employees who

are related be permitted to work within the same work unit or department. No employee should be

permitted to work in a position in which he or she has access to sensitive information concerning a

relative.

If two employees in the same department marry, become domestic partners, or otherwise become

related to one another; or if an employee becomes a supervisor or manager of a relative through

promotion or reorganization, and in the University’s judgment, the situation is likely to create a

conflict of interest or other significant problem in the workplace, the University will attempt to

eliminate the conflict or problem through transfer, reassignment or other accommodation of one of

the employees. If no reasonable resolution of the conflict or problem can be devised, in the

University’s judgment, the University reserves the right to terminate the employment of one of the

employees.

For purposes of this section, a “relative” means anyone who is related by blood or marriage or

domestic partnership to the employee, including parents, grandparents, spouses, children,

grandchildren, siblings, aunts, uncles, cousins, nieces, nephews, and individuals whose

relationship is substantially the same as these relationships.

Exceptions to this policy must be approved by the Chief Human Resources Officer.

9.6 Personnel Files and Benefits Records

Howard University’s Office of Human Resources (OHR) creates and maintains all personnel files

and benefits records for all employees of the University. OHR safeguards the confidentiality of

all information and documents stored in its files and records. Access to such information is

strictly limited to those with a need to know based on the nature of their positions.

Employees may request access to their own personnel files and benefits records by contacting

the Human Resources Information Systems department in OHR at (202) 806-1280 or

https://hr.howard.edu/working-hu/employee-records and scheduling an appointment to review

their file or record in the OHR offices. All such reviews will be conducted in the presence of an

OHR representative, and the employee may not remove any documents from his/her file. An

employee may request a photocopy of his or her personnel file, but will be charged $0.20 per

page, up to a limit of $10.00.

9.7 Job References

Howard University does not provide job references regarding any current or former University

employees or contractors to third parties, except as may be related to security clearance or other

government investigations, regarding any current or former University employees or contractors.

No employee is authorized to provide a reference regarding current or former employees or

contractors on behalf of the University. All such requests must be redirected or forwarded to the

University’s Office of Human Resources (OHR) for response, and any such response (excluding

responses to government or security investigations) will be limited to dates of employment and

positions held.

If you provide a professional or personal reference for any current or former employee or

contractor of Howard University, be advised that you are doing so as a private individual and

NOT as an employee or representative of Howard University. Under no circumstances should

you identify yourself as a Howard employee, or use a Howard email account or stationery to

provide a reference. The University specifically disclaims responsibility for defending you or

assisting you in the event of subsequent legal claims concerning any reference you may have

provided.

Howard University generally will respond to certain requests for information about a current or

former employee for purposes of obtaining a security clearance from the U.S. government or

other government agency investigation, which may involve completing a questionnaire or

agreeing to be interviewed by a government investigator. Managers should notify OHR as soon

Revised May 21, 2021

as they receive any such request from any government agency or representative. OHR will assist

the manager in responding appropriately and accurately to the request.

9.8 Background Checks

Howard University conducts background checks on employees considered for employment in

order to ensure the safety and well-being of Howard University community members, including

students and minors on campus, as well as to ensure that individuals who serve Howard

University are well-qualified, have a strong potential to be productive and successful, and have

accurately presented their background and qualifications. It is the intent of Howard University

to conduct background investigations on all staff, faculty, student employees, temporary (wage)

employees, employment agency staff, volunteers and independent contractors who work onsite.

9.9 Employment Eligibility Verification

Federal law requires the University to verify the identity and eligibility of all persons hired to work

in the United States. Section 1 of the Form I-9 must be completed on an employee’s first working

day, and the employee will be required to fully complete the I-9 verification process and produce

the appropriate documentation within three business days of starting employment. All offers of

employment are contingent upon the employee’s fulfillment of this federal law requirement;

therefore, failure to do so must result in termination.

9.10 Visa and Immigration Matters

Howard University welcomes employees who are foreign nationals and complies with all

immigration-related laws and regulations of the U.S. and ensures that all foreign national

employees have appropriate authorization to work in this country.

All employees who hold any kind of work-related employment sponsorship are personally

responsible for maintaining their existing work sponsorship in good standing.

H-1B Visas

In the rare circumstance in which it is unable to identify and recruit a qualified candidate who is

a U.S. person (e.g., citizen, permanent resident, or asylee/refugee) to fill a vacant position, the

University will entertain applications for employment from qualified candidates who have the

education, training, and experience necessary to obtain an H-1B (non-immigrant) visa. The

University will seek to petition for H-1B visa status for a prospective employee in such

circumstances. H-1B visas typically are available only to persons who possess at least a bachelor’s

degree or its equivalent and are employed in a specialty occupation requiring expertise in a

technical or theoretical discipline and professional skills in fields such as medicine, engineering,

computer programming, and mathematics. Although H-1B status may extend for up to six years,

holding such a visa does not guarantee continued employment.

H-1B visas authorize the holder to work in the U.S. for the petitioning employer only. In addition

to being employer specific, H-1B work authorization is job and location specific. In order to

ensure compliance with U.S. immigration laws, any proposed change to the terms or conditions

of employment of H-1B workers must be brought to the immediate attention of the Department

of Talent Acquisition and Immigration. Failure to notify the Department of Talent Acquisition and

Immigration before making a change in employment may result in the employee having to stop

work and depart the country.

Employees who are H-1B visa holders are subject to the same performance and conduct

standards as other employees. If the H-1B visa holder resigns or the University terminates their

employment, the University is required to notify the U.S. Citizenship and Immigration Services

(USCIS). For employees requesting sponsorship by the University, such requests must be

approved for sponsorship funding by the employees’ department and approved for eligibility by

the Office of Human Resources. For University-sponsored employees, the University will also

provide “reasonable costs of transportation” for the employee to return back to his/her place of

residence as required by law.

Although the H-1B visa is a “non-immigrant” visa, the holder is permitted to apply for permanent

resident status.

O-1 Visas

O-1 status is only available to individuals who have sustained national or international acclaim in

science, education, athletics, business, or the arts. Howard University will only sponsor qualified

individuals for O-1 visa classification if the individual meets acceptable performance levels, has

exhausted six years of employment in H-1B status or the individual is subject to a two-year

foreign residence requirement associated with J-1 visas.

Employees who are O-1 visa holders are subject to the same performance and conduct standards

as other employees. Consistent with the requirements of any applicable regulations and laws,

the University will provide the “reasonable costs of transportation” for certain employees in O-1

status to return back to his/her place of residence.

Permanent Resident Sponsorship

The University may elect to sponsor a visa holder employee for permanent residence in the

United States but is under no obligation to do so. To be eligible for such sponsorship, the

employee must have already completed at least three years of satisfactory service as a University

employee, achieved certain performance levels, and agree to certain conditions regarding the

application process and associated costs. Only the Office of Human Resources is authorized to

communicate intent to sponsor or conditions of sponsorship with employees. For more detailed

information on a request for sponsorship, please contact the Department of Talent Acquisition

and Immigration in the Office of Human Resources via email at [email protected].

Hiring Students on F-1 or J-1 Visas

The terms of visas provided to academic students (either F-1 or J-1 visas) limit the type of

employment that they may accept. These visas do allow students to accept employment that is

directly related to their major field of study. For more detailed information on whether it is

possible to hire a student on an F-1 or J-1 visa, please contact the International Student and

Immigration Services Office.

Revised May 21, 2021

Employees’ Responsibilities

It is an employee’s responsibility to ensure that they are in compliance with U.S. immigration

laws. This means that employees must confirm their visas and I-94 Records of Admission are

properly issued and that they continue to be authorized for employment without interruption.

Failure to confirm and maintain your immigration status and authorization to work in the United

States could result in disciplinary action, including termination.

This Handbook is subject to revision as changes are made to Howard’s immigration policies and

procedures. It is each employee’s responsibility to ensure they are in compliance with any

changes to immigration laws and changes to the University’s immigration policies.

9.11 Disability Accommodations

The University is committed to providing equal access and opportunities to job applicants, faculty

and staff members with qualified disabilities, and prohibits discrimination on the basis of

disability in the application process and the employment relationship. It is the policy and practice

of the University to comply with the Rehabilitation Act, the Americans with Disabilities Act (ADA),

as well as with applicable state and local laws prohibiting discrimination on the basis of a

disability.

Consistent with local and federal law, the University will provide a reasonable accommodation

to a qualified individual with a disability who meets the skills, experience, education, and other

job-related requirements of a position held or desired and who, with or without reasonable

accommodations, can perform the essential functions of a job.

It is the responsibility of an individual employee or applicant to identify themselves as an

individual with a disability when seeking an accommodation or adjustment. To request a

reasonable accommodation, an employee or applicant with a disability should contact the

Employee Relations Department in the Office of Human Resources.

The process of identifying and providing a reasonable accommodation is an interactive one. As

part of the interactive process, employees are required to provide current medical

documentation to support their request for reasonable accommodation. All medical documents

will be handled and maintained confidentially.

The information provided must be sufficient to substantiate that the individual has a disability

and requires a reasonable accommodation. The information provided must describe, among

other things, the nature, severity, and duration of the impairment; the activity or activities the

impairment limits; the extent to which the impairment limits the individual’s ability to perform

the activity or activities; and substantiate why the requested reasonable accommodation is

needed. The cost of obtaining and providing this information to the University is the

responsibility of the employee.

The University is not obligated to provide an accommodation if it would impose an undue

hardship. Undue hardship is defined as an action requiring significant difficulty or expense when

considered in light of factors such as the University's financial resources, and the nature and

structure of its operations.

The University is also not required to accommodate someone who poses a direct threat to the

safety of self or to others; remove an essential job function or hire or assign someone else to

perform it; lower production or performance standards; or excuse misconduct.

Employees or supervisors with questions regarding the University's ADA accommodation request

procedures or an accommodation request should be directed to the Employee Relations

Department at 202-806-1280. Howard University does not tolerate any form of retaliation

against an applicant or employee on the basis of a disability, for utilizing this policy or seeking a

reasonable accommodation, or for participation in a complaint or investigation of disability

discrimination.

9.12 Pregnancy Accommodation

Any employee who is unable to perform the functions of her job because of her pregnancy-

related condition will be treated in the same manner as other employees with a disability. In

addition, the University will accommodate employees who request reasonable accommodation

due to pregnancy, childbirth, and related medical conditions, unless the accommodation would

cause significant hardship or expense. These accommodations may or may not include the

following:

• More frequent or longer breaks.

• Time off to recover from childbirth.

• Temporarily transferring the employee to a less strenuous or hazardous position.

• Purchasing or modifying work equipment, such as chairs.

• Temporarily restructuring the employee’s position to provide light duty or a modified

work schedule.

• Having the employee refrain from heavy lifting.

• Relocating the employee’s work area.

• Providing private (non-bathroom) space for expressing breast milk.

The University will not retaliate against an employee who seeks an accommodation under this

policy and will not deny employment opportunities to the employee because of such a request.

The University may require an employee to provide the following information from a healthcare

provider indicating:

(1) The date the accommodation became or will become medically advisable;

(2) An explanation of the medical condition and the need for a reasonable accommodation,

and;

(3) The probable length of time the accommodation should be provided.

To request such an accommodation, please contact the Office of Human Resources.

Revised May 21, 2021

9.13 Lactation Breaks

The University will provide reasonable breaks for an employee to express breast milk for her

nursing child for one (1) year, or longer if required by applicable state law, after the child’s birth in

accordance with applicable local and federal laws.

The University will provide a location. other than a bathroom. shielded from view and free from

intrusion from coworkers which may be used by employees to express breast milk privately. Any

employee who intends to make use of such break time and who believes no room is currently

available should contact the Office of Human Resources as soon as possible so that the University

can arrange for such a room. Lactation breaks may be taken every time an employee has

reasonable need to express breast milk and may be taken concurrently with normally scheduled

break periods. Nonexempt employees should clock out for any time taken that does not run

concurrently with normally scheduled break periods, and such time will be unpaid.

9.14 Accommodations for Sincerely Held Religious Beliefs

Howard University respects the religious beliefs and practices of all employees and will make,

upon request, an accommodation for such observances when a reasonable accommodation is

available that does not create an undue hardship on university operations. An employee whose

religious beliefs or practices conflict with his or her job, work schedule, a University policy or

practice, or with other aspects of employment, and who seeks a religious accommodation must

submit a written request for the accommodation to the Office of Human Resources. The written

request must include the type of religious conflict that exists and the employee’s suggested

accommodation. A reasonable accommodation may include using paid leave or leave without

pay, allowing an exception to a policy, where such exception that does not affect safety

requirements, or a change in other aspects of employment.

Section 10

10.00 EMPLOYEE CONDUCT AND BEHAVIOR

As an employee of Howard University, you are expected to demonstrate a high degree of

personal and professional integrity at all times. To help facilitate this objective, Howard

University has established standards of employee conduct and behavior that need to be

communicated to each employee. Howard University supervisors have an obligation to:

(1) Inform and coach every employee regarding the importance of these requirements.

(2) Make every effort to prescribe and encourage appropriate behavior.

(3) Bolster the employee's pride in the job and to help the employee improve performance

where necessary.

Employees who violate these standards face disciplinary consequences up to and including

termination. The degree of disciplinary response to any given situation will depend on the

severity of the problem and all relevant facts and circumstances that are reasonably available.

The following policies and guidelines exemplify the standard of conduct and ethical behavior that

should characterize a Howard University employee. It is not an all-inclusive list, but rather

illustrates conduct expected of all staff.

10.01 Courtesy and Respect

All staff should strive to treat co-workers, students, patients, visitors, and guests of the University

in the workplace with courtesy and respect. As employees of a University guided by the principles

of “truth and service,” your outward demeanor should reflect those value at all times. Treat your

co-workers, students, visitors, and guests as you would want to be treated.

10.02 Attendance and Punctuality

All employees are expected to be at work on time and to work their full schedule according to

the schedule approved by the department.

You are expected to observe your departmental work schedule, including arrival times,

departure times, break times and mealtimes.

If applicable, you must complete time reporting at the beginning and end of your shift. All

employees must complete their own time reporting from inside their work location.

If you anticipate being absence, you are expected to contact your supervisor at least 2 hours prior

to your scheduled arrival time. If you will miss more than three (3) consecutive days of work due

to illness you are required to contact Metlife at 1-855-855-1563.

If you will be late for your scheduled arrival time, you are expected to contact your supervisor as

soon as you are aware of your tardiness and advise of your anticipated arrival time.

If you must depart early from work, you must contact your supervisor and obtain approval as

soon as you are aware of your need for an early departure.

Revised May 21, 2021

If you are unable to contact your supervisor, another person should contact your supervisor on

your behalf. The use of annual or sick leave will not be approved without sufficient supporting

information. All uses of leave must be approved consistent with the leave policies contained in

this Handbook. You must return to work or provide proper notification of your return to work

immediately upon the expiration of paid time off/leave of absence.

10.03 Dress Code and Appearance

Neatness and cleanliness are expected of all. Appropriate work attire does not include revealing

clothing, excessive jewelry, torn or dirty clothing, baseball caps, beach attire, and logos or

graphics that depict violence or discriminatory, abusive, demeaning, or sexually explicit messages

or images. An employee who is inappropriately attired may be sent home. Any employee who

requires an accommodation with regard to attire should contact the Office of Human Resources.

10.04 Confidentiality

All Howard University employees must agree to protect and maintain the confidentiality of

sensitive and/or proprietary information relating to the University, its employees, students, or

other members of the University community. Misuse or unauthorized disclosure of confidential

financial data, non-public proprietary information, or other confidential information regarding

students, patients, faculty, vendors, guests, and certain information about employees is

prohibited. Confidential information does not include information concerning employees’ terms

and conditions of employment, but it does include medical information about fellow employees.

All employees must read and sign a Confidentiality Agreement, confirming their understanding

and agreement to the terms of the confidentiality employment. Access to confidential

information may be audited from time to time by the University to assure its protection from

disclosure. Failure to comply with the obligations stated in the Confidentiality Agreement may

result in discipline up to and including termination of employment or other relationship with

Howard.

Nothing in this policy is intended to: (a) limit an employees’ ability to inquire about, disclose,

compare, or otherwise discuss their wages, hours, and terms and conditions of employment; or

(b) prohibit or attempt to prohibit an employee from lodging a complaint, testifying, assisting, or

participating in an investigation or proceeding, related to a violation of the foregoing. The

University will not retaliate against any employee who inquires about, discloses, compares, or

otherwise discusses their wages, hours, and terms and conditions of employment or who is

believed to have done so.

However, employees with regular access to information regarding the wages of other employees

in the course of their work, such as employees in the Office of Human Resources, are prohibited

from sharing such information, unless the disclosure is in furtherance of or response to an

investigation, action, or hearing, or there is a legal obligation for the employer to furnish the

information.

10.05 Unlawful Discrimination, Retaliation and Harassment

To maintain a workplace in which all employees are treated with respect and decency, Howard

University absolutely prohibits any discrimination or harassment based on race, color, religion,

sex, national origin, age, disability, veteran status, marital status, personal appearance, sexual

orientation, gender identity or expression, genetic information, matriculation, unemployed

status, family status or responsibilities, political affiliation, or any other classifications, activities

or conditions protected by applicable law.

The University’s specific guidelines regarding compliance with all laws regarding discrimination

and equal employment opportunity are set forth in more detail in Section 11 of this Handbook,

titled Equal Employment Opportunity and Policy Against Unlawful Discrimination and

Harassment, but you should be aware that engaging in prohibited harassment, discrimination or

retaliation will result in discipline up to and including immediate termination – even for a first

offense, depending on the circumstances. For further information, employees also may consult

the Employee Relations Department or Equal Employment Opportunity Department in the Office

of Human Resources at https://hr.howard.edu.

10.06 Bullying

Howard University will not tolerate bullying behavior by any employees, including supervisors,

managers, and executives. Employees found in violation of this policy will be disciplined, up to

and including termination.

The University defines bullying as repeated inappropriate behavior, either direct or indirect,

whether verbal, physical or otherwise, conducted by one or more persons against another or

others, at the place of work and/or in the course of employment. Such behavior violates the

University’s Code of Ethical Conduct, which clearly states that the University and all members of

the community should conduct themselves with integrity, honesty, dignity, and respect.

10.07 Examples of Bullying

Bullying may be intentional or unintentional. However, it must be noted that when an allegation

of bullying is made, the intention of the alleged bully is irrelevant, and will not be given

consideration when meting out discipline. The University considers the following types of

behavior examples of bullying:

• Verbal bullying

Slandering, ridiculing, or maligning a person or his or her family; making deliberately false

statements about a person or his or her family; persistent name calling or comments that

are hurtful, insulting, humiliating, or embarrassing; using a person as butt of jokes;

abusive and offensive remarks; threats of physical violence; harassment which is

prohibited by criminal law; shouting or raising one’s voice at a person in public or private.

• Physical bullying

Pushing, shoving, kicking, poking, tripping, assault or threat of physical assault, damage

to a person’s work area or property; nonverbal threatening gestures.

Revised May 21, 2021

10.08 Open Door Policy and Anti-Retaliation Policy for Protection of Employees

Howard University encourages all employees to feel free to report issues of concern to their

manager or other appropriate authority. If an employee feels uncomfortable addressing the

issue with his or her manager, there are several avenues of communication open and available.

These include the Office of Human Resources, where the employee may speak with any senior

member of the HR leadership team, any HR Business Partner, the Director of Employee Relations

and EEO, or even the Chief Human Resources Officer; the Office of General Counsel, where the

employee may speak with any attorney; or any other member of University management. We

are committed to maintaining an open-door policy so that employees know their concerns will

be heard and taken seriously.

Please note, however, if an employee has a concern about harassment, discrimination, or

retaliation, or information regarding a violation of the University’s Title IX policy, the employee

is directed to follow the reporting procedures set forth in those policies.

Whether the complaint involves misconduct, possible fraud, violence or threats, discrimination

or harassment, or any other situation that may violate a University policy, the University does

not tolerate any retaliation against the complainant. No employee should be treated differently,

demoted, harassed, or retaliated against in any way for supporting a suspected violation of

University policy, filing a charge of discrimination, participating in a discrimination proceeding,

participating in an internal investigation, or otherwise opposing any practice they believe to be

illegal or improper.

10.09 Alcohol and Substance Abuse Policy

To maintain a safe working environment for all, Howard University prohibits the abuse of alcohol,

controlled substances, cannabis, or illegal use of drugs that may affect the workplace.

Specifically, the University prohibits the possession, use, sale, manufacture or distribution of

cannabis and illegal drugs and controlled substances on the University’s premises or when

conducting work on behalf of the University. An employee who abuses alcohol or unlawfully uses

controlled substances or drugs, including the unlawful use of prescription drugs, on the job, or

comes to work under the influence of alcohol, cannabis, or illegal drugs, or possesses, sells, or

distributes such substances in the workplace, jeopardizes the well-being of everyone.

All employees must comply with all federal and District of Columbia laws that pertain to drugs

and alcohol. Of course, nothing in this policy prohibits the appropriate use of legally prescribed

medications. However, if the use of legally prescribed medications will impact your ability to

perform your job, or your ability to do so safely, you are required to inform your manager or the

Office of Human Resources.

Howard University will offer a helping hand to those who may need it because of alcohol or drug-

related issues, but its commitment to a safe, productive, and drug-free workplace is paramount.

The University aids employees who voluntarily report their drug or alcohol abuse or addiction

problem through the Employee Assistance Program.

The following conduct is strictly prohibited:

• Reporting to work under the influence of cannabis, alcohol, or illegal drugs.

• Reporting to work under the influence of a prescription drug in excess of the prescribed

dosage.

• Drinking alcohol on the job or on University property (except as may be authorized by the

President or his designee at approved University social functions and in accordance with

applicable laws).

• Use, manufacture, possession, sale, distribution or offer of cannabis, illegal drugs,

including prescription drugs for which the employee has no prescription, on the job or on

University property.

Violations. Violation of this policy will result in disciplinary action, up to and including discharge,

depending on the circumstances. Any potentially criminal conduct may be reported to the proper

police authorities. An employee who violates the policy may also be required to participate in

and successfully complete a rehabilitation program as a condition of continued employment.

This rehabilitation option will not be made available to employees whose violations include

serious misconduct, a judgment to be determined in the sole discretion of the University.

Searches. The University may conduct searches for controlled substances, cannabis, illegal drugs,

or alcohol anywhere on its premises at any time, with or without prior notice.

10.10 Respect for University Property

The University furnishes a wide variety of equipment and supplies to staff for their use in

performing their jobs. All such items – whether office furniture, computers, copiers, telephones,

vehicles, tools, laboratory equipment, books and even office supplies – are the property of the

University and were purchased and provided to be used in service of the University. Except as

otherwise permitted in these policies, you may not use University property for any unauthorized

purpose. Employees also may not modify any computer or other electronic equipment belonging

to the University.

10.11 Conflicts of Interest

Employees must avoid situations that present a conflict of interest between their own personal

or financial interests and the mission, values, and policies of the University. Such a situation

might arise if an employee uses his or her position or association with the University for personal

benefit or financial advantage for the employee or a family member or undertakes an activity

unrelated to the University that interferes with the employee’s conduct of his or her duties on

behalf of the University. This policy applies regardless of whether the conduct is actual self-

dealing, because even the appearance of or potential for impropriety is damaging to the

University. For example, employees must not:

• Accept employment or any financial benefit, including gifts, from vendors, contractors or

other third party that does business with the University.

Revised May 21, 2021

• Expend University funds or accounts or use University property for personal benefit or

gain or that of a family member.

Employees must disclose potential conflicts of interest in writing and obtain advance approval to

proceed before initiating any transaction or engaging in any decision on behalf of the University

that may present such a conflict or potential conflict. Failure to make such disclosure will result

in discipline, up to and including termination. Nothing in this provision shall prohibit an employee

from discussing wages, hours or terms and conditions of employment. Please reference the

Howard University Code of Ethical Conduct on the University’s Policy Website for additional

information.

10.12 Outside Employment

A full-time position with the University must be the employee’s primary job. Full-time employees

must inform the University in a written report provided to the employee’s supervisor or manager

of any other employment, self-employment, consulting, or other similar undertaking.

The report must identify the nature and scope of the other employment or undertaking, the

employer if any, and the number of hours per week in which the employee expects to be engaged

in the alternate work. It is the employee’s responsibility to provide adequate information in

order to enable the University to determine whether or not the alternate work will impair or

interfere with performance of the duties of an employee’s University position. Failure to provide

notice of outside employment and information regarding the nature of that employment will

result in discipline, up to and including discharge.

Note: Individuals who are employed by the University cannot be simultaneously engaged by the

University as an independent contractor/consultant.

10.13 Social Media

Howard University provides employees access to the University’s computer systems, equipment,

and the internet. The University requires responsible online activity by all members of the

Howard community. Employees are expected to demonstrate the University’s core values of

Truth, Service, Excellence and Leadership, as well as abide by all applicable University policies in

the online choices they make when using and communicating over the University’s computer

systems.

The following guidelines outline the University’s expectations of its employees in their use of

social media in the workplace or in connection with Howard’s internal and external electronic

communications systems and equipment:

• In general, Howard University’s internet access, computer systems and related

equipment are provided to employees for business purposes only. While it is acceptable

to use such Howard facilities occasionally for personal reasons, personal usage is a

privilege that will be disciplined if excessive or if its content violates any University policy

or standard of conduct or ethics, or results in bullying or unlawful harassment as defined

in this Handbook. Employees are also reminded that such usage is not private and may

be monitored by the University at any time.

• Always think twice before posting or emailing. Remember that everything is public, and

privacy does not exist in the world of social media. Strive for accuracy. Avoid presenting

or passing on information that you know is false or revealing confidential information as

described in this Handbook.

• Postings on any Howard University social media sites must be consistent with professional

behavior expectations and must abide by the University’s policies. For example, postings

cannot threaten, coerce, or unlawfully harass co-workers; include discriminatory or

harassing comments; or include comments which reveal confidential information about

students, patients, visitors, and vendors.

• The University respects everyone’s free speech rights, but only authorized University

officials may make official statements on behalf of the University.

• Posting Howard University’s confidential or proprietary information is not permissible.

• Employees are not authorized to use Howard University’s name to promote any products,

to obtain special privileges outside of the University, or for personal financial gain.

Employees may not use the Howard University trademarks, logo, the University Seal or

other intellectual property in any personal social media activity other than for protected

employee activity related to terms and conditions of employment.

10.14 Workplace Privacy

Howard University seeks to maintain the confidentiality of certain information. Any medical

information that you may provide to the University is maintained in a confidential file separate

from your personnel file and used only for appropriate business purposes.

All employees should be mindful of the fact that employers have the right to conduct searches

on their property, and Howard University will exercise that right where it deems appropriate.

The University may conduct a search of any person, vehicle, or object on University property,

which means any site under University ownership or control. Specifically, this includes the right

to search desks, office furniture, computers, electronically stored and hard copy files, lockers,

storage areas, baggage, briefcases, handbags, backpacks, parcels, clothing, vehicles, and any

other articles brought onto or taken from University property, regardless of ownership.

All employees are advised that if they maintain any private and confidential information or

material in the workplace or on University computer systems or networks, that they should have

no expectation of privacy with respect to such information or material. Please bear this in mind

when you decide whether to keep items or information of a personal nature at work.

10.15 Workplace Safety

Howard University is committed to maintaining a safe workplace for all employees and visitors.

Everyone must participate in the effort to identify and address any unsafe or unhealthful

conditions in the workplace. It is the responsibility of each employee that all tasks be conducted

Revised May 21, 2021

in a safe and efficient manner complying with all local, state, and federal safety and health

regulations, programmatic standards, and special safety concerns identified by Howard

University for use in a particular area or with students. All employees should exhibit safe and

safety-conscious behavior, which includes adhering to common-sense safety rules and safe work

practices and reporting any unsafe conditions immediately to a supervisor or other appropriate

authority.

Although most safety regulations are consistent throughout each department and program, it is

the responsibility of employees to identify and familiarize themselves with the emergency plan

for their working areas.

Fire safety is critically important. Employees who see any signs of a fire should immediately take

the following actions:

• Activate the fire alarm at the nearest Fire Pull Station.

• Evacuate the building (do not use elevators).

• Call 911 and/ HU Public Safety at (202) 806-1100.

All employees must use the designated evacuation routes when a fire alarm sounds. No

employee is authorized to ignore a fire alarm, regardless of whether they believe it to be merely

a drill or even a prank.

More detailed information on how to prevent and respond to a fire emergency as well as other

safety-related emergencies may be found at https://publicsafety.howard.edu.

10.16 Workplace Violence

Howard University strictly forbids employees from engaging in any act or threat of violence,

including physically intimidating conduct, toward other employees, students, visitors, or any

individuals in our workplace.

Employees may not enter University property with a gun, firearm, or lethal weapon of any kind

in their possession, nor bring onto University property any explosive materials or device, or any

other objects that could be used to harass, intimidate, or injure another person. All such

weapons and paraphernalia are prohibited on University property.

Call HU Public Safety immediately at (202) 806-1100 or 911 in the event of any violent or

threatening conduct.

10.17 Additional Guidelines Concerning Employee Conduct

The following identifies certain conduct that may not have been described elsewhere in the

Handbook, but warrants disciplinary action, up to and including termination depending upon

severity:

• Theft, misappropriation of University property, equipment, or material, or use of such

property for illegal purposes.

• Failure to promptly report a work-related accident or injury.

• Committing acts of negligence which may result in injury to others.

• Misuse of protected health information or student data; deliberate unauthorized system

access to gain unauthorized information.

• Insubordination, i.e., refusing to obey reasonable work directions or work instructions of

supervisors or managers.

• Falsifying, omitting, or misrepresenting pertinent information from the employment

application or other University records including time and attendance records for yourself

or another employee, e.g., physician return-to-work statements, driving records etc.

• Acts of behavior, including off-duty misconduct, that reflects unfavorably upon or

discredits Howard University and/or impacts work performance.

• Noncompliance with maintenance of work-related state/national licensure or

certification, annual mandatory competencies, annual mandatory training

requirements or pre-employment/annual health.

• Sleeping on the job.

• Coercing, bribing, inciting or otherwise inducing others to engage in any practice in

violation of Howard University rules or in restriction of University operations.

• The use of unprofessional verbal/non-verbal behavior toward or in the presence of

others.

• Inability to obtain or maintain valid work authorization or a medical or other certification

required for the position.

• Soliciting, accepting, offering, or conveying bribes or kickbacks of any kind.

• Conviction for violation of local, state, or federal law, whether on or off duty, when such

conviction could have an impact on the University, department, or position of the

employee.

• Violent acts that do or may harm people or University property.

10.18 Whistleblower Policy

The University prides itself on its adherence to federal, state, and local laws and regulations, and

maintains the highest business ethics. As such, any employee who has a reasonable belief that

the University or any of its employees has committed any violation of federal, state, or local law

or regulation, including any financial wrongdoing, is strongly encouraged to immediately report

the violation in writing to the Chief Human Resources Officer. In cases where the employee has

a reasonable belief that a complaint would include an individual within the Office of Human

Resources, the complaint may be taken directly to the General Counsel. If the General Counsel

is believed to be involved in the matter being reported or the employee believes that a report to

the General Counsel would be ineffective, the employee may make a report to the President of

the University.

Supervisors and managers are to immediately report perceived violations of federal, state, or

local law to the Chief Human Resources Officer, the General Counsel, and/or the President.

Upon notification, an investigation will be conducted by the University or its agent, and

appropriate remedial and corrective action will be taken if warranted, which may include

referring the matter to the relevant law enforcement entity and disciplining appropriate parties.

Revised May 21, 2021

Any good faith report of wrongdoing will be held in confidence to the extent that the needs of

the investigation permit.

If any employee makes a report in good faith regarding an incident that the employee reasonably

believes to be a violation of the law and/or financial wrongdoing, it is the University’s policy that

there will be no retaliation taken against the employee. Retaliation for a good faith report is itself

a violation of University policy and may result in disciplinary action up to and including

termination. However, filing a report that is not made in good faith will not insulate an employee

from appropriate disciplinary action up to and including termination.

Financial wrongdoing may include, but is not limited to:

• Questionable accounting practices.

• Fraud or deliberate error in financial statements or recordkeeping.

• Failure to adhere to internal accounting controls.

• Misrepresentations to University officers or the finance department, including deviation

from full reporting of financial conditions).

Employees with questions concerning the confidentiality or appropriateness of disclosure of

particular information should contact the Chief Human Resources Officer. Please also refer to

400-004 Whistleblower Policy on the University’s Policy Website.

Section 11

11.00 EQUAL EMPLOYMENT OPPORTUNITY, UNLAWFUL

DISCRIMINATION, RETALIATION AND HARASSMENT

Howard University is committed to providing equal opportunity in employment as well as in its

education programs and activities. To maintain a workplace in which all employees are treated

with respect and decency, Howard University prohibits any discrimination or harassment based

on race, color, religion, sex, national origin, age (18 years or older), disability, veteran status,

sexual orientation, family status and responsibilities, personal appearance, political affiliation,

marital status, gender identity or expression, genetic information, matriculation, unemployed

status, credit information, status as a direct or indirect victim of domestic violence, sexual

offense, or stalking, or any other classifications, activities or conditions protected by applicable

law (referred to collectively as Protected Characteristics).

All employees are on notice that engaging in prohibited discrimination, harassment or

retaliation will result in discipline, even for a first offense. If any employee violates this

provision, the University will take whatever action we believe is necessary to correct the

violation and to discipline the employee found in violation; discipline may take any form

including immediate discharge.

11.01 Equal Employment Opportunity and Affirmative Action

Howard University makes employment decisions without regard to Protected Characteristics.

Our EEO commitment applies to all phases and aspects of employment with the University,

including recruitment, interviewing, hiring, compensation, benefits, working conditions, training,

promotion, demotion, transfer, performance management, discipline, and termination.

As an employer with contracts with the federal government, Howard University also maintains

policies that support the goal of affirmative action in employment. That means not only

prohibiting discrimination, but also taking positive steps to eliminate existing or continuing

discrimination. Among those steps is the creation of our Affirmative Action Plan (AAP), which

analyzes workforce statistics each year to determine whether any populations, e.g., by gender,

minority, disability, or protected veteran status, are underrepresented in the context of their

availability for employment in our region or labor market. If underutilization is detected, we set

goals for gender and minorities, or benchmarks for protected veterans and articulate how we

plan to address the issue. The AAP also describes the policies, practices, and procedures we

follow to strive to meet the goal of equal employment opportunity. For more information on our

AAP, please contact the Chief Human Resources Officer or our Director, Equal Employment

Opportunity and Employee Relations in OHR.

11.02 Unlawful Discrimination

Unlawful discrimination may present itself in a variety of ways on a wide spectrum of conduct,

from deliberate treatment such as blatant statements expressing bias against a minority group,

such as racial, ethnic or gender-based slurs, to unjust adverse employment actions taken by

Revised May 21, 2021

managers against individuals based on their Protected Characteristic(s), to more indirect types

of conduct or speech that have the purpose or effect of creating an offensive work environment

for someone because of his or her Protected Characteristic(s). It is also possible to experience

unlawful discrimination not as a result of any individual treatment, but because of a policy or

practice that has the effect or impact of discriminating unlawfully, even if unintentionally.

Whatever the form, however obvious or subtle or even unintended, such discrimination is

abhorrent in the Howard University community, and will not be tolerated. Anyone who

experiences or witnesses conduct or situations that violate or may violate this provision should

report it immediately to the EEO Department in OHR.

11.03 Unlawful Harassment

Howard University is committed to treating all employees with dignity and respect. Accordingly,

any harassment based on an individual’s Protected Characteristic(s) is absolutely prohibited.

Unlawful harassment can take many forms, including, but not limited to crude remarks or jokes,

slurs and insults, vulgar, lewd or suggestive comments or questions, or unwelcome visual imagery

of an offensive nature, such as photographs, drawings, cartoons, videos, screen savers or mouse

pads, or graffiti.

11.04 Special Note about Computer Messaging and Information Systems

All employees use the University’s email and telephone networks, University-issued cellphones,

computer network, or other communications mechanisms. Please be aware that any of these

systems may form the basis of a discrimination or harassment complaint. All too often

employees make the mistake of sending send an inappropriate message or accessing an

inappropriate Internet site using their employer’s network, whether during the workday or

otherwise. Never forget that the Howard University system is not your personal, private

communications vehicle.

Employees are specifically prohibited from using any University computer, system, network,

software, or other equipment to generate, send, forward, receive or otherwise obtain any

message or graphic image that might be taken as offensive based on a Protected Characteristic.

Remember that the University’s computers network and equipment, and all of the data on its

system, are the property of Howard University. To assure network security and the integrity of

its networks and computers, and to detect improper or unlawful usage, Howard University

periodically monitors all data and information on the system.

If you receive an offensive message from another employee or anyone associated with Howard

over the University’s network or equipment, regardless of when it was sent, you must report the

message to your supervisor. If you receive such a message from someone who is not associated

with Howard, delete it, and inform the sender to stop sending you offensive messages at work

because your employer prohibits the receipt of such material. You may use the following stock

response:

“Howard University strictly prohibits the use of its email system for offensive messages or

communications. University policy requires me to reply to any such messages with this

statement. Please do not send any further such message into the Howard University

system.”

11.05 Title IX - Policy Prohibiting Sex and Gender-Based Discrimination, Sexual Misconduct

and Retaliation

Howard University’s Title IX Office has primary responsibility for compliance and education

related to sex discrimination, sexual misconduct and Title IX policies and procedures. Title IX of

the Education Amendments of 1972 is a federal law that prohibits all forms of sex discrimination

and sexual harassment, including sexual violence. All students, faculty and staff have rights under

Title IX. Employees are required to be familiar with and comply with the University’s Title IX

policy. Accordingly, employees should refer to this policy for questions or concerns regarding

sex/gender-based discrimination, harassment, or retaliation, including information regarding the

University’s process for receiving reports and investigating allegations. The policy can be found

on the Title IX office website: https://www2.howard.edu/title-ix/home. Failure to comply with

this policy may result in discipline, up to and including termination.

11.06 Managers’ Obligations

Every Howard University supervisor, manager and officer is responsible for compliance with the

provisions as described in this Section 11. Every supervisor or manager who learns of or

witnesses any event, conduct or speech that violates or potentially is in violation, is required to

take action to prevent or halt the violation, if possible, and to report it to Human Resources, Equal

Employment Opportunity or the Title IX office, as appropriate. All supervisors and managers

must report information concerning possible violations of these policies.

The University cannot address violations and take appropriate remedial measures to ensure

understanding and compliance with this policy unless it is aware of such misconduct. Failing to

report a potential problem because an employee asked you to keep the information to yourself

or did not want to report it is not acceptable.

The University may discipline any member of the University community who participates in

conduct in violation of these policies, or any supervisor or manager who fails to promptly act to

prevent or halt such conduct and to report it promptly as instructed above.

11.07 Prohibition on Retaliation Arising from a Complaint of Discrimination or Harassment

Often an employee who experiences discrimination or harassment is fearful of complaining or

reporting the situation, or an identified witness is fearful of participating in an investigation,

because of possible retaliation by a supervisor or fellow employees. Frankly, it usually takes a

certain amount of courage to step forward and complain. The University is grateful to those who

do because it is almost impossible to root out and prevent discrimination in an atmosphere of

secrecy and fearfulness.

Revised May 21, 2021

Howard University does not tolerate any form of retaliation against an employee who, in good

faith, reports a possible violation of this policy against discrimination and harassment or

participates in an investigation of such reports.

Any employee who feels they have suffered retaliation should report the matter immediately to

the EEO Department in the Office of Human Resources.

Violations of the anti-retaliation provision will result in disciplinary action up to and including

termination.

Section 12

12.00 DISCIPLINE AND TERMINATION

Nothing in this section alters an employee’s at-will status. The University has the right to

terminate the employment relationship at any time for any lawful reason or no reason, as does

the employee. The University reserves the right to omit any or all of the levels of discipline

described below.

However, in order to avoid the need for discipline or termination, the University will endeavor to

provide a process by which employees may be made aware of performance and/or conduct

issues, and if possible, be provided an opportunity for improvement.

12.01 Counseling and Coaching

At early signs of problems in an employee’s performance, conduct, or attendance, the supervisor

should discuss the concern with the employee and counsel him or her to address and correct the

problem.

If counseling has been ineffective, the supervisor should schedule a coaching meeting with the

employee to outline the specific areas of poor performance, conduct or attendance and notify

the employee that immediate corrective action is necessary to avoid formal discipline. The

supervisor should follow up on such meeting with an email to the employee that reminds him of

the initial counseling and summarizes the coaching session.

12.02 Formal Disciplinary Action

If counseling and coaching the employee have failed to result in satisfactory improvement by the

employee, the supervisor must contact the Office of Human Resources and initiate the formal

disciplinary process. In consideration of the nature or seriousness or frequency of the problem,

the supervisor and HR Business Partner may use one or more of the following steps to influence

the employee to correct deficiencies and attain a fully satisfactory level of performance.

Letter of Admonition

The letter is a more detailed recitation of the employee’s performance or conduct problem(s)

and the corrective action the employee must take to resolve the problem(s) within the next 30

days. The letter admonishes the employee that failure to take the corrective action and

demonstrate satisfactory conduct and performance may result in more serious discipline, up to

and including discharge. It also informs them that at the 30-day target date, the supervisor and

HR Business Partner will review the situation to determine whether further action is warranted.

Letter of Warning and Performance Improvement Plan (PIP)

This letter and plan (PIP) are a more formal way to address continued and repeated deficiencies

in performance before discharge. In a warning meeting where a PIP is to be presented, the

supervisor typically will meet with the employee and the department’s HR Business Partner, and

review the unacceptable conduct and/or performance, remind the employee of the specific

Revised May 21, 2021

corrective actions that have previously been recommended in the letter of admonition (if

applicable), and inform the employee of the terms of the PIP. The letter of warning typically

memorializes the specific conduct and/or performance issues that were discussed in the warning

meeting, and contains the PIP, which identifies the specific actions that the employee must take

to correct the deficiencies. The letter and PIP set forth deadlines by which the employee must

demonstrate satisfactory improvement for each of the corrective actions. Failure to complete

the PIP in a satisfactory manner and continue to maintain an acceptable level of performance

and conduct thereafter may result in termination.

Final Warning

A supervisor and the HR Business Partner may decide, based on a variety of factors, that a final

warning is warranted. A final warning may be used in a variety of circumstances, including to

address serious and immediate performance concerns, or where an employee engages in a

serious conduct offense. In addition, with the approval of the Chief Human Resources Officer, a

final warning may be used to extend a PIP deadline by a period not to exceed 30 days to provide

the employee one final chance to improve. The time period covered in the final warning and

terms are delineated in a written letter or memoranda.

Termination

Termination may occur at any time in the disciplinary process. Normally, termination occurs if

and when the employee has not produced a satisfactory change in their conduct and/or

performance, after having been provided notice of the concern, and opportunity to improve. In

cases where progressive discipline is not deemed appropriate, an employee’s employment may

be terminated immediately. Because employment at Howard University is terminable at will,

there is no requirement that the employee receive any progressive discipline or documentation

prior to termination.

12.03 Demotion

In certain circumstances, the University may decide that an employee’s performance or conduct

deficiencies warrant demotion instead of, or in addition to, one of the other disciplinary steps

described above. As explained elsewhere in the Handbook, demotion means a transfer from one

position to a lower-level position which has less responsibility. This downward movement may

occur for a disciplinary reason if the employee is not fulfilling the requirements of the higher-

level position. Some situations that might lead to a demotion include deficiencies in

management skills and performance, financial malfeasance or negligence, disregard for policy

compliance, or restructuring of the department. A demotion will be accompanied by a reduction

in compensation to reflect the new position duties and responsibilities.

12.04 Job Abandonment

If an employee fails to report for work without any notification and explanation to the University

and the absence continues for a period of more than three consecutive days, the University may

conclude that the employee has abandoned their employment, and the employee may be

terminated.

12.05 Voluntary Termination of Employment

Any employee may voluntarily resign from employment at the University for any reason with or

without notice. The University requests that an employee provide two weeks’ notice to their

supervisor or manager. Failure to provide two weeks’ notice may render the employee ineligible

for future employment at Howard. Providing advance notice assists the University in planning

for the transition of the employee’s work and is therefore appreciated.

12.06 Separation and Exit Process

The Office of Human Resources provides each departing employee with a Property Checklist to

ensure that all University property is recovered or otherwise accounted for. Employees who

voluntarily resign are invited to meet with the HR Business Partner for their department to

discuss any questions or provide any information the employee wishes to address. The Office of

Human Resources sends an email notification of all employee separations to all University

departments. Departments must submit an ePAR transaction to ensure timely processing of all

voluntary separations in order to avoid overpayment.

The departing employee’s health insurance coverage ends on the last day of the month in which

the termination occurs, after which the former employee may elect to continue such coverage

at their own expense under COBRA. (See the Benefits section of the Handbook for further

detailed information on continuation of coverage after termination or resignation).

12.07 Final Pay

Upon termination of employment, Howard University provides the employee with their final

paycheck in accordance with applicable law. Compensation for all hours worked and any accrued

but unused annual leave up to the allowable payout cap will be included in the final paycheck,

along with reimbursement of approved expenses in accordance with the business expense policy.

In addition to the normal tax withholdings, the University may deduct the following from the final

paycheck, where permitted by applicable law: the value of unreturned equipment; advances on

annual leave; and other financial obligations to the University. In addition, the University

reserves the right to pursue legal remedies to recover unreturned equipment and/or funds.

12.08 Severance

Regular non-union, non-faculty employees who are not under any other contract are employed

at-will, and may be terminated at any time, for any reason that is not unlawful. As an at-will

employee, once terminated, employees are not entitled to any additional salary or wages.

However, under certain circumstances and in its sole discretion, Howard University may offer

severance to employees who are involuntarily terminated for a reason such as a reduction in

force (RIF), organizational restructuring, or job elimination.

There is no guarantee of any severance pay. If an employee is offered severance, it will be

conditioned upon the execution of the University’s Separation Agreement and General Release.

Revised May 21, 2021

ACKNOWLEDGMENT

I acknowledge that I have been given access to the Howard University Employee Handbook and that it is

available for review by all employees online on the Human Resources website. I have read and understand

the Handbook and the policies, guidelines and standards it contains, and understand that my failure to

comply with any policy may result in termination of employment. I will direct any questions that I may

have about the Handbook’s contents to my supervisor or manager, or to the Office of Human Resources

of the University.

Specifically, I understand that as an employee of Howard University, unless these policies are in conflict

with the terms of a collective bargaining agreement governing my employment, or the Faculty Handbook

(if applicable), I am expected to comply with all requirements in the Handbook, including, but not limited

to, obligations concerning the following subject areas:

• Attendance, punctuality, and appropriate conduct in the workplace

• Honesty and accuracy in job duties and all workplace practices, including timekeeping

• Equal Employment Opportunity and Prohibition of discrimination, harassment, and retaliation

• Title IX

• Prohibition on Bullying

• Drug and Alcohol policy

• Workplace safety and security

I understand and acknowledge that unless I have a written employment contract signed by an authorized

officer of the University or the terms and conditions of my employment are covered under a collective

bargaining agreement or the Faculty Handbook, my employment is not promised for any specific time

period and may be terminated at any time, with or without cause or notice, by me or by the University,

as an at-will employee.

I agree that neither the contents of this Employee Handbook nor any statements (written or oral) that

may have been communicated to me by any employee or representative of Howard University alters the

at-will nature of my employment.

I further acknowledge that the University will update and modify the Handbook from time to time as it

deems advisable, and I understand that revised information may supersede, modify, or eliminate existing

policies. I further acknowledge that I am responsible for checking the online Handbook periodically to

maintain my awareness and understanding of its contents. I agree to update this Acknowledgment

periodically upon the University’s request.

_____________________________________________ ___________________________

Employee Signature Date

__________________________________________ ___________________________

Employee Name (please print) Employee ID Number

PLEASE RETAIN A COPY FOR YOURSELF AND

RETURN THE ORIGINAL TO THE OFFICE OF HUMAN RESOURCES (humanresou[email protected])