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Office of Human Resources                                                                                                  July  2014

 

 HR REVIEW

 Your Source for University Human Resources News and Information
FASIS

New Advertising Options for Faculty & Staff Job Openings

Do you need help marketing your tough to fill positions? The Graystone Advertising Group can help you by locating niche academic markets and designing professional print and online advertisements. Northwestern University currently has a partnership with Graystone allowing you to easily initiate an advertising quote by entering data on the Job Opening page within FASIS. For more information on using this function in eRecruit, please visit 
http://www.northwestern.edu/hr/managers-administrators/hiring-termination-resources/advertising/ or contact your HR Staffing Consultant. 

Inside This Issue
FASIS
Learning and Organization Development
Office of Equal Opportunity and Access
Benefits
Work/Life Resources
Compensation
Payroll
Conflict of Interest
Consulting
Staffing
Quick Links
Learning & Organization Development

The Northwestern University Learning & Organization Development (L&OD) team collaborates with faculty and staff who want to develop their talent and advance their workplace outcomes, processes and engagement. L&OD provides consulting, coaching, workshops, retreats and tools for individuals, groups and organizations.

 

Online Module for "Purchasing and Payments" Available

 

We're excited to announce the launch of a new online module focusing on Northwestern's Purchasing and Payment procurement process. The 16-minute Purchasing and Payments: Introduction and Overview online module is designed to assist employees responsible for any aspect of purchasing and/or paying for goods and services here at the University, including Requesters, Shoppers, and Approvers, and is accessible anytime from a PC or Mac.

 

Key topics include:

  • Finding appropriate vendors
  • Exploring the best ordering and payment methods
  • How to maintain compliance, fiscal responsibility and stewardship of University resources

The first module available is the Introduction and Overview. Look for additional detailed modules to be posted in the coming months. Have feedback on the online module? Let us know.

 

Downloadable Purchasing and Payment Process Maps complement the online training module, and employees are encouraged to reference them for the following types of purchases/payments: University Department, Preferred Vendor, Non-Preferred Vendor, Online Vouchers and Procurement Cards.

 

Accessed Lynda.com Yet?

 

Remember that lynda.com isn't just for learning computer applications - consider referencing some of the sample playlists to help you get started on topics like career development, leadership, computer applications and workplace skills.

 

There's also a new course that complements an existing in-person workshop we have here at Northwestern, called Getting Things Done, focusing on stress-free productivity. Check it out, you'll be glad you did!

 

L&OD offers a variety of workshops and additional opportunities to help improve workplace performance. Check them outFollow our Twitter feed to get L&OD's best picks of upcoming events and learning resources. Questions? Comments? Contact the L&OD team at workplace-learning@northwestern.edu or 847-467-5081.

Office of Equal Opportunity and Access

Spotlight on the Americans with Disabilities Act

 
What should you do if an employee tells you they have a medical condition that is impacting his/her ability to do the job? What if an employee asks you for certain allowances, such as a later start time or a different work space, because of a medical condition? The short answer: Call the Office of Equal Opportunity and Access. 
 
The Americans with Disabilities Act ("ADA") requires employers to provide reasonable accommodations to employees with disabilities. Under the ADA, numerous medical conditions, including temporary medical conditions and medical conditions that are not visible, are considered disabilities.
 
If an employee does qualify for protection under the ADA, the employee may be entitled to a reasonable accommodation. A reasonable accommodation simply means a change to job or workplace that will enable the employee to do her job. For example, an employee with a broken leg may require a parking space that is closer to his office while his leg heals. A pregnant employee may require time off to attend medical appointments for the duration of her pregnancy. An employee with attention deficit disorder may require a work space with fewer distractions. 
 
All accommodation requests must be submitted to OEOA to ensure that all of the ADA's requirements are met during the accommodation process.
 
What happens after OEOA receives a request for an accommodation? An EEO specialist gathers information from the employee, the employee's supervisor, and the employee's medical provider to determine what accommodations can be made available to the employee. Once that determination is made, OEOA issues formal accommodations and periodically follows up with the employee and the employee's supervisor to determine if the accommodations are working for the parties involved.
 
OEOA is committed to providing equal employment opportunities and reasonable accommodations for qualified individuals with disabilities. We work with employees and departments across the University to develop accommodations that are specific to each situation. For more information, please visit our website at: http://www.northwestern.edu/hr/equlopp-access/employees-with-disabilities/index.html.
Benefits

Fidelity Fund Merger

 

In the next few weeks, faculty and staff will receive and email from Fidelity Investments regarding two fund changes. 

  • Fidelity Freedom "K" 2000 fund will be combined with the Fidelity Freedom "K" Income Fund on or about July 25, 2014
  • Assets in Vanguard Signal Shares will be converted to the corresponding Vanguard Admiral Shares in each fund on or about August 15, 2014

This email is for informational purposes only, as Fidelity is required to notify plan participants of this merger.  If you have any questions about this email, please do not hesitate to contact the Benefits Division at benefits@northwestern.edu.

 

Educational Benefits Seminars - "Tips on Maximizing Your Dependent Portable Tuition Benefit"

 

Please join us for two informative brown bag seminars on the Dependent Portable Tuition Benefit.   A representative from the HR Benefits office will explain the application process, and provide options to consider so you can maximize your benefit.  There will be a Q&A session covering the timing of the application, payment options, using it for study abroad and more. This seminar will be of special interest to parents of high school juniors and seniors, but all are welcome to attend.

  

Evanston campus:

Friday, July 11

12:00 - 1:00 p.m.

University Library, Forum Room

Chicago campus:

Thursday, July 17

12:00 - 1:00 p.m.

FSM Lurie, Gray Seminar Room

 

Work/Life Resources

Faculty and Staff Blood Drive, Sponsored by LifeSource  

Thursday, August 21, 
 9:30 a.m. - 3:30 p.m. Parkes Hall 

 

Blood is needed every two seconds for surgeries, procedures, cancer treatments and emergencies. There is a tremendous demand for blood in the Chicagoland area. Northwestern faculty and staff are highly encouraged to donate this month to help meet the need. 100% of the blood donated during this blood drive will go to hospitals in our community. All donors will learn their blood type, receive a  cholesterol screening, blood pressure reading and iron level screening. Walk-ins are welcome. If you would like to schedule an appointment, please contact LifeSource directly at 877-543-3768 or schedule online and use sponsor code: NWUVNWEC.

 

Should Kids Do Academic Work During Summer? 

Roni Sandler-Cohen, PhD, is a clinical psychologist, author, consultant, and lecturer who specializes in the issues of women and girls, parenting adolescents, mother-daughter relationships, and learning disorders. She is the author of three books, numerous scholarly articles in professional journals, and chapters in books on parenting.

      

As the school year draws to a close, many parents wonder whether it makes sense for teens and tweens to do some sort of academic work during their summer vacation. There are many reasons to consider this. When teens or tweens have below grade level reading, math, or writing skills, the summer can be a good time to work on closing those gaps. The same is true for students who need practice with organizational or study strategies. If your child typically struggles at the beginning of each new school year, summer classes could prevent his skills from getting rusty. Similarly, if your child anticipates a harder than normal course load or busier schedule next fall, it might be a good idea to get a head start on the curriculum.

 

Or maybe you'd like your teens or tweens to be productive during long, unstructured summer days, especially if you envision them sleeping until mid-afternoon, binge-watching Netflix shows, texting with their friends all night, or remaining glued to the couch playing video games for hours on end. Even if you have none of these specific concerns, like many parents you want your kids to have every advantage; you may believe that summer school would provide a leg up on a good education.  

Of course, when students are still in elementary school, it's easier to sign them up for whatever tutoring, summer school, or academic program you like. But once they reach middle school and beyond, deciding whether they'll do academic work during their summer vacations-and perhaps enlisting their cooperation-often becomes a trickier endeavor. Given how busy and stressed-out today's teens are, their desperation to spend summers relaxing and getting a break from the workload of the school year is understandable. So is it worth arguing the point or insisting on summer work? And, will that even be effective? To make this discussion as successful-and peaceful-as possible, here are some general guidelines and issues to consider.

 

How to Decide

 

Is Summer Work Required? Sometimes kids' schools eliminate parental stress by essentially making these decisions for you. The most obvious example is when high school students are required to attend summer school to repeat core academic courses they failed during the year. But be aware of other, lesser known reasons why kids might have to take summer classes.

 

Amy wanted to participate in a year-long international exchange program during her junior year in high school. Because she had taken fewer years of foreign language than the program requested, she signed up for summer school to perfect her conversational Spanish in the hopes of being accepted. Greg had to take English during the summer to complete the requirements necessary to graduate early from high school. Because of a schedule conflict, Kathryn had to do a prerequisite course in summer school for the full-year photography elective she otherwise would not have been allowed to take.

 

Can It Further Their Goals? With teens and tweens' growing desire for autonomy, enlisting their input in decision-making is always better than dictating their summer plans. The first step should be guiding them to clarify their educational goals, and then exploring together their options for achieving them. Theoretically, that'll make kids less likely to protest going to summer school and more invested in whatever academic work they undertake.

Carla always hoped to major in foreign languages at college so she could become a translator. The summer before her senior year of high school, she realized she would be a more competitive applicant if she attended an intensive language immersion program offered by her first choice college. Jon, anticipating a hectic first semester senior year with many high-level courses as well as college applications to complete, opted to take physics in summer school when it could be his sole focus.  

Caveat: this principle works only with kids' own educational goals, not with what you think they should do. Alisha's parents overrode her guidance counselor's recommendation and signed her up for advanced rather than regular English. But when they insisted she take a summer school class to get her ready for the rigorous curriculum, she refused, claiming she was, "fine with being in normal English."

 

What are their Needs? When you're the one broaching the idea of summer work, things usually get more delicate. Regardless of how strongly you feel or the validity of your reasons, don't adopt a general policy for the whole family. Siblings often have unique learning styles, challenges, and needs, especially as they progress through school. Also, it is equally, if not more, important to assess kids' social and emotional needs along with their academic weaknesses.

 

Because she struggled to learn how to read, Sara attended a special summer school for kids with learning disabilities from grade 2 to grade 5. Although her parents were sure she'd benefit from the extra reading practice before middle school, after much deliberation they realized that what Sara needed even more was a whole summer off from academic work. Jake was intent upon taking an advanced computer class at the local community college; however, because his parents worried about his awkward peer interactions, they persuaded him to do a community service program, which focused on cooperation and leadership skills, instead.

 

Continue reading at Dr. Sandler-Cohen's blog


How to Make Your Cubicle Healthier-
 WeightWatchers

 

The workplace is the perfect breeding ground for poor food choices. On any given day you're expected to dodge mindless snacking, office celebrations and stress-induced vending machine runs. Sometimes it can feel like the only way to stay on plan is to hide under your desk and avoid your coworkers.

 

You can create a healthier office environment for yourself, says Milton Stokes, MPH, RD, a Connecticut-based registered dietitian and a spokesperson for the American Dietetic Association. If you know what you're up against, you can arm yourself with the tools (mental and otherwise) to stay on track. Here's a list of the worst food pitfalls, and how to avoid them:

 

The food landmine. These nutritional tripwires appear in the form of a dish of chocolate kisses, a reappearing plate of doughnuts or bagels, or an ever-present box of leftover pizza. They seem harmless, but indulging in the office candy bowl can pack on the calories and ultimately cause a weight gain, according to research published by Brian Wansink, Cornell University food psychologist and author of Mindless Eating: Why We Eat More Than We Think.

 

What to do: Stock your own stash. "Make sure you have healthy snacks on hand so you can avoid the temptation," says Stokes. Stokes suggests homemade trail mix tossed with a few nuts and dried fruits, or cookies such as gingersnaps, graham crackers or animal crackers.

 

The working lunch. If your calendar is filled with lunch meetings, you might be faced with an endless stream of take-out or catered lunches. Such meals often leave you with few healthy choices. A typical fast food lunch is often enough of a nutritional bomb to blow a person's PointsPlusŪ values allotment for an entire day.

 

What to do: Plan ahead to avoid the most fattening fare. You can eat with the pack, but keep your portion sizes small and order condiments on the side, using them sparingly. Stokes recommends snacking on something filling and nutritious beforehand to cut your hunger. Try a handful of almonds or a low-fat yogurt. Never show up to work without fueling first: People who skip breakfast are more likely to overdo it at lunch.

 

The pause that refreshes. Soft drinks and energy drinks can soak up your daily PointsPlus Target quickly. "Those are just empty, wasted calories being racked up," says Stokes.

 

What to do: Need a pick-me-up? Buy a sporty water bottle and keep it filled with H2O on your desk. "A glass of water and a quick munch on a high-fiber, whole-grain cereal bar with a fruit filling is much better than a sports or energy drink," says Stokes.

 

The vending machine. You can stand there and stare through the glass panel for an hour, but you'll be lucky to find one item in a vending machine that is worth its PointsPlus value.

 

What to do: Make sure you're never caught in an emergency "I need a snack" situation by keeping your desk stocked with healthy snacks (which are also better for your budget). If you must visit the vending machine, Stokes suggests looking for whole-wheat pretzels, whole-grain low-fat crackers or low-fat microwave popcorn.

 

Weight Watchers @ Work

Let Weight Watchers help you get ready for summer!  Meetings are every Thursday at 12:30 with the weigh-in beginning at noon, in room 3.226 Searle Hall (Health Services Building - 633 Emerson Street, Floor 3, room 226, Evanston Campus).  Come in and CHECK OUT a meeting for free.  What do you have to lose?  For more information, contact Tammy Rosner at t-rosner@northwestern.edu or 1-2210.

 

Twitter  

Follow the Office of Work/Life Resources on Twitter @NUWorkLife for the latest in work/life news, workshops and more!

Compensation

Back to Basics - When Do You Compensate Staff for Travel Time?

The new school year will soon begin.  It's time to get "Back to Basics" and the HR Compensation Division shares this thought as we introduce a series of articles designed to provide information about issues relevant to compensation.  We begin this series with staff travel.  As staff may be scheduled to attend conferences, seminars and events away from their regular place of work, it's important to know that for hourly paid (non-exempt) staff, travel time may or may not be considered work time, and may or may not be compensated.  Understanding when travel time is compensated can be tricky and given the complexity of the federal guidelines and varying travel circumstances, please discuss the specific situation with your Human Resources consultant before any action is taken. 

 

There are varying types of travel to consider and the following guidelines will help in determining whether or not travel time is compensated.      

 

Home to work travel (ordinary commute)

Travel for an employee to a regular work site before the regular work day begins and after the regular work day ends is not considered work time and is not paid.

 

Home to work in emergency situations

This scenario is complex.  If an employee is called to assist a customer after the employee's designated work day ends, and the employee needs to "travel a substantial distance," all time spent on such travel would be considered work time and would be paid. The DOL takes no position if the employee is called back to the regular place of business for an emergency situation after going home.

 

Home to work travel on a special one day assignment in another city 

When an employee who regularly works at a fixed location in one city is given a special one-day assignment in another city, and returns home the same day, the time spent traveling to, and returning from the other city is work time and is paid.  However, the employer can deduct the time it would have taken the employee to drive from his/her home to work.

 

Travel that is all in a day's work 

When an employee travels from work site to job site during the workday, the employee is working and this travel time must be paid.   

 

Travel away from the home community

When an employee travels and is away from his/her home overnight, if the travel time occurs during the employee's normal work hours (including Saturday and Sunday), the employee is working and this travel time should be considered as a substitution for work and be counted as hours worked.

 

Time spent traveling away from home as a passenger (e.g. riding on a bus, train, plane, etc.) outside of the normal work hours is not considered work time and is not paid (some exceptions might apply). Additionally, the hours an employee spends away from home during which he or she is not working or traveling (such as shopping during a conference break, watching a movie in the hotel at night, etc.) are not paid.

 

Determining when to compensate hourly-paid (non-exempt) staff for travel is complex and a discussion regarding the specific situation with your Human Resources consultant is encouraged, before any action is taken. 

Payroll

Reminders for Staff Employees Leaving the University


Are you leaving the University, or do you manage a staff member that is transitioning out?  If so, please keep these important details in mind: 

  • Unless you are beginning retirement, the official Separation Date from the University is the last day of work; you cannot use remaining vacation or floating holidays to delay your separation.  Only retiring employees may "run out" their vacation to extend their last day of work.
  • Employees must ensure their final timecard is accurate in Kronos, and the manager must approve that timecard, before an employee's remaining vacation balance can be paid out.  Delays in Kronos entry and approval may prolong the payout of vacation balances.
  • Remember to update your Home Address in the FASIS Self Service Portal before your University access is turned off.  Updating your address will ensure that next year's W-2 Form will reach you in a timely manner.

Paycheck Availability in FASIS Self Service

 

Remember that you can view your paycheck stub in the FASIS Self Service Portal up to two days before your biweekly or monthly paydate.  To view your paycheck, log in to https://nupa.northwestern.edu with your NetID and password, click the "My Money" menu, and then choose "My Paycheck."

 

Please do not view your pay stub sooner than two days before the paydate; up until that time, paycheck details and accrual information are being processed and calculated, and information may be unavailable or incorrect.  Your information is correct once the PDF version of your paycheck is ready to view -- Wednesday morning for biweekly-paid employees, and two working days before the monthly paydate for exempt employees. 

 

Exempt Staff Time Entry in Kronos

 

Please remember to record your time off correctly each month in Kronos. Time off must be entered into your timecard as hours, not days.  For example, if you regularly work a 7.5-hour day, a half-day off must be entered as 3.75 hours (not 3.5 or 0.5).  A full day must be entered as 7.5 (not 1.0).  For questions or concerns regarding Kronos and your time entry, please contact the Kronos Help Desk at mytime@northwestern.edu.
Conflict of Interest

 

Consulting

Starting Off on the Right Foot: Steps to Take with a New Boss

 

Have you been recently hired at Northwestern?  Have you recently transitioned to a new department? Or, you  haven't changed positions, but your department has recently brought in new managers on the team. Each of these scenarios are very different, however, they all share a common element; a new boss. 

 

Whether you embrace change or prefer to run for cover when you see it coming, at some point in your career you can expect to have a new boss, and the steps you take early on can be instrumental in establishing a successful relationship.  When you find yourself in this situation, consider the following:

  • It is important to get to know your new boss.  Rather than waiting for your boss to come to you, initiate a meeting (or set of meetings) with him or her.  Use these interactions as a time to understand what your boss's goals are for the department and his or her expectations for your position.  Learn what your boss values in an employee. Be sure to come prepared with questions and use the time judiciously. 
  • Learn your boss's preferred communication style.  Don't assume just because your previous boss preferred to communicate via email that your new boss will want to do the same.  Perhaps group problem solving during weekly team meetings is more his or her style.  It's up to you to learn - and explicitly ask - what your new boss's style is, and then to adapt to it.
  • Be open to change. Often new bosses mean new ways of working, whether it's new processes, revamped projects, or even structural changes. The fact that things are changing doesn't mean they weren't working before.  It simply means your boss wants to move the organization forward in a way he or she feels will be most successful.
  • Don't bring problems, bring solutions.  Nothing will shut things down faster with a new boss than hearing an employee drone on about age-old problems in the department without offering any solutions or ideas for fixing them.  It's acceptable in the right context to identify issues, but be prepared to offer ideas for how they can be addressed and what role you're willing to take in making that happen. 

When working with a new boss, most importantly keep an open mind.  Consider it an opportunity to start fresh and embrace the opportunities it holds to work in new and different ways. If you have questions or would like additional consultation, please contact your HR Consultant at (847) 491-7507 or (312) 503-8481. 

Staffing

How to Shine in Your Next Interview:

Using the "STAR" Approach to Prepare

 

If you are preparing for a job search, it's important to know how to interview effectively. "Behavior-based interviewing" relies on a candidate's past experience as a predictor of how he or she would perform in the role.

 

During this type of interview you will be asked questions that prompt you to provide real-life examples of times when you have demonstrated the skills and competencies that are required for a position.  These questions often start with phrases such as "Can you tell me about a time when" or "Can you describe a situation where."

 

When responding to these questions, it is helpful to use the "STAR" approach:

 

Situation - describe the situation

Tasks - what task or goal were you working towards?

Actions - what actions did you take to resolve the issue?

Results - what happened and what were the positive outcomes?

 

Here's an example. "Tell me about a time you received developmental feedback and how you handled it?" 

Using the STAR approach, your response could be:  "My first job out of college was at a financial services firm.  One of my key responsibilities was to manage the production of the company's weekly newsletter that we distributed to clients. (The Situation). I had a staff of six team members and we met daily to discuss our progress and to review material for the newsletter (the Task).  When I had my mid-year performance review, I was surprised to learn from my manager that my staff felt I could improve my delegation skills.  I thanked my manager for the feedback and let her know I would reflect on how I could improve in this area. I concluded there were two main areas on which I could improve.  First, when I delegated out parts of the project, I had neglected to share the "big picture" with my staff so they didn't have a good idea of how the newsletter content fit into our organization's broader goals. Secondly, I was giving my staff too much guidance and had been micromanaging every detail of the publication. During the next staff meeting, I thanked my team for their feedback and committed to changing in these two areas.  From them on, I began every meeting with a look at the "big picture" and closed by sharing action items and deadlines, but left it up to my team members to determine how they would accomplish their tasks (the Action). My team was very enthusiastic about these changes, and enjoyed putting their own approach to their responsibilities. They also understood we were working on something bigger than us - and it showed in their work.  At my year-end performance review, my manager praised me on the positive changes I had made." (the Result).

 

As you prepare for a behavior-based interview, practice is important. The Office of Human Resources web site and the Internet provide many useful tools and resources to familiarize you with this format and head you toward success in your next interview.