UAB Temporary Employee Handbook
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Managing Wage and Hour Risks in a Digitally Connected World
A Matter of Time: Managing Wage and Hour Risks in a Digitally Connected World Prepared by Jeffrey Brecher Jackson Lewis P.C. (631) 247-4652 | [email protected] Eric Magnus Jackson Lewis P.C. (404) 586-1820 | [email protected] This paper is meant to provide information of a general and educational nature and does not constitute legal advice or create an attorney-client relationship. Readers should consult counsel of their own choosing to discuss how these matters relate to their individual circumstances. The views expressed in this paper are solely those of the authors and do not necessarily represent the views of their firm or its principals or clients. Reproduction in whole or in part is prohibited without the express written consent of Jackson Lewis. ©2017 Jackson Lewis P.C. This paper is scheduled to be published in the June 2017 edition of the Journal of Internet Law, produced by Aspen Publishing. The authors would like to thank Jackson Lewis Associate, Roberto Concepcion, for his assistance with the preparation of this paper. 1 I. Introduction Many people are addicted to their phones. They check them constantly throughout the day (sometimes every few minutes) to determine whether a new e-mail or text message has been sent or a new item posted on Facebook, Instagram, Snapchat, and the myriad other social media applications that exist. To ensure immediate notification of incoming mail, users can also set their phone to provide an audio notification when a new e-mail, voicemail, or text message has arrived, and select from hundreds of tones to announce the message—whether a “chime,“ “ding,” or “swoosh.” But some of those addicts checking their phones are employees, and they are checking their phones for work related e-mail and messages. -
Recordkeeping Requirements Under the Fair Labor Standards Act (FLSA)
U.S. Department of Labor Wage and Hour Division (Revised July 2008) Fact Sheet #21: Recordkeeping Requirements under the Fair Labor Standards Act (FLSA) This fact sheet provides a summary of the FLSA's recordkeeping regulations, 29 CFR Part 516. Records To Be Kept By Employers Highlights: The FLSA sets minimum wage, overtime pay, recordkeeping, and youth employment standards for employment subject to its provisions. Unless exempt, covered employees must be paid at least the minimum wage and not less than one and one-half times their regular rates of pay for overtime hours worked. Posting: Employers must display an official poster outlining the provisions of the Act, available at no cost from local offices of the Wage and Hour Division and toll-free, by calling 1-866-4USWage (1-866-487-9243). This poster is also available electronically for downloading and printing at http://www.dol.gov/osbp/sbrefa/poster/main.htm. What Records Are Required: Every covered employer must keep certain records for each non-exempt worker. The Act requires no particular form for the records, but does require that the records include certain identifying information about the employee and data about the hours worked and the wages earned. The law requires this information to be accurate. The following is a listing of the basic records that an employer must maintain: 1. Employee's full name and social security number. 2. Address, including zip code. 3. Birth date, if younger than 19. 4. Sex and occupation. 5. Time and day of week when employee's workweek begins. 6. -
Benefits Summary for UAB Hospital Management LLC Employees Healthcare Plans
Benefits Summary for UAB Hospital HUMAN RESOURCES Management LLC Employees The University of Alabama at Birmingham uab.edu/benefits Healthcare Plans For new employees, coverage under UAB’s healthcare plans will begin on the date of employment. Employees who wish to enroll in one of UAB’s healthcare plans may do so within 31 days of their hire date or a separate qualifying event. If for some reason you do not enroll during the times stated above, the next opportunity to do so will be during the annual open enrollment period (usually during October with a January 1 effective date). UAB’s medical, dental, and vision plans are stand-alone programs. Premiums for medical, dental and vision insurance are pre-tax deductions from your paycheck. Traditional Medical Plans UAB offers eligible employees a choice of three stand-alone traditional medical plans: Viva UAB, Viva Access and Blue Cross/Blue Shield. Traditional plans are characterized by lower out-of-pocket costs (copays and deductibles) for covered services when compared to the consumer-driven health plan (see below), and do not include a high annual deductible that must be met before insurance begins paying. Consumer Driven Health Plan with HSA UAB offers eligible employees a consumer-driven health plan, Viva Choice. The difference between a traditional health plan and the Viva Choice CDHP is that in exchange for meeting a higher combined medical and Rx deductible, you will have lower monthly premiums. Viva Choice is paired with a Health Savings Account (HSA) that enables you to set aside pre-tax via payroll or after tax dollars to pay for qualified, out-of-pocket expenses. -
ETC – Employee Time Clock
9/25/2017 ETC – Employee` Time Clock Hourly Employees without Bus Responsibilities September 18, 2017 1 Employee Time Clock(ETC) Training 2 Effective Monday, October 2, 2017, all hourly employees will use the Employee Time Clock system to record their time. Note: Employees should continue to use paper timesheets as a backup while they become accustomed to the new system. Employee Time Clock(ETC) Training 3 Employee Time Clock uses the same concepts that are used to record time on a paper timesheet. Employees will: - clock in to start the work day - clock out/in for lunch break, if required - clock out to end the work day 1 9/25/2017 Employee Time Clock(ETC) Training 4 There are three simple steps for clocking in or out: 1. Log In 2. “Punch” Time 3. Log out Employee Time Clock(ETC) Training 5 Log In Procedures Employee Time Clock(ETC) Training 6 Employees can use any computer at the school or school district location to log time. There are two ways to access Employee Time Clock. 2 9/25/2017 Employee Time Clock(ETC) Training 7 Log In Option 1 1. Using Chrome, enter the following in the address bar: https://aiken.attendanceondemand.com/ess/ 2. Enter employee ID number on the first line 3. Enter PIN (last four of SSN) on the second line Employee Time Clock(ETC) Training 8 Log In Option 2 1. Using Chrome, enter www.acpsd.net in the address bar 2. Click the Digital Resources/Portals Icon 3. Scroll down and click Employee Time Clock 4. -
The Changing Workplace and the New Self-Employed Economy
GIG? SHARING? THE CHANGING WORKPLACE AND THE NEW SELF-EMPLOYED ECONOMY by Adrian Moore May 2018 Reason Foundation’s mission is to advance a free society by developing, applying and promoting libertarian principles, including individual liberty, free markets and the rule of law. We use journalism and public policy research to influence the frameworks and actions of policymakers, journalists and opinion leaders. Reason Foundation’s nonpartisan public policy research promotes choice, competition and a dynamic market economy as the foundation for human dignity and progress. Reason produces rigorous, peer- reviewed research and directly engages the policy process, seeking strategies that emphasize cooperation, flexibility, local knowledge and results. Through practical and innovative approaches to complex problems, Reason seeks to change the way people think about issues, and promote policies that allow and encourage individuals and voluntary institutions to flourish. Reason Foundation is a tax-exempt research and education organization as defined under IRS code 501(c)(3). Reason Foundation is supported by voluntary contributions from individuals, foundations and corporations. The views are those of the author, not necessarily those of Reason Foundation or its trustees. GIG? SHARING? THE CHANGING WORKPLACE AND THE NEW SELF-EMPLOYED ECONOMY i EXECUTIVE SUMMARY Is America evolving away from the traditional workplace? As technology dramatically changes the job market, many workers embrace more-flexible job opportunities, and look for alternative sources for health care, retirement, and other traditional workplace benefits. Others look to government to bring back factory-style work, in which a highly regulated employer/employee relationship typically features: 1. Long-term (usually decades of) secure employment at the same firm, with fixed, full- time hours; 2. -
Workplace Flexibility Supervisor Study
March 2010 University of Kentucky Workplace Flexibility Supervisor Study Institute for Workplace Innovation • 139 W. Short St. Ste. 200 • Lexington, KY 40507 • www.iwin.uky.edu 1 UK Workplace Flexibility Supervisor Study Introduction The ability to recruit, retain and develop a highly qualified staff and faculty is of primary importance to the University of Kentucky in order to effectively fulfill its mission. One effort to address this workforce management issue has been the implementation of workplace flexibility policies. University of Kentucky’s Office of Work-Life defines workplace flexibility as the provision of a variety of flexible work options that enable greater customization over when, where and how employees get their work done. These policies are used as a management tool to both assist employees to effectively manage their various responsibilities on and off the job, and to support the University in meeting its strategic goals. The University’s workplace flexibility policies were developed with the input of various departments across campus and endorsed by President Todd in April 2008. Workplace flexibility policies at the University include six types of flexible work arrangements: Flextime: a full-time schedule with the ability to vary the start and stop times from the standard workday Compressed work schedule: a full-time job in fewer days than a customary work week Telecommuting: the ability to work from a different location such as a satellite office or from home Job sharing: a type of part-time work where the hours of one full-time job are divided between two employees Reduced hours or part-time: a reduced number of regular hours worked to less than a full-time position Phased retirement: employment options that allow an employee who is approaching retirement to continue working, usually with reduced workload, as a transition from full-time work to full-time retirement. -
THE UNIVERSITY of ALABAMA at BIRMINGHAM Addendum II
THE UNIVERSITY OF ALABAMA AT BIRMINGHAM Addendum II Bid #314 Question: Will Porter Service be paid annual rate or hourly rate? Answer: Vendors should quote hourly pay rate for porter service. Additional Information: Porters will provide service to all parking decks and parking lots; See Exhibit A for list of all parking decks and lots and Map of UAB Campus Parking. Porters will be provided with 2-Way Radio for communication at the expense of UAB. Onsite storage will be provided for supplies and equipment. Porter service will include but are not limited to: trash pickup, dusting, cob web removal, reporting repairs where necessary, removing advertising from UAB property, etc. If you have any questions, please contact Kimberly Terry at [email protected] or 205.975.9266. Exhibit A Exhibit A (continued) P Public Parking Exhibit A (continued) Employee: Printing Employee Parking and Mailing Services Square Remote Rail Road UAB Post Office 2nd Ave South Student: 65 Children’s on 3rd Non-Resident new Baron’s Stadium Resident 3rd Ave South Campus Liberty Services University Stores Liberty National Medical National Parking Deck Facility Warehouse Annex Bldg Children's Campus Midtown Services Other: Center Trailer • Lot 53 10th Street South Under 4th Ave South Construction Off-Street Parking P • P Radiology Film Storage Bldg Remote Arlington Deck Children's Hospital 55 Parking Parking #3 / 15B Business Center Courtyard D5A Not UAB Parking • • Parking Deck 4th Avenue by Marriott at UAB 21st Street South 22st Street South 20th Street South Facility 11th -
Guidance Document for Social Accountability 8000 (Sa8000®:2014)
GUIDANCE DOCUMENT FOR SOCIAL ACCOUNTABILITY 8000 (SA8000®:2014) RELEASE DATE: MAY 2016 SOCIAL ACCOUNTABILITY INTERNATIONAL 15 WEST 44TH STREET, 6TH FLOOR NEW YORK, NY 10036 WEBSITE: WWW.SA-INTL.ORG EMAIL: [email protected] CONTENTS CONTENTS ............................................................................................................................................................. 1 INTRODUCTION TO THE SA8000:2014 GUIDANCE DOCUMENT .............................................................................. 3 HOW TO READ THIS DOCUMENT ....................................................................................................................................... 3 1. CHILD LABOUR ................................................................................................................................................... 5 RELEVANT SA8000 DEFINITIONS ...................................................................................................................................... 5 SA8000 REQUIREMENTS................................................................................................................................................. 5 BACKGROUND AND INTENT .............................................................................................................................................. 5 IMPLEMENTATION GUIDANCE ........................................................................................................................................... 8 AUDITOR GUIDANCE .................................................................................................................................................... -
Time Clock Policy & Procedures
Time Clock Policy & Procedures For All Hourly Employees Effective 5.1.19 Policy: The law requires that all non-exempt personnel record daily hours worked. These hours are recorded in AcroTime (an Internet-accessible hosted workforce management system) and employees are responsible for its accuracy. Employees may not clock in or out for another person. Falsification of timesheets is strictly prohibited and will result in disciplinary action up to and including termination. Purpose: To establish guidelines for hourly employees to have a record of hours worked using Acrotime, our web-based timekeeping system. Procedures The following regulations will apply: 1. Employees are required to clock in prior to their assigned start time, and must clock out when they go off duty. 2. Employees are required to clock out any time they leave the work site for any reason other than assigned work duties. 3. Unless permission to do otherwise by the employee's supervisor, no employee may clock in more than 5 minutes prior to, or 5 minutes after, the start of their shift. Employees may not clock out more than 5 minutes prior to, or 5 minutes following the end of their work time. 4. Clocking in within the time-frame specified in item three, will be calculated as an on-time report for duty. 5. Employees will be paid from time sheets verified by actual recorded times in Acrotime. Any adjustments to the recorded time must be approved by the employee's supervisor. Employees will be accountable to their CD for any manual changes submitted. 6. Employees must clock out for their designated lunch time. -
Negotiating Technology in Faculty Collective Bargaining Agreements.Pdf
A Dissertation entitled Negotiating Technology in Faculty Collective Bargaining Agreements by Andrew J. Shella Submitted to the Graduate Faculty as partial fulfillment of the requirements for the Doctor of Philosophy Degree in Higher Education Dr. Snejana Slantcheva-Durst, Committee Chair Dr. Gary Rhoades, Committee Member Dr. David Meabon, Committee Member Dr. Penny Poplin-Gosetti, Committee Member Dr. Amanda Bryant-Friedrich, Dean College of Graduate Studies The University of Toledo December 2017 Copyright 2017, Andrew J. Shella This document is copyrighted material. Under copyright law, no parts of this document may be produced without the expressed permission of the author. An Abstract of Negotiating Technology in Faculty Collective Bargaining Agreements By Andrew J. Shella Submitted to the Graduate Faculty as partial fulfillment of the requirements for the Doctor of Philosophy Degree in Higher Education The University of Toledo December 2017 This study analyzed the ways the implementation of instructional technology proscribes higher-education faculty work as coded in faculty collective bargaining agreements (CBAs). This study replicates and extends the work on the production politics of teaching and technology completed by Rhoades (1998). Collective bargaining agreements were collected from the higher education contract analysis system database, state employee relations websites, and union websites. A close reading and content analysis of the CBAs focused on to what extent instructional technology has deskilled or enskilled faculty work and/or extended managerial control over faculty work. This study found instructional technology provisions in faculty CBAs increased from 37% to 96% over last 20 years. The organizational and social context effected the frequency of negotiating instructional technology provisions. -
Health Needs Assessment
Community Health Needs Assessment 2016 UAB Hospital | 500 22nd Street South | Birmingham, Alabama 35233 | 800.822.8816 1 UAB HOSPITAL MISSION VISION VALUES CULTURE Our Mission: To improve the health and well-being of society, particularly the citizens of Alabama, by providing innovative health services of exceptional value that are patient- and family-centered, a superior environment for the education Knowledge of health professionals, and support for research that advances medical science. that will change your Our Vision: UAB Medicine will enhance its role as a preeminent and fully-integrated world clinical enterprise, recognized as a leader in the advancement of medical science and the delivery of health-related services that are patient- and family-centered. With the UAB School of Medicine, the UAB Health System will create highly innovative, well-coordinated interdisciplinary services and partnering relationships that serve as a model for health education and service delivery. Our Values: • Always care - Listen with empathy, be compassionate, and support those in need. • Own it - Be accountable, take action and make it happen. • Work together - Think win-win, build consensus and play your role on the team. • Do right - Follow through, work with principles and do no harm. Our Culture: Our employees embrace these values and together they represent the goal of providing excellence in all we do. 2 UAB HOSPITAL TABLE OF CONTENTS Executive Summary Executive Summary ...................................................................................1 -
2020-2021 Student Handbook
DEPARTMENT OF CLINICAL AND DIAGNOSTIC SCIENCES Health Physics Program 2020-2021 STUDENT HANDBOOK UAB SCHOOL OF HEALTH PROFESSIONS DEPARTMENT OF CLINICAL AND DIAGNOSTIC SCIENCES Health Physics Program 2020-2021 ACADEMIC HANDBOOK Norman E. Bolus, MSPH, MPH, CNMT, FSNMMI-TS Date Program Director 7/17/2020 Donna Slovensky, PhD, RHIA, FAHIMA Date Acting Department Chair 8/19/2020 Andrew J. Butler, PhD, FAPTA Date Dean, School of Health Professions Table of Contents INTRODUCTION ................................................................................................................................... 1 DEAN’S WELCOME MESSAGE ......................................................................................................................... 1 OVERVIEW OF THE SCHOOL OF HEALTH PROFESSIONS ........................................................................................ 2 OFFICE FOR STUDENT RECRUITMENT, ENGAGEMENT AND SUCCESS (OSRES) .................................................... 3 SCHOOL OF HEALTH PROFESSIONS ORGANIZATIONAL CHART - 2020-2021 ...................................................... 4 SECTION 1 – SCHOOL AND UNIVERSITY INFORMATION ........................................................................ 5 ACADEMIC CALENDAR ............................................................................................................................... 5 ACADEMIC HONOR CODE (UAB) ................................................................................................................ 5 ASKIT .....................................................................................................................................................