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Unit Head Handbook

This Unit Head Handbook has been compiled to assist division heads, unit heads, and other supervisory staff in executing their responsibilities, especially those responsibilities related to human resources issues. The table of contents displays the topics covered in the Handbook; you may wish to familiarize yourself with the list of topics included. Please access the information electronically and print materials as necessary. We encourage you to use the handbook as a quick reference when human resources questions come up; however, feel free to call the Department of Human Resources, extension 7506, for assistance with any of these or related matters. Director of Human Resources
Absenteeism is costly and disruptive to College operations.  The College relies on the good attendance of all employees.  Managers and supervisors can do something about absenteeism. 1. Unauthorized Absence Policy Any employee who is absent from duty for five (5) consecutive business days without notice to and approval of his or her supervisor, or who fails to report for duty within five (5) business days after the expiration of any authorized leave, may be subject to dismissal by the College.

2. Sick Leave Policy 

Inquiries are frequently directed to the Department of Human regarding procedures in the use of sick time.  Detailed below is the College’s Sick Leave Policy for your reference.

  1. An employee who is absent on sick leave for five or more consecutive working days is required to submit to the Department of Human Resources acceptable medical evidence* substantiating the illness along with clearance to return to work.  Medical evidence must be provided before or upon the employee’s return to work.
  2. An employee who is absent on sick leave for periods totaling over 15 days during a twelve month period consisting of periods of less than five consecutive days will be required to submit to the Department of Human Resources acceptable medical evidence* for such absences.
  3. If the illness is of a chronic or recurring nature requiring recurring absences of one day or less, only one medical certificate is necessary for a period of six months and must be renewed every six months for the duration of the illness.  Intermittent absences due to chronic illness will be charged against annual Family Leave entitlement.  Please see the College’s Family Leave Policy available on the Benefits web page.
  4. Employees are encouraged but not required to obtain medical notes following doctor’s visits to be provided to the Benefits Office.  Providing notes following individual occurrences will prevent requests for medical certification.
  5. The College requires medical proof of illness of an employee on a medical leave of absence.  Medical clearance is required before an employee returns to work from a medical leave of absence.  Absences for a serious health condition for an expected duration of ten or more days will be charged against annual Family Leave entitlement .  In accordance with both the Federal and State family leave laws, except for emergencies, such requests for leave should be directed to the Benefits Office thirty days prior to the start of the leave, where such notice is practicable.
  6. The College may require an employee who has been absent because of personal illness, as a condition of his/her return to work, to be examined, at our expense, by a physician designated by us.  Such examination will establish whether the employee is capable of performing his/her normal duties and that his/her return will not jeopardize the health of the employee or other employees.
  7. Sick leave may be used when an employee is unable to perform his/her work because of personal illness, accident, or exposure to contagious disease.
  8. An employee may apply for use of sick leave for periods of less than his full work day for any appropriate and approved reason such as becoming ill while working during the assigned shift or in order to keep a medical appointment which could not be arranged during non-work time.
  9. Sick leave may be used because of death in the employee’s immediate family.
  10. Sick leave may be used to care for an ill family member in accordance with the Federal Family and Medical Leave Act (FMLA) as well as the State Family Leave Act (FLA).  Please see the College’s Family Leave policy available on the Benefits web page.
  11. Leave without pay, upon exhaustion of accrued time, results in a reduction in vacation and sick leave credits (one-half of one month’s entitlement for each eleven days), as well as an anniversary date adjustment for bargaining unit employees.  This does not apply to Voluntary Furlough.

3. Supervisor’s Role Supervisors can reduce absenteeism by making sure employees understand the importance of coming to work every day on time.  Employees are not supposed to use all available sick time.  Sick leave is a benefit not to be used indiscriminately.  Approved sick leave is to be used only in situations of injury or illness and only when needed.  The State is very generous in allowing 15 sick days per year, which can be carried over from year to year, with entitlement to a lump sum payment of half the unused sick days at the time of retirement.  Employees need to understand they may need this benefit for an extended illness. During the pre-employment interview, the proper use of sick time is explained to prospective employees by the Department of Human Resources.  However, it must be reinforced by the supervisor.  The expectation of good attendance and punctuality should be communicated to new employees and should be reinforced regularly and consistently. When an employee has called in sick, the supervisor should comment on the absence immediately upon his/her return.  An informal conversation should be initiated by the supervisor welcoming the employee back and inquiring about the reason for the absence.  This discussion should be friendly and supportive rather than disciplinary.  It merely lets the employee know the supervisor cares and that no absence is overlooked.  (If the supervisor does not comment on an absence, the message is that either the supervisor did not notice or that the supervisor does not care whether or not the employee comes to work.)  No employee, no matter how good his or her attendance record, should return to work after an absence without the supervisor’s commenting on the fact that the employee’s absence was noted. If the supervisor suspects sick leave is being abused, a more formal interview needs to be conducted.  Patterns of abuse may include, but are not limited to, taking the same day of the week off on a regular basis, or taking sick time before or after a holiday, vacation, weekend, or other scheduled day(s) off. Proof of illness or injury may be required when there is reason to believe there is abuse, an employee has been absent for five or more consecutive work days, or an employee has been absent on sick leave for more than an aggregate of 15 days in a 12-month period. You may wish to contact the Department of Human Resources to discuss this type of situation.  In such instances, disciplinary action may need to be considered. Employees are required to call in before their scheduled work time when they are unable to work because of illness or injury in accordance with the policies in each unit.  Other absences, including vacation time, personal time, and compensatory time, must be requested and approved in advance of the date of the absence in accordance with the policies in each unit.  Except for emergencies, all absences must be requested in advance and approved by the supervisor.  Employees should be guided by their collective bargaining agreements and procedures established within their work unit.  Non-emergency absences not requested in advance are considered unauthorized. Supervisors are responsible for monitoring attendance of their staff and taking appropriate action.  This may include requiring medical evidence to be submitted to the Department of Human Resources if there is concern about use of sick time. If you have any questions about the sick leave policies and procedures, please contact the Department of Human Resources at extension 7506. *This is considered a confidential medical record, to be maintained in the Department of Human Resources only.  Supervisors and managers will be informed about necessary restrictions in the work or duties and any necessary accommodations. Updated January 2010, November 2012

The College is committed to the letter and spirit of the Americans with Disabilities Act (ADA) which is a federal anti-discrimination statute designed to remove barriers which prevent qualified individuals with disabilities from enjoying the same employment opportunities that are available to persons without disabilities.  Every reasonable effort will be made to accommodate special needs and the College has set aside funds for this purpose.  Complaints regarding lack of accommodation are handled by the Office of Affirmative Action and Workplace Compliance.
Benefit Package
Listed below are components of the benefits package:

  • Health
    • Traditional (not available to those hired after July 1, 2003)
    • NJ Direct 15
    • HMO’s
  • Dental
  • Prescription Drug
  • Vision Care
  • Retirement
    • Public Employees Retirement System (PERS)
    • Alternate Benefit Program (ABP)
  • Life Insurance
  • Tax Deferral Options
  • Flexible Spending Accounts
  • Workers’ Compensation
  • Disability
  • Unemployment

See State Employee Benefits Section of the Employee Handbook See Summary of Benefits Package for Classified Employee See Summary of Benefits Package for Unclassified Employee See Questions should be referred to the Benefits Office of the Department of Human Resources.

College Closings
The following is the approved Ramapo College of New Jersey policy regarding snow emergency and employee attendance:

  1. All employees are expected to be in attendance at work at all times specified by a prearranged schedule of work hours.
    1. All employees may be excused from work only by the President for reasons of snow or other weather emergency.  In such cases, accrued leave credits will not be charged. If an employee has an already excused absence (vacation, leave, etc.) during an unplanned college closing they will be charged with the previously requested benefit time.
    2. Absences from work may be excused by supervisors consistent with standing policy for individual employees for individual reasons.  In such cases, accrued leave will be charged.
    3. Some employees may be required to work to provide essential services.  These employees will generally be notified of this requirement in advance by supervisory personnel.  Depending on the conditions at the time, others may be notified by telephone.
    4. Employees who are required to work to provide essential services will be paid at regular rates for all hours of their regular work shift and at premium rates thereafter.
  2. Independently of the question of employee attendance, the President of the College may determine that College classes shall be canceled.  In such cases:
    1. All employees are expected to be in attendance at work.
    2. Accrued leave credits will be charged, consistent with standing policy, for individual employee absences.
    3. The College will use the public media to announce the cancellation of classes.

If there are questions concerning this Emergency Closing Policy, please contact the Department of Human Resources. Appropriate information will be provided to the radio stations listed below:

Radio Stations

WINS – 1010 AM WGNY – 1220 AM ENERGY 103.1 FM WGHT – 1500 WCBS – Newsradio 88 – 880 AM

Announcement Times

5:00 AM to 9:00 AM 6:00 AM to 10:00 AM 6:00 AM to 10:00 AM 6:00 AM to 10:00 AM 6:00 AM to 10:00 AM

Radio Station Telephone Hotline / Website
WOR – 710 AM
Information will be available through a telephone hotline, 1-877-871-9208 or on their website (  There will be no announcement over the radio.
Cable Television
5:30 AM, announcement will be displayed at the bottom of television screen during the morning newscast.
Web – announcements will be posted as available

Phone / Text / Email

Alert Me Now – Those who have signed up for Alert Me Now will receive messages as available.

You should be guided by instruction for Ramapo College faculty and staff and students, not State office closing ordered by the Governor.

During complete closings

During complete closings of the College (offices closed, classes canceled), a sign will be placed by the Public Safety Booth at the main entrance to the campus.

Unit Telephone Notification

Units are encouraged to develop telephone call chains with home telephone numbers of unit faculty and staff to disseminate information regarding College closings during inclement weather.

Telephone Announcement Line – (201) 236-2902

Because our telephone system is unable to handle effectively the increased volume of incoming calls during emergency circumstances, we have an announcement service at 201-236-2902.  College closing information will be on this line during snow emergencies.

Compensatory Time / Overtime
Overtime – Fixed Workweek Employees Employees serving in job titles assigned specific workweek limits of 35 or 40 hours are entitled to be compensated for approved time worked in excess of their normal workweek at the rate of time and one-half. (There are various exceptions to this such as special “emergency condition rates” and work done on a day off granted by Executive Order of the Governor.  Such matters are handled on a case by case basis in accordance with the State regulations, union contracts,  and local practice.)  Employees may request to be credited for overtime worked by receiving payment or compensatory time which is at the discretion of the College.  Once the compensatory time balance reaches 60 hours, however, all subsequent overtime must be taken in payments.  Compensatory time off can be taken with the advance approval of supervisors, as in the case with vacation time, but will be kept on record as long as it is not used.  During fiscal emergencies, the college may provide overtime compensation in compensatory time only, within Fair Labor Standards Act (FLSA) guidelines. Please note, in accordance with contractual agreements, any extension of the normal workday of fixed workweek staff beyond 15 minutes requires a full hour of overtime compensated at the rate of time and one-half.  Therefore, any necessary overtime should be planned to avoid this.  Overtime compensation procedures are contractual entitlements, and there should be no informal, in-house “banking” of extra hours worked by fixed workweek staff.  All hours worked beyond the normal workweek must be approved in advance by the supervisor and Unit Head, must be recorded on overtime sheets for appropriate record keeping and compensation. NE” (Non-Exempt) Employees Those non-faculty employees in the “NE” category of employment may have irregular or variable work hours.  The compensatory time policy for NL employees below applies to “NE” employees up to 40 hours per week.  Beyond 40 hours, the overtime policy for fixed workweek employees applies (i.e., rate of time and one-half in payment or compensatory time).  Compensatory Time Policies – “NL” (No Limit) Employees Bargaining Unit Employees Those non-faculty employees in the “NL” category of employment (non-fixed work week) have no claim or entitlement to time off or cash compensation for hours worked beyond their normal schedule.  However, unusual requirements for additional work time by these employees may be compensated by allowing roughly comparable amounts of time off, provided prior approval is given by the supervisor and Unit Head. It is the policy of the College to grant hour for hour compensatory time off, with above-referenced approval, only when employees are required to work on a regularly scheduled day off.  For those with Monday through Friday schedules, this means a Saturday, Sunday or Holiday.  Compensatory time will not be granted for work done as an extension of the regular work day except under extraordinary conditions which must be explained in advance and approved by the VP Admin. & Finance prior to the dates(s) on which the time is to be worked. It is the responsibility of unit heads to approve any extra time worked, schedule the time to be used, and maintain records of compensatory time balances.  Time earned must be used within one calendar year from the time it is earned. Management Employees (Salary Range D20 to D29) Those provisions explained above for bargaining unit staff will apply.  Time earned must be used within one fiscal year from the time it is earned. Management Employees (Salary Range D30 and Above) Those provisions outlined in the paragraphs above do not apply.  Employees in this category work schedules approved by their supervisors and are not eligible for compensatory time on Saturdays or Sundays.  They are, however, entitled to comparable time off on another work day approved by their supervisor if they work a State holiday.  Time earned must be used within one fiscal year from the time it is earned. Record-Keeping For fixed work week staff, overtime sheets are completed and compensatory time balances are maintained centrally in the Payroll Office.  For “NL” staff, compensatory time must be recorded on the recap timesheet on a bi-weekly basis. Approvals Supervisor and Unit Head must approve in advance working on a Saturday, Sunday or a Holiday.  Compensation for extension of normal work day can be considered only in extraordinary circumstances if approved by the supervisor, Unit Head and VP Admin. & Finance. Compensation Exempt, or “NL” employees, are not entitled to cash compensation on compensatory time balances when leaving the employ of the College. Overtime Eligibility and Compensatory Chart (PDF)  September 16, 2009
Confidential Information

The Family Educational Rights and Privacy Act (FERPA)

Also known as the Buckley Amendment, this is the Federal legislation that governs education rights and privacy.  This legislation protects students both past and present.

  • Rights to student records become solely the student’s rights upon enrollment in an institution of higher education.  This means that even parents do not have the right to view or obtain information from student’s records unless express written permission is on file from the student.  Exception: if dependency is proven with tax return and canceled checks for tuition, parents retain the right to information about their child’s records.
  • Personally identifiable information cannot be disclosed – this includes name, social security #, practically any information about a student.  Exception: “directory information” as defined by institution.  Ramapo’s definition: whether student is/was enrolled, whether part time or full time, what school of study, whether degree was granted.  This information is only to be disclosed by the Registrar’s office, and ONLY to those with a legitimate academic interest.  (i.e., other colleges, prospective employers, or student’s professor if it pertains to student’s class work, academic standing, etc.)Example: Professors may not post final grades by social security number.  While this seems to be a popular method of letting people know their grades, it easily can identify students and gives access to those students’ social security numbers.  Instead, professors wishing to post grades should assign a non-identifying number or letter to each student and then post the grades.  For the same reasons, students’ work should not be left out in the unit for students to come and pick up. If it is necessary to leave work for students, there are other ways to do it, for instance having each student provide an envelope and leaving the work in sealed envelopes to be picked up.
  • Students should view their grades on the web.
  • Registrar’s office will release specific information to lending institutions for financial aid purposes.
  • Registrar’s office will release certain information if under subpoena; however, before releasing any information, the student is notified in writing and given a number of days to respond with permission or to get a court order to quash the subpoena for student’s records.


The consequences for giving misinformation or disclosing these kinds of protected information are quite serious.  Aside from being a very poor representation of Ramapo College, releasing any of this information could put a student in serious harm in a number of ways – financially, and quite possibly, a student’s very safety could be jeopardized.  Any time information is released there is a real opportunity for it to be used fraudulently. Finally, the ultimate liability: the law states that any institution violating the Buckley Amendment can lose its funding.

Information Systems

With such wide usage of electronic equipment, some of the old physical safeguards have been lost, such as file cabinets and offices that can be locked.  While electronic correspondence has become so free and easy, we must remember how vital privacy is; how important and confidential all of the information we handle is; and especially, how easily systems can be misused. ITS does have some safeguards against misuse of College systems, such as alarms that signal wrongful, unauthorized intrusion into the system; however, each one of us must do everything possible to secure our data – this includes everything from keeping passwords secret and logging out of computers to protecting information in word processing documents. Although many of us believe that we are all basically honest people, it is key to remember that the review of ANY computer data that is not directly related to your job is illegal, unethical, and inappropriate.

Personnel Records

There is a Right to Know law which states that records of government agencies must be accessible to the public.  This does NOT include personnel records and confidential employee information other than: name, title, position, salary, and length of service.  In addition, there must be a public need for this knowledge; it does not mean that employees’ information is open to general inquiries and/or scrutiny, or that a raise can be demanded on the basis of another employee’s salary.

  • All requests for information on a present or past employee must be referred to the Department of Human Resources.  This includes requests for verification of employment, reference checks, requests to contact employees. An exception is if a specific individual has been named as a personal reference – then that person may provide comments as asked.
  • Any request or subpoena for personnel records is handled by Human Resources first notifying the employee and giving a number of days to respond with permission or to get a court order to quash the subpoena before that request will be fulfilled.
  • Medical records of employees are highly confidential – they are kept in a separate file from the “regular” personnel file.  The records include doctor’s notes, sick or disability leave information, etc.  In order to stay in compliance with the laws, only Human Resources personnel are authorized to handle this information.  For example, if an employee must go out on medical leave for any reason, Human Resources will notify the unit of the leave, expected length of leave, and any special restrictions ordered on employee’s return to work, but the unit will not be notified of the illness or diagnosis.  The purpose of these laws is to prevent any employment decisions being made on the basis of this information.
  • Employees being charged with the release of confidential information are indemnified by the state and will be represented by the College, UNLESS the Attorney General determines that fraud, misconduct, conflict of interest, or malice were involved.  If any of these elements should be present, the employee faces disciplinary action.  In other words, employees are protected from personal liability as long as the employee acted within the scope of his or her job and to the best of his or her ability.

Some key points to remember when handling any type of confidential information, whether computer, student, or employee records:

  • Never disclose your password, or leave it written anywhere in your office, and never leave your computer unattended if you are not completely logged out of the system or program.
  • Protect all files AND all letterhead and envelopes.
  • Shred any printed material containing confidential information.
  • Be careful what you say; do not disclose confidential information, even to other faculty and staff.
  • Read the recently developed Code of Professional Conduct – it pertains to us all.
  • CAREFULLY instruct student aides about confidentiality, consequences of dissemination of information, how important it is for them to conduct themselves appropriately.
  • Before disseminating confidential information, determine whether it would more appropriately be handled by another unit – i.e., a request for verification of student information should be handled by the Registrar’s office, while a request for information about an employee should be handled by Human Resources – these offices are thoroughly familiar with the laws and procedures governing each of these areas.

NOTE: Please shred confidential information or place in shredding receptacles located around the campus.

Job Descriptions

Consider using this language for all applicable job descriptions in your unit, “Safeguards the confidentiality of departmental or office administration by exercising discretion in communicating information to faculty, students and staff, and handling departmental records and files, personnel actions, grade reports, merit, promotion and tenure decisions, and similar confidential materials.”

Disciplinary Procedures
Discipline is the last in a long line of supervisory duties that may eliminate the need for it.  Supervisors have responsibilities in the following areas:  orienting and training employees; establishing, communicating, and enforcing rules, policies, and procedures; identifying and solving problems and providing feedback; and coaching and counseling employees. Sometimes the supervisor must resort to discipline.  Discipline should be considered a supervisory tool that assists employees to meet expectations.  The purpose of discipline is to correct behavior, not punish it.  Progressive discipline, applied in graduated steps, is effective by providing opportunity and coaching for correcting poor performance and improper behavior. Employees should be counseled about infractions and unacceptable behavior and warned that discipline may result from the continued pattern of behavior.  If the behavior is not corrected after this counseling, progressive discipline normally begins with a written reprimand, then suspensions without pay, and, ultimately, termination.  The number of steps and their sequencing depends on the seriousness of the offense and the previous record of the employee.  Documentation at each step is critical. When discipline is contemplated, the Department of Human Resources must be notified immediately with all information relating to the problem.  In the context of other disciplinary actions taken at the College, we can then advise supervisors of the information needed to proceed, the soundness of our position given all the facts, and the necessary steps to be taken.  We are guided in these processes by State regulation and employment contracts, as well as by general law and accepted management practices. Once this preliminary discussion with Human Resources has taken place, the supervisor must complete a thorough investigation, including a conference with the employee.  Depending on the nature of the infraction, the investigation may also include interviewing any witnesses, visiting the site of the occurrence, and establishing a chronology of events, among other things.  Records of previous counseling or corrective action should be reviewed. When an employee is to be interviewed with some disciplinary action against them a likely result, the employee has a right to have a union representative present to assist him/her.  There is no requirement to notify the employee of this right; however, we must agree to such requests when and if they are made.  The union representative’s role is not to negotiate, control, or in any way interfere with the conduct of the interview.  The union representative is present to make suggestions, ask questions, or advise the employee only.  (As always, management has a right to meet with employees in all non-disciplinary matters with no union representative present.) Once all interviews and other investigative work are completed, the supervisor should consult with the Department of Human Resources to determine jointly what penalty, if any, should be assessed. If discipline is to be taken, initial notice is given to the employee from the supervisor, with a copy to Human Resources.  The notice must contain an explanation of the general charge, such as “neglect of duty,” the date(s) and specific act(s) in question, and the specific disciplinary action being taken.  Reference to previous counseling, warning or discipline should be included.  There must also be a statement of appeal rights.  It is recommended that Human Resources review a draft of the disciplinary notice before it is sent to the employee.  Employee appeals are handled by Human Resources and normally involve a hearing before the Director of Employee Relations who usually serves as the College’s Hearing Officer. Close coordination between the supervisor taking the action and Human Resources is very important.  The College has been successful in past disciplinary matters because of such cooperation between the parties, careful attention to regulations, and comprehensive preparation and investigation.  Although the Merit System Board, Administrative Law judges, and arbitrators have appeared to be very biased in favor of employees in disciplinary decisions, this does not mean that employees cannot be disciplined up to and including termination when it is deserved and the College’s case can be proven. Supervisors should follow basic principles of fairness, consistency and firmness.  Properly handled discipline can improve working relationships and resolve problems, and results in an equitable and fair working environment for all employees.

Driver's License Extract and Background Checks
The Department of Human Resources is responsible for having new hires complete the attached at the time they come to this office to complete documentation to place them on the College’s payroll.  As a unit director, you will be responsible for notifying us when individuals are hired into your unit whose job responsibilities include driving for the College.  This procedure is required whether employees use their own or College vehicles. Typically the staff to which this policy applies is Admissions Counselors, Coaches, staff in Facilities and Public Safety. It is recommended that you inform prospective employees of this requirement during the final interview process. Students on our payroll should not be permitted to drive College vehicles without a check of their driving record.  Unit heads should make these arrangements through Public Safety.  Students not on our payroll are not permitted to drive College vehicles. Please be aware that State coverage applies after private insurance coverage has been exhausted. Please refer to the College’s Use of College Vehicles Policy available in the Office of Budget and Fiscal Planning. Drivers are also required to successfully complete a drug and alcohol screening. Criminal background checks are conducted for all new hires, including faculty and staff. Reference checks for prospective employees are conducted in accordance with college procedures. See Background Check Policy.

Driver’s License Extract Memorandum(PDF)

Emergency Notification
Employees are required to complete an Emergency Contact Form.  The information will be maintained in the Department of Human Resources for use only in the event of an emergency involving a member of the faculty or staff.  It is maintained electronically as well as in hard copy. Unit heads are encouraged to maintain home telephone numbers of their faculty and staff for use in the event of College closings or other purposes.  Please do not call the Department of Human Resources for home telephone numbers of Ramapo College faculty and staff.
Employee Assistance Program

  • Confidential
  • No Fee
  • Counseling Service

Find real solutions to today’s tough problems. Find real understanding for confusion, depression, anxiety, and anger. Find help and hope when you need it most.

Employee Consulting Associates

Bridging the gap between problems and solutions The Employee Consulting Associates provides our Employee Assistance Program.  This is a confidential counseling referral service for all College employees at no cost.  It may be used in any of the following circumstances:

  • Have received an unsatisfactory rating on their annual performance review;
  • Have received an unsatisfactory performance rating and an improvement plan is not effective;
  • Have personal problems that affect their job performance; or
  • Have family members who are experiencing personal problems that affect the employees’ job performance.

The Employee Consulting Associates can be reached by calling 1-888-291-1524.  Additional information is available in the Department of Human Resources and on the Human Resources web page (Employee Assistance Program).

Employee Recognition
The Ramapo College of New Jersey Employee Recognition Program was established to acknowledge the good work and special achievements of Ramapo College faculty and staff. The program consists of:

  • Service Awards Program
  • Suggestion Award Program
  • Employee Excellence Awards

Details follow. For additional details, please contact the Department of Human Resources on extension 7506.

Ramapo College of New Jersey Service Awards Program

The Service Awards Program acknowledges faculty and staff upon completion of each five years of employment with the State of New Jersey (i.e. State employment served outside Ramapo College will count). Years of employment are determined in accordance with the New Jersey Administrative Code 4A:6-6.8. Awards consist of certificates and gift items which are presented at the annual Service Awards reception.

Ramapo College of New Jersey Suggestion Award Program

Purpose To provide a formal mechanism that will encourage faculty and staff to make suggestions that will produce a notable economy or improve service to the public, student or employee safety, or student or employee welfare. Eligibility Any faculty or staff below the level of Vice President and employed by Ramapo College at the time of the submission are eligible to participate in the suggestion program. Eligible Suggestions An eligible suggestion is defined as a constructive idea whose design and purpose is to help solve a problem, improve operations or procedures, reduce costs, or make Ramapo College a better place to work. The suggestion must be original, or a new application of an old idea; the suggestion must be implemented; there must be a casual relationship between the suggestion and implementation of the improvement. Topics not eligible for consideration include complaints and criticisms, wage and salary issues, and non-business concerns. Suggestions not eligible for an award are those which are part of an employee’s duties and which the employee has the authority to change or the responsibility to bring to the attention of a supervisor; those concerning routine maintenance of buildings and grounds which should normally be reported; and those that do not propose a method or way to make an improvement. How to Submit a Suggestion All suggestions to be considered for evaluation must be submitted in writing to the Department of Human Resources. While there is no prescribed form for the suggestion, there are certain items that must be on each suggestion submitted for consideration. They are:

  • Suggester’s Name
  • Suggester’s Immediate Supervisor
  • Suggester’s Department/Unit
  • Suggestion Topic
  • The current situation and how the current situation can be improved
  • Estimated Savings, including calculations of savings

The Department of Human Resources will “log” the suggestion and forward it to the Suggester’s supervisor as well as to affected parties for comment. The suggestion with all documentation and comments will be forwarded to Senior Staff for their decision regarding implementation of the suggestion. (Senior Staff may appoint a Suggestion Awards Committee each year). The suggestion will be evaluated based on:

  • cost-saving features
  • effect on operations
  • effect on quality of services
  • consistency with other ongoing priorities

Approved Suggestions For suggestions that are approved by Senior Staff for implementation, awards may be made at the discretion of Senior Staff. Awards for money saving suggestions will be 10% of the first-year gains or savings, up to a maximum of $10,000. If it is not possible to determine monetary savings, a cash award may be based on effectiveness of the solution and seriousness of present problem. Awards for suggestions that do not result in easily-measured gains may be considered by Senior Staff. Such awards may be small cash prizes or selected gift items. All awards are subject to federal and state taxes.

Ramapo College of New Jersey Employee Excellence Awards

This award is to recognize some special accomplishment or contribution. It is up to the employee’s supervisor/unit director to recommend the employee for special recognition. The supervisor/unit director must provide significant justification about why the employee has earned special recognition. The award would be a certificate or prize. Types of contributions or accomplishments to consider are:

  • Heroism for performance of acts of bravery or personal sacrifice above and beyond the duties and responsibilities of the employee’s position which reflect credit upon Ramapo College of New Jersey.
  • Outstanding acts of public service above and beyond the duties and responsibilities of the employee’s position which reflect credit upon Ramapo College of New Jersey.
  • Professional achievement in recognition of meritorious accomplishments which need not fall entirely within the scope of normal duties.
  • Community service through organization activities outside the workplace.
  • Others as appropriate.

Awards will be at the discretion of Senior Staff. A maximum of two such awards per year will be given. Recognition Awards Program Policy

Employment Categories
See Employee Categories in the Employee Handbook Faculty/Librarians

  • Represented by the American Federation of Teachers (AFT)

Unclassified Staff

  • AFT Professionals
  • Managers (non-aligned)

Classified Staff

  • Communication Workers of America (CWA) Professional and Support
  • International Federation of Professional and Technical Engineers (IFPTE) –  Public Safety and Maintenance
  • “Confidentials” – non-aligned because of work involved with the labor relations process

Fixed Work Week

  • 35 hours or 40 hours

NL – “No Limit” – Exempt from Fair Labor Standards Act NE – Not exempt from Fair Labor Standards Act but may have variable schedule Overtime Policy – See Overtime section of Employee Handbook Compensatory Time Policy – See Compensatory Time Policy of Employee Handbook Unit Heads need to keep in mind that different categories of employees have different entitlements, belong to different bargaining units with different contracts, different overtime/compensatory time issues.

Exit Procedures
Unit heads are responsible for ensuring that the items listed are collected and returned to the appropriate College offices. Following is a checklist of items for which the employee is responsible prior to the last day of employment at Ramapo College. The employee must return any of the applicable items listed below to the supervisor/unit head. The supervisor /unit head who will ensure that all items collected are returned to the appropriate College office as noted.

Item to be returned

Ramapo College keys Ramapo College uniforms Ramapo College Library materials Access cards/stickers for the disabled parking areas Employee I.D. card College purchased computer equipment/software All College-related business records including electronic records and files Any other College property

Where to return it

Facilities Public Safety Library Public Safety Human Resources ITS Unit Head as appropriate

Please note, any downloaded electronic data must be destroyed or physically returned to the College. On the first business day following the employee’s day of employment, their network account login will be disabled and they will be unable to access any network drive.  This includes e-mail, voice mail, network access, access to drives (“P” and “U”), My Luminis/Employee Self-Service, Library on-line data base, and wireless access. If the employee wishes to retrieve any personal information saved on College electronic resources, it must be downloaded by the end of the last day of employment.  Unit heads should ensure the employee has not stored any College records on inaccessible or insecure locations such as a local hard drive, portable drive or the individual U: drive. The employee must repay any money due to the College.  Any outstanding balances must be paid in full to Business Services prior to the last day of employment. The New Jersey Uniform Ethics Code, Section VIII outlines several post-employment restrictions, including the use of confidential information. For more information or questions about the Code, please contact the Ethics Officer at: (201) 684-7504. All applicable items listed must be completed prior to the issuance of the final paycheck.
Flexible Work Arrangement
Ramapo College of New Jersey recognizes the need to support members of its diverse community as they balance the demands of work and family.  Therefore, the College will consider flexible work arrangements when such arrangements are beneficial to the College and the Employee.  Approval of a flexible work arrangement will be at the sole discretion of the College.  Final approval and arrangements for situations covered by the policy are at the discretion of management and are not givable.  Moreover, the individual approved for a flexible work arrangement must demonstrate an ability to work independently and budget time effectively. Please refer to the Flexible Work Arrangement Policy on the Human Resources web page.
Foreign National Hiring

Program Description

Ramapo College of New Jersey (the “College”) may sponsor foreign nationals for work visas to be employed by the College on a temporary or permanent basis, as needed.  It must be understood, however, that immigration regulations are complex and the process may be time-consuming.  In addition, the decision to hire a foreign national employee requires a commitment of resources; therefore, no such hire will be made without authorization from the Provost.  The College as the employer, and the foreign national as the employee, both have responsibilities and obligations related to the various visa processes and procedures.  The College will, in its sole and absolute discretion, assist candidates in the process of attaining appropriate visa status, and will pay those fees that are required by law. The employee shall be responsible for maintaining appropriate visa status to be authorized to work at the College, if and when applicable, and will pay any fees not absorbed by the College. The College may, in its sole and absolute discretion, seek repayment for any funds advanced in connection with the immigration services being advanced for any employee provided that the reimbursement of such monies is permitted by law.

General Procedure

The following procedure serves to clarify institutional and employee responsibilities and obligations for the hiring of non-resident aliens as well as to ensure consistency of procedures for such hires. It is important to note that certain procedures for nonimmigrant and immigrant visas are different and will be more thoroughly outlined in subsequent documentation pertaining to same.

General College Responsibilities

The Office of International Student and Scholar Services (ISSS) at the Roukema Center for International Education (RCIE) is responsible for overseeing both nonimmigrant and immigrant visa application processes, including compiling the necessary documents and fees for submission of applications to the Department of Labor (“DOL”), the U.S. Department of State (“DOS”) and to the U.S. Department of Homeland Security (“DHS”), and U.S. Citizenship and Immigration Services (“USCIS”) for the visa in question. ISSS ensures that the College maintains compliance with all applicable laws and regulations set forth by the DOL, DOS, DHS, USCIS, and other government agencies related to international students, faculty staff, or other international visitors, and their accompanying dependents.  The ISSS will also assist with the renewals/extensions of nonimmigrant visas as needed. International Student and Scholar Services is the only unit officially authorized to represent Ramapo College with regard to processing the Labor Certification and all visa documents (F-1, J-1, H-1B, LPR, O-1, TN etc.) of nonimmigrant aliens for all schools.  Only the Deans or the Hiring Managers will be authorized to sign the support letter and the Competitive Recruitment Report for the PERM Labor Certification to be submitted to the USCIS and DOL respectively.  Samples of the support letter/report will be provided by the ISSS. Preparation and planning for immigration applications will be performed in coordination with the College’s Department of Human Resources and ISSS.  The Department of Human Resources will notify any union of any application for either nonimmigrant or immigrant status for a potential employee as is required by the law and by policies in any Collective Bargaining Agreement between the College and the union. The Department of Human Resources is responsible for monitoring the non-immigrant status of foreign national employees who are placed on the College’s payroll to ensure that all employees are authorized to work in the United States and have satisfied the Department of Homeland Security’s I-9 Employment Eligibility Verification Form requirements for the time that they remain on the College’s active payroll. Nonimmigrant (e.g., H-1B, O-1, TN, J-1, F-1) and immigrant (PERM/”Green Card”) visa status can be requested for tenure-track faculty and full-time staff on a temporary or permanent basis, as needed.  A determination whether to process a case “in-house” or to refer it to a private attorney is made on a case-by-case basis, depending upon variables such as type of case, level of expertise required, employment category that provides the best fit of individual qualifications, history of non-immigrant visa status, time allowance, terms of employment, etc.  Review of available options is based on documentation and information provided by the nonimmigrant foreign national, followed by preliminary dialogue with the immediate supervisor who would support the permanent residency application. Staff members must hold a permanent position at the College and must have been employed at the RCNJ in H-1B or O-1 visa classification for at least two years in order to be eligible for sponsorship for permanent residence by the College.  Staff must obtain approval from ISSS if the Permanent Labor Certification Application is to be processed by an outside attorney.  ISSS will consult with the Provost’s Office if attorney costs may by incurred by the College.  If a foreign national is authorized by ISSS to retain the service of an attorney for any visa categories, ISSS must sign any formal documentation including USCIS Form G-28, Notice of Entry of Appearance as Attorney or Representative, as the official representative of the College.  Other hiring officials, faculty members or staff members are not authorized to sign on behalf of the College. Under no circumstances should the hiring department make any commitment of sponsorship for permanent residence to the employees and should be referred to ISSS for preliminary consultation. The College will pay for the government instituted application processing fees and for attorney fees accompanying the filing of either a nonimmigrant or immigrant visa application, if necessary and as required by law, and in the sole and absolute discretion of the College.  The College will not pay for premium processing fees or associated attorney fees for premium processing.  Exceptions will be made for premium processing fees paid only where such filing is clearly for and on behalf of the College’s benefit and the fees are clearly delineated as a College business expense, such as, where recruitment efforts have not produced a viable candidate, and timing is a factor.  Approval by the Provost in consultation with ISSS for such delineation shall be required. Because nonimmigrant visa status is temporary in nature, and carries a specified term limit, it may be necessary for the employee to renew his/her nonimmigrant visa in order to remain employed by the College or to attain permanent resident status to continue employment at the College (this is especially the case if a job offer is made after the prospective employment candidate has been on a nonimmigrant visa). The College is fully responsible for attorney fees and advertising costs associated with the PERM labor certification process, a necessary component of the permanent residency process for some prospective employees, and any other fees that may be incurred by the College in connection with the PERM Application (otherwise known as the “first step” to obtaining a green card or immigrant visa), as is now or hereafter required by law. By law, any prospective employee who does not have proof of work authorization (pursuant to the I-9 document verification requirements referenced above) may not be placed on or remain on the College’s active payroll and will not be permitted to perform any work until valid work authorization and identity documents can be provided pursuant to the Form I-9 document requirements. Employment verification on the Form I-9 shall be undertaken by the Department of Human Resources in a nondiscriminatory manner. The College shall not determine which documents the prospective employee should show in the verification process. That shall be the choice of the prospective employee.  The verification shall be made on or before the date when the employee’s work authorization is due to expire. Any reverification shall take place in accordance with the employment verification rules promulgated by the DHS, the Office of Special Counsel for Unfair Immigration-related Employment Practices (“OSC”) and any other organization with rules that govern the employment verification process. All search materials must be transferred to the Roukema Center for International Education where they will be retained for six and one-half (6-1/2) years for federal auditing purposes.

General Employee Responsibilities

The employee shall continue to be responsible for keeping his/her nonimmigrant visa status up to date in order to be authorized to work at the College.  The employee shall inform the Department of Human Resources and International Student and Scholar Services (ISSS) within 180 days of any potential lapse of their immigrant or nonimmigrant status. The employee shall provide all necessary information required for submission of the nonimmigrant or immigrant visa application upon any request by the College or its legal counsel. The employee must provide timely notification to the Dean/Unit Head, ISSS at the Roukema Center for International Education, and the Department of Human Resources if the temporary status needs to be extended, or if there are any emerging issues with regard to the nonimmigrant status. The College shall not be responsible for assisting any spouse or children of the employee to either obtain or maintain their immigration status in the U.S. The employee is required to pay for any premium processing fees.  Exceptions may be made for premium processing fees paid only where such filing is for the College’s benefit and the fees could be delineated as College business expenses, such as, where recruitment efforts have not produced a viable candidate, and timing is a factor.  Approval of the Provost (or his/her authorized and designated representative) in consultation with ISSS for such delineation shall be required. Because the nonimmigrant visa status is temporary in nature, it may be necessary for the employee to renew their nonimmigrant visa, or to attain permanent residency status (green card) to continue employment at the College.  The ISSS at the Roukema Center for International Education will assist in the renewal of nonimmigrant visa status. While the College will pay for attorney fees and advertising costs associated with the PERM labor certification process for permanent resident status, the employee shall bear all other costs required for the permanent resident application, including any and all associated attorney fees and related costs for the filing of the Form I-140 and subsequent adjustment of status application (I-495) (or consular processing) as required by each particular case. It is important to note that any foreign national employed by the College shall also be bound by all College policies, laws and regulations, including the Code of Conduct, ethics and reporting requirements, as required by any and/or all other Ramapo College employees. Should the College act, in any capacity, as a sponsor in connection with the immigration status of a foreign national employee, it is expected the employee will remain employed with the College for at least two years after attainment of permanent residency (unless a contract is not renewed or the employee is discharged for cause).  Failure to remain employed with the College for two years after attainment of permanent residency (green card) shall give rise to an obligation by the employee to reimburse the College for “liquidated damages” (not a penalty) for expenses and fees associated with the permanent residency process (as permitted by law).

Summary of College Responsibilities:
  • Compile necessary documents and fees for submission to DOL, DOS, and DHS
  • Assist with visa application and renewals/extensions
  • Notify union of any applications for either nonimmigrant or immigrant status
  • Monitor non-immigrant status
  • Ensure all employees are authorized to work in the U.S. via Form I-9
  • Pay for those fees as required by law (attorney fees and advertising costs associated with the PERM labor certification process)
  • Retain search materials for 6-1/2 years
Summary of Employee Responsibilities:
  • Maintain up-to-date nonimmigrant visa status
  • Inform HR within 180 days of potential lapse of immigrant or nonimmigrant status
  • Notify College promptly of any emerging issues of nonimmigrant status
  • Work with an outside attorney approved by the College for Lawful Permanent Resident process if needed
  • Abide by all College policies and procedures
  • Remain in the employ of the College for two years after attainment of permanent residency
  • Pay for those fees not required by law to be paid by the College (premium processing; attorney fees for premium processing; costs required for Permanent Resident application (except for advertising and attorney fees), such as fees for filing Form I-140, and subsequent Adjustment of Status Application (or Consular Processing)

Board of Trustees Foreign Nationals Policy – 482 See also College Search Process October 16, 2009

Our goal is always to resolve disputes amicably, without resorting to formal grievances and hearings.  However, grievance procedures and access to due process are entitlements available to faculty and staff.  Grievances filed by classified staff are handled by the Department of Human Resources.  Grievances filed by faculty and unclassified staff are handled by the Department of Employee Relations.  Details are included in the appropriate bargaining unit contracts.  There is also a Complaint Resolution Policy. In addition to these grievance and complaint resolution procedures, there are various policies that provide a mechanism for due process in the event of a complaint.  These policies include Discrimination, Harassment, Hostile Environment in the WorkplaceSexual Harassment (handled by Affirmative Action and Workplace Compliance), and Code of Professional Responsibility (handled by Employee Relations).  Abbreviated versions of the policies are in the Employee Handbook. We rely on our unit heads to maintain a work environment that is respectful and free of hostility.
Hiring Procedures for Classified Staff
Hiring Procedures for Unclassified Staff
Hiring Procedures for Temporary Staff

Hourly Temporary

Hourly, temporary positions are those considered not regular, recurring, established, and ongoing positions.  They may be full or part-time, classified or unclassified, and have a fixed term of employment.  Funding sources vary and may include grants. Employees in hourly, temporary positions are paid out of salary blanket accounts and are hired for a special project or purpose. Search procedures for such hourly, temporary employees may be waived with the approval of the Director of Affirmative Action and Workplace Compliance for unclassified staff and the Director of Human Resources for classified staff. Procedures regarding the employment of hourly temporary employees follow:

  • Hourly, temporary employees hired for specific projects are permitted for a limited period of time, not to exceed six months on a full-time basis, or twelve months on a half-time basis.  Search procedures may be waived with the approval of the Director of Affirmative Action and Workplace Compliance for “unclassified” work, or the Director of Human Resources for “classified” work.
  • Authorization for all such hires must be given by the VP of Administration & Finance.
  • The source of funding for such hires is irrelevant; College procedures must be followed, even in the case of grant-funded positions, regarding searches, and classification and compensation matters.
  • Letters of appointment come from the President for “unclassified” work and from Human Resources for “classified” work.  Letters should specify the temporary nature of the assignment with continued employment subject to the availability of funds and programmatic needs of the College, among other considerations.
  • Hourly, temporary employees must be placed in the appropriate pension system at the start of the second year of employment if earnings exceed $1,500 annually.
  • Hourly, temporary employees must be placed in temporary College “lines” at the start of the second year of employment if they work more than six months full-time, defined as working 35 hours per week, or twelve months half-time, defined as working an average of 17½ hours per week or more.  The maximum number of hours permitted to be worked for hourly, “temporary” salary blanket employees for the year is 944.
  • Within the six-month employment period for full-time or twelve-month for half-time, consideration must be given to the ongoing need for the function, likelihood of continued funding source, and whether or not search procedures will be put in place.  Incumbents may apply for ongoing, temporary positions going from the “hourly” to “line” category.
  • Search procedures shall be required for appointment to an approved permanent “line” unless waived by the Director of Affirmative Action and Workplace Compliance for unclassified staff and the Director of Human Resources for classified staff.  Hourly, temporary incumbents may apply for ongoing, temporary positions.
  • Letters of “reappointment” must be prepared on an annual basis for ongoing, temporary, hourly employees who work less than full-time for six months or half-time for twelve months as defined above.  Letters of reappointment come from the President for “unclassified” work and from Human Resources for “classified work”.  Letters should specify the temporary nature of the assignment with continued employment subject to the availability of funds and programmatic needs of the College, among other considerations.
  • Dual assignments must be monitored carefully to avoid the situation where multiple part-time assignments compute to full-time work (i.e. temporary, hourly assignment plus adjunct work).
  • “Intermittent” titles, in accordance with Salary Administration Memorandum 8-88, need to be established for ongoing “classified” functions with anticipated turnover of staff within the function and unpredictable work schedules (such as drivers).

Staffing Requisition Form  should be used to request approval for temporary, hourly, non-student employees (those employees not in regular budgeted lines) paid out of a salary blanket account. Individuals may not begin to work until the Staffing Requisition Form   is completed with all necessary authorizations. Rate of pay must be established in consultation with the Department of Human Resources. A job description is required for this purpose. Salary blanket accounts may be established through the Office of Budget and Fiscal Planning (Maria Krupin, extension 7762). Grant accounts may be established through Institutional Advancement (Russell Reinhardt, extension 7479). Completed Staffing Requisition Forms should be submitted to the Director of Human Resources with all applicable documentation attached.  Employment letters will be issued by the Department of Human Resources prior to the start of the assignment. For the hire of student workers, please contact the Cahill Center or go the Supervisor’s Guide to the Student Assistant Program.

Job Descriptions

There are a variety of documents that are considered “job descriptions.”  Each document serves a different type of purpose.

Job Specification

Each position at Ramapo is assigned an official “State” title (e.g. Professional Services Specialist 3, Director 2, Secretarial Assistant 3).  For each such title there is a “job specification” which provides a description of the position in a broad and comprehensive way.  Job specifications include a job definition or job summary, examples of work, education and experience requirements, and job knowledge, skills and abilities necessary to do the work.  See Job Specifications on the Human Resources web page.

Performance Assessment Review (PAR) for Classified Staff and Annual Performance Assessment System (APAS) for Unclassified Staff

The College’s performance appraisal systems require job descriptions to be developed in a way that performance of the work can be evaluated.  For PAR, Section 1, Job Expectations, lists Job Responsibilities and Essential Criteria for the purpose of evaluating work performance.  For PAS, Part 1 lists Major Duties and Responsibilities, Goals and Projects for the same purpose.  For assistance in developing these documents, see the Department of Human Resources for PAR or the Office of Employee Relations for APAS.

Position Classification Questionnaire (DPF-44)

This document is used to describe a job in the classified sector for the purpose of appropriately classifying the position.  The information includes work (duties) performed, percentage of time and order of difficulty, and supervisory responsibilities.  Please refer to the Reclassification Procedures for Classified Staff for additional information.

Job Descriptions

Job descriptions provide a general overview of a particular position and should include a position title, job definition or summary, specific examples of work or tasks actually performed, essential education and experience requirements of the position, and additional skills, knowledge and abilities that would be useful for the individual to possess.  Reporting relationships should be indicated and the document should be dated. Job descriptions are used to develop postings and ad copies when a vacancy needs to be filled.  Job descriptions are used during the search process to provide a realistic description of the position, and are provided to new employees upon hire.  They also may be used for classification review, although additional details are required for such an analysis, such as percentage of time spent on tasks, order of difficulty, and other relevant data.  (Please see Reclassification Procedures for Unclassified Staff and Reclassification Procedures for Classified Staff on the HR web page for additional details.)  Every employee should have an up-to-date job description.  Job descriptions should be reviewed annually and updated if necessary. Job descriptions which describe a specific position are different from job specifications which describe a category of jobs.  They are also different from the Performance Assessment Review (PAR) form used to evaluate classified staff or the Annual Performance Assessment System (APAS) form used to evaluate unclassified staff. Although job descriptions should not be excessively lengthy, it is important to include all “essential functions” of the job, which should be listed in order importance.  The essential functions of a job are those “fundamental job duties” that an individual who holds the position must be able to perform unaided or with a “reasonable accommodation.”  A job function may be considered essential if the reason the position exists is to perform that function; or the function is highly specialized so that the incumbent was hired to perform that function; or the function is highly specialized so that the incumbent was hired to perform the particular function.  In addition, if the job has specific physical requirements (such as lifting, bending, and reaching) or requires using certain equipment, this is important information to include in a job description. We also encourage the following language to be included in all applicable job descriptions, “Safeguards the confidentiality of departmental or office administration by exercising discretion in communicating information to faculty, students and staff, and handling departmental records and files, personnel actions, grade reports, merit, promotion and tenure decisions, and similar confidential materials.” Since virtually all of our jobs include computer work, a detailed description of software proficiency is required on all job descriptions. Below is a sample job description for your use and reference. Sample Job Description (DOC) Performance Assessment Review Sample for employees (pdf) Sample Job Specifications

Leave Policies / Leave Entitlements
A synopsis of leave policies (vacation, sick, administrative/personal, leaves of absence, family leave, etc.) is located in the Policies Regarding Absences Section of the Employee Handbook. As a supervisor, you should keep in mind the following:

  • Except for unexpected illness or emergencies, all leave time taken by your unit employees should be requested in advance and approved by the supervisor.  Procedures for resolution of conflicts regarding leave requests are included in some union contracts, but such unresolved conflicts should be referred to the Department of Human Resources.
  • Leave requests for medical reasons (personal or family) should be referred to the Department of Human Resources immediately.

Supervisors are cautioned not to allow alternate time off for overtime worked for fixed work week staff since such staff is entitled to time and one-half (in time or pay) for excess hours worked.

Notice of Resignation
Notice of resignation should be made in writing and given to supervisors providing reasonable advance notice.  Classified staff are required to provide a minimum of 14 days written or verbal notice.  Unclassified staff are expected to continue to serve until the completion of the academic year or their term of appointment.  The College expects sufficient advance notice of any intended resignation/retirement in order to plan adequately. Separating employees must contact the Department of Human Resources to arrange for separation processing.  All staff who are terminating employment with the College must clear and/or return the following items before terminating:

  • All library books to the Library
  • Any College equipment to the department or area involved (such as media center, uniforms, etc.)
  • College keys to Facilities
  • Money owed to the Business Services
  • College ID cards returned to the Department of Human Resources
  • Prescription Drug card returned to the Department of Human Resources

Arrangement must be made by all faculty to submit all grades, with provision for making up any INCOMPLETE or change of grade, and for securing departmental agreement for plans to vacate office space. When faculty/staff separate from Ramapo College, ITS terminates the employee’s network access on the first business day following the last day of employment.  This includes e-mail, voice mail, network access, access to drives (“P” and “U”), My Luminis/Employee Self Service, Library on-line data base, and wireless access.  Following an employee’s separation, the unit head should contact ITS to make arrangements for reimaging the former employee’s computer Failure to observe all of the above may result in delay in receipt of the final paycheck.

Orientation of New Employees
A lot of effort, time, and money are expended on the recruitment of employees.  Orientation is a process necessary to get employees off to a good start.  Orientation is the responsibility of the Department of Human Resources as well as the unit for which the employee was hired. The Department of Human Resources provides new employees with basic information about the College.  We give new employees a copy of the Employee Handbook and describe the various benefits available.  We explain the employment status of new employees, i.e., Career Service (classified, or formally “Civil Service”), faculty or unclassified, and give them union contracts where appropriate. The hiring unit plays a vital role in making new employees feel at home and helping them to understand and perform their duties efficiently. Starting a new job is frightening.  We have all been through that experience. Newcomers should be made to feel wanted and needed.  Even the most self-sufficient feel lost in their first days on a new job.  They need help with the work; they are worried about how they will fit in; they don’t know what to do during lunchtime and breaks. The Unit Head should prepare the work group for the coming of the new employee. A workspace for the employee should be prepared with all necessary equipment in working order, such as telephone, computer, etc.  Obtaining a nameplate for the new employee’s desk or door is suggested.  Arrangements for systems access should be made with the appropriate offices (e.g. Registrar for student information, Human Resources for Human Resources and Payroll information, and CCIS for telephone/e- mail). Someone should be assigned the responsibility of making appropriate introductions, and showing the new employee the location of rest rooms, the cafeteria, areas where breaks may be taken, and where to put personal belongings.  The new employee should be invited to join colleagues for lunch and breaks. Arrangements should be made for the new employee to take a campus tour given by the Admissions Office staff.  These are normally conducted Monday through Friday at 1:00 PM and start from the lobby of the Mansion.  Please call the Admissions Office to confirm the schedule of tours at extension 7300 or 7301. A person starting on a job is receptive and eager to cooperate.  The unit should use this opportunity to build up positive attitudes towards the job and the College, and explain the level of effort required and the behavior expected.  Setting the right example, of course, reinforces any verbal advice. Each new employee should have a clear idea of what his/her job entails.  The duties need to be outlined specifically and performance standards for accomplishing these tasks should be established and explained.  There should be no doubt regarding the scope of authority and responsibilities.  This should be accomplished through the development of the Job Expectations portion of the Performance Evaluation System for classified staff and the Major Duties and Responsibilities, Goals and Projects section of the Performance Appraisal System for unclassified staff.  (All new staff members should be provided with an up-to-date job description at the time of hire.) A specific individual should have the assigned responsibility of training the new employee. It is important to follow up and see how the new employee is doing.  Do not assume because you have indicated the new employee can come talk to you any time that s/he will.  Be supportive and encouraging. The more time and effort is spent in helping new employees feel part of the Ramapo College community, the more likely the person will become a loyal and productive employee. The Department of Human Resources is always available for assistance in handling employee matters.  We encourage suggestions.  We welcome the opportunity to provide advice and guidance regarding maximum utilization of our employee resources. Orientation Checklist  (DOC) FAC Orientation Checklist
Out-of-Title Work
The College acknowledges the responsibility of assigning work appropriate to and within the job classifications of employees. However, situations occur where individuals may be asked to assume, or volunteer to assume, duties considered to be beyond the scope of the job responsibilities of their current classification because of unusual circumstances. Such a situation may occur during leaves of absence, during a lengthy search, or some other circumstance where an individual takes on additional, higher-level duties. When such a situation occurs, the supervisor must notify the Unit Head, who must notify the Division Head of the situation. HR must be consulted to clarify any contractual, classification or compensation issues.
Performance Assessment Review (PAR) for Classified (Civil Service) Staff
The Performance Assessment Review (PAR) Form is used for evaluating the performance of classified (“civil service”) staff at Ramapo College of New Jersey. It is essential that you refer to the PAR Sample (DOC), CSC PAR Guidelines (DOC), and Overview PAR. The cycle for the evaluation of classified staff follows:

  • September 1 –  Job Expectations and Evaluation
  • March 1 – Interim Assessment plus Justification Sheet and Development Plan – Interim Significant Events
  • August 31 – Final Assessment plus Justification Sheet and Development Plan – Final Significant Events

Copies of each of these completed documents are due in the Department of Human Resources on the dates outlined above.  We ask for your cooperation so there will be no need for follow-up notices. You must meet with employees to develop each phase of the appraisal process.  These meetings should be private and uninterrupted, and employees should have prior notice so they can come prepared to participate fully. The first meeting in the cycle should be to develop Section 1 – Job Expectations.  Job descriptions should be reviewed and updated at this time.  To develop the Job Responsibilities and Standards for Satisfactory Performance consider what the “essential functions” of the job are, why the job exists. Include the type of equipment which must be used and any physical requirements that are inherent in the work. Please use the Significant Events section to document significant events as they occur during the course of the rating cycle.  No entries should be made on the Significant Events sheet without the knowledge of the employee.  This documentation is important in justifying the rating assigned in the event of a challenge.  Using the document also ensures ongoing communication. Supervisors of employees who are performing below acceptable standards should be in touch with the Department of Human Resources to review the situation and discuss available options. Effective performance reviews can be an important tool for encouraging excellent work.  Performance reviews benefit all concerned — the employee, the supervisor and Ramapo College.  The performance review process provides a useful framework for better communication between the supervisor and the employee.  Improved communication about expectations and job performance helps foster employee productivity, personal satisfaction, rewarding relationships, and effective problem solving. Goals of the system are to:

  • develop a clear definition of the job for both the supervisor and the employee;
  • develop and assess progress towards goals and objectives as well as personal and professional development;
  • encourage dialogue between supervisor and employee;
  • provide a means of identification and elimination of job-related performance problems;
  • encourage improved morale;
  • provide a fair, consistent and objective basis of evaluating employee performance.

The College is committed to recognizing and rewarding good job performance through an impartial, equitable and understandable appraisal process which should become an integral part of how we conduct business at Ramapo.  It is hoped that the successful use of the Performance Assessment Review  System for classified (“civil service”) staff will result in the attainment of personal, unit, division and College goals. We look forward to your cooperation in submitting copies of the documents outlined above on the dates specified.  Supervisors themselves will be evaluated in part by how well they manage and supervise their staff, and this will include how performance appraisals are conducted.

Performance Assessment System (APAS) for Unclassified Staff
For managers and AFT professional staff, the College uses the Annual Performance Assessment System (APAS). The performance appraisal of record conducted closest to the time of reappointment will be considered for reappointment. Performance evaluations for AFT staff, and for managers with a June 30 Notify Date will be conducted in conjunction with the reappointment cycles.  For all other managers, performance appraisals will be conducted in the spring, prior to managerial salary increase decisions.  For those not undergoing reappointment, performance appraisals will be conducted in the spring. Details are available on the Human Resources web page, Annual Performance Appraisal System (APAS) 
Position Review Policy and Procedures
Position Review Policy and Procedures


Committee Charge

The Position Review Committee’s charge is to analyze and review current and future staff positions in order to facilitate effective and efficient institutional staffing decisions based on established criteria. The PRC reviews the following types of staffing requests:

  1. New and replacement full and part-time positions (excluding faculty and Ramapo student hires)
  2. Temporary positions (including those hired through staffing agencies)
  3. Grant funded positions
  4. Graduate Assistants
  5. Reorganizations and reclassifications
  6. Counter-offers to bona fide offers of employment

Review Criteria Each staffing request is reviewed within the context of the entire organization. The following criteria are considered during the review:

  1. Alignment with the College Strategic and Unit Plan
  2. Staffing Ratios
  3. Efficiency and effectiveness of staff utilization
  1. Impact of the position on the budget
    • Is the funding source identified?
    • Should the budget for the position be reduced or increased?
    • Should resources be allocated from another unit or position?
    • Is the position designed to directly or indirectly increase revenues or reduce expenses?
  2. Governmental mandates/health and safety compliance issues.
  3. Existing or future redundancies?
  4. Alternative solutions to full-time/12 months (part-time; ten months; graduate assistant; elimination of the function; performing the function in another way, reallocating resources from another unit, etc.)
  5. Applicable benchmarking data within and outside of the institution

Outcomes and Assessment The Position Review Committee makes recommendations to the President’s Cabinet. The Committee’s effectiveness is measured by annual reports detailing the following:

  1. Impact on budget for reviewed position(s) (generally remained flat, reduced, or increased)
  2. Extent to which positions are projected to increase revenues and/or reduce expenses
  3. Extent to which positions are aligned with the College Strategic and Unit Plans
  4. Trend of 3 Year Position Counts (IPEDS)
  5. Trend of 3 Year Salary Costs by Unit (IPEDS)
  6. Trend of 3 Year Budgeted Salary to Actual Salary Costs for reviewed positions

Membership Vice President for Administration & Finance Chief Planning Officer Director of Human Resources Chief of Staff to the President Manager with “D” classification (the PRC nominates 3 individuals to serve a two-year rotating term to the President) Preferred qualifications: unit director with supervisory experience, at least 3 years’ experience in higher education, demonstrated ability to maintain confidentiality, ability to maintain objectivity and have an institutional perspective. Unit Director Responsibilities and Process

Manager/Requestor Actions

A. Vacancies and New Positions:

  1. Consult with Human Resources (HR) to discuss position, staffing plan and options.
  2. Complete the Staffing Requisition Form and obtain all required signatures as indicated in the instructions.
  3. Submit staffing request packet to HR and include the following:
  • Completed Staffing Requisition Form
  • New or updated job description for the position
  • Current organizational chart including all full-time and part-time positions in the unit (temporary positions, graduate assistants, student assistants)
  • Letter of resignation from current incumbent when replacement is requested
  • Memo addressing items 1-8 under Review Criteria as appropriate

B. Reclassifications:

  1. Consult with HR on reclassification procedures
  2. Complete required documents
  3. HR performs analysis and contacts hiring manager, unit head and/or division head to schedule appointment to discuss findings
  4. HR forwards findings to the Position Review Committee (PRC)
  5. PRC reviews the request and forwards its recommendation to the President’s Cabinet

C. Reorganizations:

  1. Consult with HR on reorganization procedures
  2. Provide a functional organizational chart of the unit, including full-time and part-time positions (temporary positions, graduate assistants, student assistants)
  3. Provide the current and proposed structure
  4. If the reorganization may result in positions being reclassified, HR performs the analysis
  5. HR forwards the proposal and its findings to PRC
  6. PRC reviews the proposal and HRs’ findings and forwards its recommendation to the President’s Cabinet

D. Bona Fide Offers of Employment: 1. Unit head submits to PRC • Justification regarding the need to retain the employee • Written confirmation of the offer and request to match the offer 2. HR provides comparative salary data and position analysis (as appropriate) 3. PRC reviews the materials and consults with unit/division head and forwards its recommendation to the President’s Cabinet.

PRC Actions

  1. Provide guidance on the PRC process, as needed
  2. Meets with the requestor
  3. Forwards recommendation to the President’s Cabinet.
  4. VP of Administration & Finance notifies the Unit, Division, and HR of Cabinet decision.
  5. Forwards relevant suggestions for the requesting Unit’s consideration (when applicable)

Cabinet Actions

  1. Approve or reject the PRC’s recommendation as presented; or
  2. Table discussion in order to consider additional data from division head.


In the case of disapproved actions, the requestor, Unit and Division head will be notified of the decision. The requestor must consult with the Unit and Division head regarding the Cabinet’s decision. The appeal must be approved by the Unit and Division head and must demonstrate one or more of the following: (1) New information that was not available at the time of the original request, (2) Clarification of information provided at the time of the original request, (3) Any significant change in budget, program, or operational circumstances Appeals are submitted to . The PRC will review the appeal, meet with the requestor, and make a recommendation to the President’s Cabinet. The Cabinet’s decision on appeals is final. 12/4/13  

Reappointment and Performance Appraisal Process for AFT Professional Staff and Managers
Reappointment Process

Notice of reappointment or non-reappointment of AFT full-time employees must be given in writing not later than:

  • May 30 of the first and second year (for 2nd and 3rd year contract consideration),
  • December 15 of the third, fourth and fifth year (for 4th, 5th and Multi-year contract and Tenure consideration), and
  • One-year prior to the expiration date of a Multi-year contract, which is June 30.
The reappointment cycle can be accessed on the College’s web page under Employee Relations.

Given these procedures, it is necessary for the College to develop internal deadlines to ensure an efficient orderly process. When establishing deadlines, it is important to leave sufficient time between each step in the process to allow for appeals if they are necessary.  In addition, sufficient time must be allotted in the beginning of the process to allow supervisors and the next administrators in line to conduct a thorough review.  Sufficient time must also be allotted at the end of the process since the Vice Presidents and the President must consider many reappointment applications. The College may change the Notify Date for managerial employees in their first or second year of service at any time, but for efficiency we keep it the same as the Notify Date for AFT employees. The following provisions pertain to multi-year contracts for AFT professional staff and managers:

  • Each member of the professional staff not holding faculty rank may be considered for appointment for one-year terms concurrent with the fiscal year for the equivalent of five years within a period of any six consecutive years.
  • After employment in the College for the equivalent of five years in any six consecutive fiscal years, professional staff may be offered multi-year contracts.  For AFT, each initial appointment to a multi-year contract shall be for three (3) years.  Subsequent contracts shall be for four (4) years, and then five (5) years.  All subsequent contracts shall be for five (5) years.
  • Professional staff holding concurrent academic rank will not be eligible for multi-year contracts or administrative appointments for a term of more than one year, although yearly appointments may be without limit.
  • Professional staff serving under multi-year contracts who are promoted in title will, at minimum, serve one year in the new position before becoming eligible for consideration for a multi-year contract in that new position.
  • Those serving under a one-year or a multi-year contract may be assigned by the President to any professional position within their competence during the term of the contract but their salary may not be reduced during the contract period below that which they should have received had they continued in their original position, and they may be dismissed from the College during the term of a contract only for a cause consistent with appropriate statutory provisions.
  • Each candidate for reappointment will undergo a thorough and rigorous review of his/her qualifications for continued employment at the College.  Review of candidates eligible for multi-year contracts shall be comparable, although the review may differ in form, to that applicable to faculty eligible for reappointment with tenure.  The entire professional performance record must be considered.
  • Each candidate requesting reappointment will submit an application to his/her immediate supervisor that will include, but not be limited to:
    1. a written self evaluation statement which will at a minimum include: a review of past performance, activities and achievements;
    2. a description of current professional responsibilities;
    3. an analysis of professional contributions and potential for continued development;
    4. a statement of professional goals and objectives; and

    The candidate may include any additional information that he/she deems appropriate.

  • Employees who serve in a functional working relationship to the candidate may evaluate the candidate.  (These peer evaluations are required for 3rd, 4th, 5th, and first Multi-year contract consideration only.  They are optional thereafter and they are not used for 2nd year contract consideration.)
  • The College will consult with the local union to determine whether “User Evaluations” should be made part of the multi-year contract reappointment process.

At the April 25, 2016 meeting, the Board of Trustees approved the recommendation of the Human Resources and Compensation Committee to change College policy by eliminating annual reappointments (Board of Trustee Policy 449 – Employment: Officers, Senior Administrators, and Managers). Effective July 1, 2017 manager reappointments will be eliminated and managers will serve in an at-will capacity. In addition, Officers (Vice Presidents) and certain Senior Administrators (Deans, Vice Provosts, and Associate Vice Presidents) may serve at the will of the President.  Therefore, Managers are not required to request reappointment.


Reclassification Procedures for Classified Staff
Reference Checks
The Department of Human Resources will provide verification of any employee’s current and prior employment status to potential creditors or other designated individuals or agencies. Such verifications are usually provided within 48 hours of receipt by the Department of Human Resources. The Department of Human Resources is the only department authorized to respond to all reference checks or employment verification inquiries on current or former employees.  Responses to such inquiries will confirm only dates of employment, salary, and positions(s) held.  No other employment data will be given without a written authorization and release signed by the individual who is the subject of the inquiry. Requests for information regarding an employee’s performance, attendance, income, disciplinary problems should be referred to this office, extension 7506.  Reference checks for employment history of students should be referred to the Cahill Center for Experiential Learning and Career Services. Personal references may be given if requested by a former employee but it should be made clear it is a personal reference only and that the Department of Human Resources responds to formal reference check inquiries. References and criminal background checks will be conducted for all faculty and staff hired at the College.  Highest degree status will be verified in each case when a degree is a requirement of the job. See Background Check Policy. Information that is falsely reported on the employment application may be cause for withdrawal of an offer of employment and/or cause for termination of employment.
Responsible Use Of Electronic Communications
Computing resources are provided to support the academic research, instructional and administrative objectives of Ramapo College.  These resources are available for the use of College faculty, staff, students, and other authorized users to accomplish tasks consistent with the College’s mission.  College systems offer powerful tools for communication among members of the Ramapo community and communities outside of the College.  When used appropriately, these tools can enhance dialogue and communications.  Unlawful or inappropriate use of these tools, however, can infringe on the rights of others, and is unacceptable in an academic institution. Ramapo College expects all members of its community to use electronic communications in a responsible manner.  The College reserves the right to limit access to its networks through College-owned or other computers, and to remove or limit access to material posted on College-owned computers.  Recognizing that the College is creating a limited public forum, the College retains the right to limit access, and postings, to College systems. As a means to foster intellectual pursuits, the College will make every effort to respect the privacy of all users.  However, for technical reasons related to system architecture and maintenance needs, privacy cannot be guaranteed at all times and users must take this into account when composing email or surfing the Web.  An expectation of privacy is further limited by the needs of the College to comply with State and Federal laws, protect the rights of students, faculty, staff, board members, and invitees, and/or meet administrative objectives. Ramapo College faculty and staff are provided with email accounts for the purpose of conducting official College business related to instructional, academic and/or administrative activities to accomplish tasks consistent with the College’s mission.  Because email is an effective way to disseminate information of importance, relevance and interest, and because it is an important tool to meet the academic and administrative needs of the College community, it shall be the College’s policy that electronic mail (email) be an official communication mechanism with faculty, staff, and students and that all faculty, staff, and students are required to maintain a address.  This is the only email address that will be used for official communication with faculty, staff, and students regarding all academic and administrative matters. The full Responsible Use of Electronic Communications Policy and Procedure is available in the Department of Human Resources or on the linked web pages.  Individuals may not gain access to the College’s electronic resources without signed acknowledgement the policy has been received and read.
Staff Requisition Form (SRF) - Procedures
Instructions for Completing the Staffing Requisition Form

The Staffing Requisition Form is used to request approval for all hires except students.  Regardless of funding source, the Staffing Requisition Form is used to establish a new position, make an emergency or temporary hire, make a regular replacement hire, or make an hourly hire.    Old forms will no longer be accepted. 



  • New Position – A brand new line is created
  • Replacement  – Hire a person to fill a temporary vacancy due to separation from the College, sabbatical, medical leave of absence, etc.  The name of the permanent employee or employee who most recently held this position must be noted.
  • Position Types – please make selections within each staffing category
    • Graduate Assistant – A Ramapo College graduate student
    • Staff
      • Full Time – Position is budgeted for either 35 or 40 hours per week
      • Part Time – A position budgeted for less than 35 hours per week
      • Regular – Position is budgeted for 40 hours, 35 hours, or less than full-time
      • Hourly – A position that is not in a regular budgeted line and paid through a Salary Blanket  (including graduate students from other institutions)
      • Temporary – end date must be included
      • 10-Month – An employee who works during the academic year, September – June
      • 12-Month – An employee who works the entire year
    • Faculty
      • Recycled line – this refers to faculty lines which become vacant after the incumbent retires.  For example, an Assistant Professor of History retires and it is decided that the line will be used to fill a need in Business.  The name of the previous incumbent should be noted on the line to ensure accurate tracking of faculty lines.
      • Tenure Track – Hire a person into an existing position which is currently or will be vacant.
      • Temporary – Hire a person to fill a temporary vacancy due to sabbatical, medical leave of absence, etc.
  1. The originating unit must complete the top section of the form and append the following:
    • Job description
    • Short description of the unit’s responsibilities
    • Functional organizational structure of the unit including the current and proposed structure (functional organization chart)
    • Alternative solutions to perform functions(s) if position is not filled, along with the impact of not filling the position Appropriate signatures must then be obtained in section A.
    • For grant funded positions, include the name of the Grant, the begin & end dates of the Grant, and check off whether or not the Grant allows for salary increases.  This question specifically asks if the Grant allows increases and will cover the cost of the increases.  If it is expected that the College cover salary increases for grants, please identify funding source.
  2. The form is then passed on to the Department of Human Resources (HR) where it will be reviewed for accuracy, completeness and conformance to College policies and procedures, and where the proper classification and compensation information is entered.
  3. HR passes the form to Budget & Fiscal Planning (BFP)
  4. Position Control assigns the position number and the appropriate funding information is noted.  For grant-funded positions, BFP indicates the position number and forward to the Grant Comptroller.  Grants office indicates the funding source, signs and forwards to the next office.  If grant position is not fully funded by the grant, then the form must also be signed off by Position Control.
  5. BFP passes the form to the Position Review Committee for their review and recommendation to the President’s Cabinet for all positions except faculty.  If the form is for a faculty hire, it goes to Affirmative Action and the hiring process begins.
  6. The Vice President for Administration & Finance brings the recommendation of the Position Review Committee to the President’s Cabinet (required for all but faculty) for approval.  The Vice President for Administration & Finance passes the approved or disapproved form to HR and the hiring processes begins.
Sal Table 



AFT Adjunct Faculty CWA CWA Coaches Hourly Employees IFPTE Managers Resident Assist/Grad Assist Student Aide/Fed. Work Study

Barg Unit

U U P, R, S, V, Y A,W     C, I, O D    




Adjunct Faculty PT Budgeted/Hourly PT Coaches Faculty 10 Month Faculty 12 Month / Librarians Student Aide FWS Community Service FWS Graduate Assistant PT Hourly Pension PT Hourly Non-Pension Managers Professional Staff 10 Months Professional Staff 12 Months PT Faculty / Librarians Residence Assistant Student Aide Secretarial / Clerical Security/Maintenance Supervisors Technical/Paraprofessional


6041 */ 6066 6066 6002 6002 6096 6097 6087 6066 6066 6001 6003 6066 6088 6086 6006 6005 6004 6007

* Dependent on job type

Barg Unit



AFT Unclassified IFPTE Crafts IFPTE Security IFPTE Maint., Ops. & Serv. CWA Admin. and Clerical CWA Professional CWA Primary Supervisor CWA Supervisory 2nd Level CWA Superv. 2nd Level (Confid) CWA Admin Clerical (Confid) CWA Admin Clerical (Confid) Student Part Time Coach Adjunct Faculty Managerial

**Note:  No employee will be added to the College payroll without the necessary approvals required.** Staffing Requisition Form  Updated January 2010
Student Assistants

Students are an important institutional resource at Ramapo College. Over 600 student assistants work on campus each year.  The Student Assistant Program is managed by the Cahill Center for Experiential Learning and Career Services.  That office issues a Supervisor’s Guide to the On-Campus Student Assistant Program. For additional guidance, contact the Cahill Center at extension 7446.
Technology - Equipment and Training
Our goal at Ramapo is to work as efficiently as possible in order to provide the best service to our students, as well as other internal and external audiences.  In order to accomplish this, we must utilize available technology.  Our efforts have been to upgrade existing hardware and software not just for students, but for faculty and administrative offices.  We are also investing considerable resources to provide training in the use of this technology. Unit directors should work with CCIS regarding their hardware and software needs and with Human Resources regarding their training needs.  Staff are expected to participate in training specific to their area of responsibility. Technology requirements of positions should be included in all job descriptions and should be considered in the recruitment process.  Training to upgrade technical skills should be incorporated into annual development goals for professional and support staff. All employees should be directed to save all College business records on shared network drives for purposes of data security and access.  Employees should be prohibited from storing College records on local desktop drives and other non-secure and inaccessible locations. When faculty/staff separate from Ramapo College, ITS terminates the employee’s network access on the first business day following the last day of employment.  This includes e-mail, voice mail, network access, access to drives (“P” and “U”), My Luminis/Employee Self Service, Library on-line data base, and wireless access.  Following an employee’s separation, the unit head should contact ITS to make arrangements for reimaging the former employee’s computer.
Telephone System Usage Guide

The main College number is (201) 684-7500 which is answered by an automated attendant.

A listing of the “Automated Attendant Tree” is available at A “Tipsheet” for voicemail features within the system can be found at The On-Line Phone Directory listing is available at Please ensure that there is an individual staffing the extension listed for your department at all times during normal and/or publicized business hours. These extensions should also be checked frequently each day for any voice mail left on them. Those individuals responsible for incoming calls to the unit should understand the importance of extending a courteous and helpful response to callers. In some cases, that “voice” may be the caller’s first experience with Ramapo College of New Jersey, and, as we all know, first impressions are critical. Please record an “out-of-the-office” message on your extension if you plan to be away for more than a day with instructions to callers on whom else to call for assistance. Faculty and staff should provide direct-dial numbers to their audiences whenever possible. Please check the name recorded on the automated phone directory system, which should identify either the individual or the unit reached. To check how individuals are able to access you via your name, please dial “0” and press a few letters of your last name when prompted. The more letters entered, the shorter the list of possibilities becomes. If you identify a problem, please contact Seamus Doran at To make a change to the name or response, dial 7500, 31 for user options, and then 5. Follow the system prompting to complete the changes. Instructions on how to access features of the voicemail system relating to message retrieval, call transfers and the dial-by-name menu are found on the web at under the voicemail heading. Questions or concerns regarding the technical aspects of using the system should be directed to Telecommunications, Seamus Doran ( Concerns regarding the order of the telephone tree or the extensions listed or other general concerns should be directed to the Unit Head and by the Unit Head to the Director of Human Resources. I. Telephone Usage The telephone is one of the most important tools in the operation of the College. Since each telephone has its own number, bills will be generated by computer and will list all calls made from each instrument. A process has been set up to monitor these phone bills for cost analysis and to assure that only authorized calls are being made. College telephones are for use in conducting official business and should not be tied up for matters relating to personal business. However, occasionally, when personal telephone calls are necessary, they should be kept as brief as possible. At no time may long distance calls or toll calls of a personal nature be made at the College’s expense. Such calls should be charged to personal calling/credit cards. Please see the Responsible Use of Electronic Communications Policy. A. Telephone Courtesy: Tact and courtesy in handling telephone contacts are of vital importance to the College’s public relations. The telephone should be answered promptly, and on the first ring whenever possible. The person who answers the telephone should identify his/her office and him/herself immediately and courteously. If a message is being taken from a caller, all data should be recorded for the individual concerned. If the call is being transferred, remain on the line with the caller until the appropriate party is reached. B. Coverage of Telephone Units: Never leave office phones unattended. Always be sure that someone from your unit is there to answer a call. Voice mail should not be used as a substitute for staff coverage of telephones; rather, it should be considered a back-up for unavoidable times that you or other staff are unavailable.

II. Telephone Instructions

A. Intra-College Calls Dial: Four digit number. B. Calls to 201 Area: Dial: 9 1 201 seven digit number. C. Calls to other Areas: Dial: 9 1 Area Code seven digit number D. Incoming Calls: When giving your telephone number to individuals off campus, please give your direct dial number, i.e., (201) 684-xxxx, so that people may reach you directly and not go through the main menu. E. Directory Assistance: 201 Area: Please be aware that “411” calls are charged to the College. Please consult with telephone directories located in the reception area of the Department of Human Resources. Dial 9 411. Other Areas: Dial 9 1 area code 555-1212 F. Wrong Numbers: If you are dialing a number yourself and complete a call to a wrong number, please ask the telephone company operator for a credit (dial “9” then “0”). G. Collect Calls/Third Party Billing: There are to be no collect calls accepted on College telephones, and no third party billing will be accepted by the College. H. Correction to On-Line Directory: Each unit should have an individual responsible to update directory information such as phone extensions, e-mail addresses and room numbers (normally the Unit Secretary). Newly hired employees and separated employees will be listed or deleted in the directory by Human Resources. If you have any questions or need help in changing directory information, please I. Emergency Closings: In the event of inclement weather, the President will determine whether the campus will be closed or remain open, whether classes will be cancelled or delayed in starting, and when there may be an early closing. The appropriate information will be recorded on the College closings/special announcement number, (201) 236-2902. J. Telephone Security: Prevent unauthorized use of your telephone, i.e., keep office doors locked when you are away. As stated previously, calls will be monitored from each telephone instrument by a computer system. Therefore, all employees should be able to identify all calls transacted from their telephone instruments.

III. Voicemail System Instructions

A. Accessing voicemail from your office extension

  1. Dial 7500
  2. Dial your mailbox number (same as extension when prompted by the system
  3. Enter your security code when prompted

B. Accessing voicemail from within Ramapo from another extension

  1. Dial 7500
  2. When asked to enter your security code, dial in succession *##
  3. Dial your mailbox number (same as your extension) when prompted by the system
  4. Enter your security code when prompted

C. Accessing voicemail from outside Ramapo

  1. Dial the voicemail access number, (201) 684-7500
  2. When you hear the main greeting, dial ## when prompted to enter an extension
  3. Dial your mailbox number (same as extension) when prompted by the system
  4. Enter your security code when prompted

D. Transfer callers directly to voicemail To transfer callers directly to voicemail from your extension instead of allowing a phone to ring:

  1. From a digital phone, press FLASH, From a single line phone, press the hook switch, similar to call-waiting at home, to get a dial tone.
  2. Dial 7500
  3. The College’s department menu will play, at which time dial # and the extension of the voicemail to transfer to.
  4. Hang-up to complete the call transfer

E. Transfer to an extension while in the voicemail system To transfer to an extension while in the voicemail system without hanging up and calling back:

  1. While in the system, dial * until the College’s department menu plays
  2. Once here, dial #9 and the extension to transfer to.
  3. The system will begin playing the Message-on-Hold recording until the system connects the call.

F. Access messages from off-campus

  1. Dial (201) 684-7500
  2. The College’s main greeting will play, at which time dial ## to access the voicemail system for message retrieval.
  3. The system will prompt you to enter a mailbox number, dial your extension.
  4. The system will prompt you to enter your security code.
  5. Follow system prompting as you would from your office.

G. Recording a new greeting

  1. Dial 7500
  2. Dial 31 to access User Option (Phone Manager)
  3. Press 3 to change your greeting(s).
  4. Press 5 to re-record your name.
  5. Press 4 to change your security code

The system will provide detailed instructions to complete each.

IV. Telephone Features

A. Transferring Calls: To transfer a call to another internal station: Depress Flash (or the hook switch on single-line phones); Listen for tone; Dial desired number; Announce call; hang up Call is now transferred B. Call Pick-Up: To answer a ringing telephone in your work group, depress the Group Pick-Up button on you phone. Only members of your assigned pick-up group can intercept calls for other group members. To add more extensions to you assigned pick-up, please contact Telecommunications at or extension 4700 For non-digital phones, dial *4 to answer another ringing station. C. Call Hold: Call hold allows you to place a call on hold at your instrument. If you have a single-line phone (no date/time display), when you place a call on hold your line remains free enabling you to place or receive another call. If you have multi-line instrument, when you place a call on hold, it is held on that line and no other calls can be placed or received on that line. To enable you to use the line, consider using “Park” (see D below). 1. For single-line phones: While a call is being held on your single-line station, you may still originate, receive, and transfer calls.

To place a call on hold: Ask party to wait; Depress Flash (or hook switch) Dial *1; Hang Up.
To return to a call on hold: Lift the handset; Listen for dial tone; Dial 1; You are now reconnected to party.
2. For Multi-line phones: While a call is being held on your multi-line station, no other call can be placed or received on that line.
To place a call on hold: Depress hold button; Hang up.
To return to a call on hold: Lift handset; Depress line button where call is holding; You are now reconnected to party.
D. To Park a Call (digital phones only): The Park feature allows you to place a call on hold and leave your line free to receive other calls or make an outgoing call. (“Hold” does not allow for this if you have a multi-line phone.) If you are talking with someone and you want to place a call on hold and continue your conversation at another location, you may PARK the call and reconnect from a new location.
To Park a call: Depress Park; Listen for dial tone; Dial your station number; Hang up.
To reconnect to the parked call from any location: Depress Park; Listen for dial tone; Dial your station number; Call is reconnected.
E. Three-Party Conference: While engaged in a two-way conversation, you may add one additional internal or external party to your conversation. On an external call, you must press “Flash” twice to reconnect to the original party. For single-line phones AND multi-line phones: To add another party: Ask party to wait; Depress Flash (or the hook switch on single-line phones); Listen for dial tone; Announce call privately; Depress Flash again (once for an external call); A three-way conference is now established. To reconnect to the original party: (in the case of a dialing error, or the station you are calling is busy or does not answer): Depress Flash; You are now reconnected to the original party. F. Call Forwarding This feature permits you to divert all or some of the calls directed to your line to another station. Each call may be forwarded a maximum of two times. When Call Forwarding is cancelled, the destination reverts back to what was initially programmed. If a system power failure occurs, Call Forwarding must be re-established after the power is returned. If your telephone does not have a Call Forward button, please call Telecommunications at extension 4700, for assistance. 1. Call Forwarding for single-line phones: Cancel Fixed Forward first: Lift handset; Listen for dial tone; Dial #3; Listen for success tone; Hang up. To initiate Flexible Forward: Lift handset; Listen for dial tone; Dial *3; Dial Condition Code; Dial Station number – where your calls will go; Listen for success tone; Hang up. To cancel the Flexible Forward: Lift handset; Listen for dial tone; Dial *3; Listen for success tone; Hang up. After Flexible Forward is cancelled you must also: Lift handset; Listen for dial tone; Dial 3 3; Listen for success tone: Hang up. 2. Call Forwarding for multi-line phones: Lift receiver; Depress Forward button (display reads FORWARD ALL CALLS) Dial 4-digit station number to which you want calls forwarded; Listen for confirmation tone; Hang up; Forward light will remain on. 3. To cancel Call Forwarding: Lift handset; Depress Forward button (display reads CANCELLED); You will hear a confirmation tone; Hang up. G. Time and Date: This information is programmed system-wide by CCIS H. Additional Information: For information regarding additional telephone features, refer to the Telephone Services section of the Telecomm webpage

Training and Development
Staff Training Request form (DOC) The development of our employees is an important priority and can be accomplished in a variety of ways.  One way is to provide useful feedback during the performance appraisal process.  Another is to allow staff to avail themselves of training opportunities which are available on campus or through external sources. The workshops and seminars developed by the Department of Human Resources provide a variety of opportunities for development of staff.  In addition, information on seminars, workshops, and educational programs come to the Department of Human Resources on a daily basis.  When we become aware of a training program that might be useful in a particular area or for a particular individual, we notify the appropriate unit head or supervisor.  In other instances, employees or supervisors become aware of training needs and/or opportunities and contact us to discuss training plans. Training costs are sometimes absorbed by individual units if there are adequate funds.  The Department of Human Resources also has a limited training budget which is used to pay for tuition reimbursement for graduate course work and for group training.  It is also used for individual training programs on a limited basis.  Fortunately, the Human Resources’ training budget was increased as a result of a Board of Trustees resolution and we have been able to provide more opportunities for professional development than was possible previously. It is suggested that you contact the Department of Human Resources before making a decision regarding training activities to ensure we make maximum use of available funding and provide the most effective developmental opportunity for staff. When a decision is made to provide training for staff, such as seminars, workshops, or tuition reimbursement (not conferences which do not require prior approval from Human Resources), the Staff Training Request form (DOC) must be completed and forwarded to the Department of Human Resources for approval.  This is necessary before Accounts Payable will process payment of the bill, regardless of whether the training costs are being absorbed by the Department of Human Resources or the individual unit. For special training opportunities, see the Training Policy. Below are listed a variety of training and development opportunities for faculty and staff at Ramapo College:

  • Classified Staff – Performance Assessment Review (PAR)
  • Unclassified Staff – Performance Appraisal System (PAS)
  • Faculty and Unclassified Staff – Reappointment Process – tenure or multi-year contract
  • Tuition Reimbursement – AFT and non-AFT
  • Tuition Waiver – graduate and undergraduate
  • Ramapo Master of Business Administration
  • Ramapo Master of Science in Educational Technology
  • Ramapo Master of Arts in Liberal Studies (MALS)
  • Travel Funding
  • Career Development/Professional Leaves
  • Sabbaticals
  • Foundation Grants
  • Separately Budgeted Research (SBR)/Faculty Development
  • Off-campus Opportunities
  • Computer Training – ITS/HR workshops, Teaching, Learning, Technology Roundtable (TLTR) initiatives
  • In-Service Week
  • Management Institute
  • Diversity Workshops
  • Sexual Harassment Training
  • Orientation
  • Performance Appraisal Training
  • Compliance workshops (Right to Know, Bloodborne Pathogens)
  • Labor Relations Training
  • Teleconferences
  • Supervisory Training
  • Disciplinary Training
  • Legal Issues

Staff Training Request form (DOC)

Unit Secretaries
It is important to designate on individual in your unit responsible for certain administrative support tasks.  Among the most important of these tasks is the submission of Recap Time Sheets to the Department of Human Resources in a timely manner as stipulated in the Recap Time Sheets Procedures (in this Handbook).  It is also important to designate a back up to the Unit Secretary in the event the latter is not at work to ensure the timely submission of The Recap Time Sheets.
Volunteers Policy
  1. A volunteer is a person rendering services, who is not employed by the College and, hence, receives no compensation or benefit coverage for the services volunteered.
  2. The volunteer must meet whatever qualifications are necessary to perform the task.
  3. The volunteer must agree to abide by all State and Federal laws as well as all College policies, including Responsible Use of Electronic Communications Policy, Drug-Free Workplace Policy, Workplace Violence Policy, and Policy Prohibiting Discrimination, Harassment, or Hostile Work Environments in the Workplace
  4. Volunteers under age eighteen are not allowed by law to engage in certain types of employment. Consult the Department of Human Resources for any applicable Child Labor Law restrictions.
  5.  If keys are to be given to the volunteer, they must be signed for by the Unit Head and the individual. The Unit Head is responsible for the return of keys.
  6. The volunteer must carry an I.D. card while on campus. If a volunteer’s service is fifteen (15) hours per week or more, and for longer than six (6) months, a regular Staff Photo I.D. is required. If service is less than fifteen (15) hours per week a temporary I.D. card will be issued.
  7. Those volunteers who work over fifteen (15) hours per week shall be entitled to the use College facilities subject to the normal rules of operation.
  8. Parking decals shall be issued for parking privileges in the main parking lot unless the volunteer has a disability. Persons with disabilities may use handicapped parking if they possess temporary or permanent decals/placards issued by the State or a municipality.

General For the most part, this procedure applies to work that has a continuous, ongoing nature. It may not be needed for volunteers performing tasks on an occasional basis. If there is any question as to the applicability of the procedure, call the Department of Human Resources for clarification.

  1. The Unit Head will advise the Department of Human Resources, on the Volunteer form, of his/her intent to utilize the services of a volunteer(s). If the volunteer is under age eighteen (18):
    1. The consent of the volunteer’s parents must be obtained in writing on Volunteer form.
    2. Utilization of the volunteer must conform to all. Child Labor Laws regarding hours and length of employment, operation of machinery and equipment, and other types of acceptable employment. Consult the Department of Human Resources for details.
  2. Prior to the beginning of the volunteer’s term of service:
    1. The volunteer will report to the Department of Human Resources to complete an application form.  The Department of Human Resources will check references and prior employment and verify educational background and any necessary licenses or certificates of the volunteer to determine his/her suitability for service at the College.
    2. The volunteer will be given an informational briefing by Human Resources, which will cover such topics as identification card, parking arrangements, use of facilities, etc.
    3. After verifying background data, the Department of Human Resources will sign the Volunteer form.  A signed copy of the Volunteer form and the application form will be sent to the Unit Head.  The volunteer’s term of service may begin when the approved forms have been received by the Unit Head..
    4. The Department of Human Resources will provide the volunteer with authorization for parking.
  3. Upon termination of the volunteer’s term of service:
    1. The Unit Head will notify the Department of Human Resources of the date of termination.
    2. The Unit Head will retrieve any keys or other equipment issued.
    3. The Department of Human Resources will notify Public Safety (if applicable) regarding the termination of the volunteer’s term of service.

Volunteer Form (PDF) June 30, 2008

Recap Time Sheet Procedure Manual
Please use the Recap Adjustment/Correction Memo to make adjustments to information previously submitted on a Recap Time Sheet. The Recap Adjustment/Correction Memo should be submitted to the Department of Human Resources along with the regular biweekly Recap Time Sheet(s). Units should keep one copy and submit and submit two copies to the Department of Human Resources along with any supporting documentation. Webtime Time and Attendance Adjustment / Correction Form (DOC)
Worker's Compensation / SLI

On-the-job Accidents

Visit the HR web page, Benefits. On-the-job accidents lead to time lost from work and costly medical bills and add to staffing problems.  More importantly, they can lead to personal, disabling injuries. In that light, all employees are urged to exercise extreme caution in the performance of their duties and to recognize that it is an individual responsibility to utilize safe and healthy practices on the job, thus avoiding injury.  Instances of unsafe conditions should be reported to the supervisor and/or the Department of Human Resources. If an accident does occur, specific procedures must be followed.  All work-related injuries must be reported to the supervisor and the Department of Human Resources immediately, but in no case later than five (5) calendar days from the date of the accident.  If these offices are closed, Public Safety must be notified.  In addition, a New Jersey Accidental Injury or Occupational Disease form must be completed.  Failure to do so may jeopardize entitlement. Unless treatment is required at a hospital emergency room, employees may only use physicians to whom they are referred by the Department of Human Resources (or the Public Safety Department outside normal business hours).  Treatment by physicians other than those authorized by the College will not be compensable. All of the above provisions must be carefully adhered to in the event of work-related injuries so that employee entitlement will not be adversely affected and so that medical care can be rendered effectively and quickly. Workers’ Compensation Workers’ Compensation laws are “no fault” laws designed to ensure that employees who are injured or disabled on the job are provided with fixed monetary awards, eliminating the need for litigation. New Jersey Workers’ Compensation law provides medical treatment, wage replacement and permanent disability compensation to employees who suffer job-related injuries or illnesses, and death benefits to dependants of workers who have died as a result of their employment. If an injured employee is disabled for a period of more than seven days, the employee will be eligible to receive temporary total benefits at a rate of 70% of the employee’s average weekly wage, not to exceed 75% of the Statewide Average Weekly Wage (SAWW), or fall below the minimum rate of 20% of the SAWW.  These benefits are provided during the period when an employee is unable to work and is under medical care. All work related injuries or illnesses must be reported to your supervisor and the Department of Human Resources immediately, but in no case later than 24 hours after the incident. If these offices are closed, Public Safety must be notified. If urgent medical care is required, the employee should go to the emergency room of a local hospital and explain that the medical problem falls under the category of workers’ compensation. During the next business day, an accident report must be completed in the Department of Human Resources. Outpatient treatments or treatments done as follow-up to emergency care will only be authorized when first reviewed and approved by the Department of Human Resources and when performed by physicians selected by the College. Failure of the employee to comply with these provisions will result in compensation claims being denied. All employees are urged to exercise extreme caution in the performance of their duties and to recognize that it is an individual responsibility to utilize safe and healthy practices on the job, thus avoiding injury. Instances of unsafe conditions should be reported to the supervisor and/or the Department of Human Resources.


If you have a work-related injury or illness, you will be referred to a participating Horizon physician.  By using these health care professionals, you will receive prompt and appropriate medical care.  Additionally, a Horizon nurse case manager will assist you during your recovery and through your return to work.  When you report the injury to Human Resources, we will provide you with a Workers’ Compensation ID Card and help you make arrangements for medical care with a Horizon personal care physician. You must use the Horizon medical providers if you experience a job-related injury or illness.  These providers have been carefully selected because of their professional ability to give you the medical care you need to recover rapidly and return to work safely.  We hope you do not experience a work-related illness or injury.  However, if you do, Horizon will enhance your recovery process. Please feel free to call the Department of Human Resources at extension 7502 for clarification of any of these matters. SG July 27, 2010

Workplace Violence
Ramapo College of New Jersey adopts the State of New Jersey’s Policy Against Violence pursuant to Executive Order #49 (1996) related to disruptive behavior exhibited by any faculty or staff or contract employees or any violence in the workplace. The goal is to create a safe, respectful work environment free from intimidation, threats, and acts of violence. Workplace violence includes the threat or actual infliction of physical violence as well as the threat or actual occurrence of psychological violence, which sometimes leads to subsequent physical violence. Moreover, violence or threats of violence against State College property shall not be tolerated. This policy is intended to foster positive, supportive human relations, create a productive work environment for our academic programs and administrative services and allow a campus environment conducive to the mission of learning. Administrators, managers and supervisors are expected to promote positive behavior and to lead by example by treating employees with the respect and dignity which each person deserves. Emphasis is placed on creating a workplace where established standards of conduct are clear, communicated, and consistently enforced, and where corrective action is used fairly and appropriately to deal with instances of unacceptable behavior. Prohibited Conduct Ramapo College does not tolerate any type of workplace violence committed by or against employees or contract employees. Employees or contract employees are prohibited from making threats or engaging in violent activities. This list of behaviors, while not inclusive, provides examples of conduct that is prohibited.

  1. Causing physical injury to another person;
  2. Making threatening remarks;
  3. Aggressive, hostile or menacing behavior that creates a reasonable fear of injury to another person or subjects another individual to emotional distress;
  4. Intentionally damaging employer property or property of another employee;
  5. Possession of a dangerous weapon (examples of dangerous weapons include but are not limited to any firearm, stun gun, knife with 3″ blade or longer, explosive device, bow and arrow, brass knuckles) while on College property or while on College business;
  6. Committing acts motivated by, or related to, sexual harassment or domestic violence.

Please refer to the full text of the Workplace Violence Policy on the Human Resources web page.