Human Resources


University Policy Manual

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Welcome to Pepperdine University. Pepperdine is a Christian university committed to the highest standards of academic excellence and Christian values, where students are strengthened for lives of purpose, service and leadership. As an employee of Pepperdine, you are instrumental in supporting this mission of the University. We hope that you find your position with Pepperdine rewarding, challenging, and fulfilling.

The purpose of the Pepperdine University Policy Manual (the "Manual") is to acquaint its employees with its employment policies, procedures, standards, and benefits. The Manual answers many common questions about employment at Pepperdine, but cannot anticipate every situation or answer every question. If you need additional information or have any questions, please consult with your supervisor or Human Resources.

Nothing contained in this Manual or any other materials distributed by Pepperdine constitutes or creates a contract of employment between Pepperdine and any employee or creates any contractual obligation of any kind whatsoever.

Pepperdine reserves the right to change, cancel, or eliminate at any time, any of its employment policies, procedures, guidelines, standards, or benefits, whether or not they are referenced in this Manual. All Pepperdine employees are encouraged to make sure that they have, and are responsible for obtaining, up-to-date information regarding their employment.

The employment relationship at Pepperdine is based on the mutual consent of the employee and the University. Accordingly, either the employee or the University can terminate the employment relationship, at will, with or without cause, at any time during the employment relationship. The only exception is when a different relationship is set forth in an individualized written employment agreement between the employee and the University, signed by an authorized University representative.

TABLE OF CONTENTS

SECTION 1 EQUAL EMPLOYMENT OPPORTUNITY EMPLOYER

1.1 GENERAL POLICY STATEMENT
      1.1.A. NOTICE TO APPLICANTS AND EMPLOYEES
      1.1.B. DEVELOPMENT
1.2 ADVERTISEMENT AND RECRUITING SOURCES
      1.2.A. DEVELOPMENT       
1.3 RESPONSIBILITIES OF HUMAN RESOURCES

SECTION 2 JOB POSTING/APPLICATION PROCESS
2.1 OVERVIEW
2.2 JOB POSTINGS
2.3 APPLICATION PROCESSING
2.4 BACKGROUND SCREENING
      2.4.A NEW EMPLOYEES
      2.4.B EXISTING EMPLOYEES
      2.4.C EMPLOYEES OF THIRD-PARTY VENDORS
      2.4.D ALL EMPLOYEES
      2.4.E DEFINITIONS
      2.4.F PROCEDURES
2.5 HIRING

SECTION 3 EMPLOYEE CATEGORIES
3.1 REGULAR STAFF
3.2 RESTRICTED POSITIONS
3.3 TEMPORARY STAFF
3.4 STUDENT WORKERS
3.5 FULL-TIME STAFF
3.6 NINE TO TWELVE MONTH POSITIONS
3.7 PART-TIME STAFF
3.8 EXEMPT STAFF
3.9 NONEXEMPT STAFF
3.10 MULTIPLE POSITIONS
3.11 STATUS CHANGE: EFFECTS OF
3.12 ACTING STATUS

SECTION 4 PEPPERDINE PROHIBITS UNLAWFUL DISCRIMINATION AND HARASSMENT
4.1 UNLAWFUL DISCRIMINATION AND HARASSMENT DEFINED
4.2 DISABILITY ACCOMMODATION
4.3 RETALIATION PROHIBITED
4.4 COMPLAINT PROCEDURE
4.5 SAFE AND SECURE WORKPLACE
4.6 MANDATED REPORTER OF CHILD ABUSE

SECTION 5 PERSONAL APPEARANCE AND CONDUCT
5.1 PERSONAL APPEARANCE
5.2 CONDUCT
5.3 PERSONAL TELEPHONE CALLS
5.4 CONFLICT OF INTEREST
      5.4.A DEFINITIONS AND EXAMPLES
      5.4.B DISCLOSURE OBLIGATIONS 
      5.4.C PROCESS FOR RESOLVING POTENTIAL AND ACTUAL CONFLICTS
5.5 OFFICER AND EMPLOYEE SERVICE AS FIDUCIARIES
      5.5.A DEFINITIONS
      5.5.B NO SOLICITATION
      5.5.C EXCEPTIONS
      5.5.D STANDARDS FOR SERVICE AS A FIDUCIARY
      5.5.E ADDITIONAL DUTIES AND RESPONSIBILITIES OF TRUSTEES

SECTION 6 EMPLOYEES FILES AND REFERENCES
6.1 EMPLOYEE FILES
6.2 REFERENCES

SECTION 7 SUPERVISOR'S RESPONSIBILITIES 
7.1 GUIDELINES
7.2 TO THE UNIVERSITY
7.3 TO IMMEDIATE SUPERVISOR
7.4 TO OTHER SUPERVISORS
7.5 TO SUBORDINATES

SECTION 8 EMPLOYMENT OF RELATIVES

SECTION 9 NEW EMPLOYEES
9.1 DOCUMENTATION
9.2 ORIENTATIONS
9.3 I.D. CARDS
9.4 ANNUAL AND INTRODUCTORY PERIOD EMPLOYMENT EVALUATIONS
9.5 PARKING

SECTION 10 WAGE AND SALARY ADMINISTRATION
10.1 OVERVIEW
10.2 INTERNAL EQUITY
10.3 MARKET PRICING REPORTS

SECTION 11 TRANSITIONS

SECTION 12 DISCIPLINARY ACTION
12.1 REPRIMANDS
12.2 SUSPENSION

SECTION 13 TERMINATIONS
13.1 OVERVIEW
13.2 VOLUNTARY TERMINATIONS
13.3 INVOLUNTARY TERMINATIONS
13.4 REDUCTION IN FORCE
       13.4.A CRITERIA AND PROCESS
       13.4.B NOTICE PERIOD
       13.4.C FINAL PAY AND BENEFITS
       13.4.D CONSIDERATION FOR ALTERNATIVE POSITIONS

SECTION 14 PAYROLL AND TIME REPORTING
14.1 OVERVIEW
14.2 PAY PERIODS
14.3 RATE CHANGES
14.4 TIME RECORDS
14.5 MEAL AND REST PERIODS
14.6 LACTATION ACCOMMODATION
14.7 REPORTING TIME OFF/ABSENCE
14.8 TARDINESS

SECTION 15 THE WORK DAY/WORK WEEK
15.1 THE WORK DAY
15.2 THE WORK WEEK
15.3 STANDARD WORK SHIFT
15.4 SPECIAL SHIFT
15.5 OVERTIME: NONEXEMPT EMPLOYEES
15.6 OVERTIME: EMERGENCY
15.7 ALTERNATE WORK SCHEDULES

SECTION 16 LEAVES OF ABSENCE
16.1 OVERVIEW
16.2 SICK PAY
16.3 FAMILY AND MEDICAL LEAVE
       16.3.A PERMISSIBLE USES OF FAMILY/MEDICAL LEAVES
       16.3.B ELIGIBILITY
       16.3.C DURATION OF LEAVE
       16.3.D INTERMITTENT AND REDUCED HOUR LEAVE SCHEDULES
       16.3.E SUBSTANTIATION OF PAID LEAVE
       16.3.F LEAVE'S EFFECT ON BENEFITS
       16.3.G PROCEDURE FOR REQUESTING FAMILY/MEDICAL LEAVE
       16.3.H LEAVE'S EFFECT ON REINSTATEMENT
       16.3.I  CONCURRENT LEAVES
16.4 PREGNANCY DISABILITY LEAVE
       16.4.A LEAVE
       16.4.B REASONABLE ACCOMMODATION
       16.4.C SUBSTITUTION OF PAID LEAVE FOR PREGNANCY RELATED DISABILITY LEAVE
       16.4.D OTHER TERMS AND CONDITIONS OF LEAVE
16.5 UNIVERSITY SUPPLEMENTAL MEDICAL LEAVE
16.6 UNIVERSITY SUPPLEMENTAL PERSONAL LEAVE
16.7 MILITARY LEAVE
16.8 BEREAVEMENT LEAVE
16.9 STAFF CAREER AND SPIRITUAL DEVELOPMENT LEAVE
       16.9.A ELIGIBILITY
       16.9.B APPLICANT PROCEDURE
       16.9.C SCHEDULING OF LEAVE
       16.9.D ADMINISTRATION OF LEAVE PROGRAM
16.10 OTHER LEAVES OF ABSENCE

SECTION 17 VACATIONS
17.1 ACCRUAL
17.2 SCHEDULING
17.3 HOLIDAYS FALLING WITHIN VACATION PERIOD
17.4 PAYOFF UPON RESIGNATION/TERMINATION

SECTION 18 HOLIDAYS
18.1 ANNUAL HOLIDAYS
18.2 WEEKEND HOLIDAY OBSERVANCE

SECTION 19 COURT AND COURT-RELATED APPEARANCES
19.1 JURY/WITNESS DUTY
19.2 SUBPOENAS
19.3 PROCEDURES FOR COMPLIANCE
19.4 REQUEST FOR POSTPONEMENT/EXCUSE FROM SERVICE

SECTION 20 EMERGENCIES AND NATURAL DISASTERS
20.1 OVERVIEW
20.2 EMERGENCY PREPAREDNESS PLAN
20.3 ROAD CLOSURES
20.4 COMPENSATION

SECTION 21 TUITION BENEFITS
21.1 BENEFITS
21.2 ELIGIBILITY
21.3 LIMITATIONS OF BENEFITS
21.4 PERSONNEL ON LEAVE OF ABSENCE
21.5 TUITION BENEFITS FOR DEPENDENTS OF DISABLED OR DECEASED EMPLOYEES
21.6 BENEFITS TO EMPLOYEES WHO ARE TERMINATED OR WHO RESIGN
21.7 APPLICATION FOR BENEFITS
21.8 TAX IMPLICATIONS
21.9 RECIPROCAL TUITION REMISSION AGREEMENT AMONG CHRISTIAN COLLEGES AND OTHER INSTITUTIONS
21.10 OTHER RECIPROCAL TUITION REMISSION PROGRAMS

SECTION 22 MISCELLANEOUS BENEFITS
22.1 SPECIAL ACTIVITIES
22.2 EMPLOYEE DISCOUNTS
22.3 LIBRARY
22.4 ATHLETIC FACILITIES
22.5 CHECK CASHING
22.6 CREDIT UNION

SECTION 23 INSURANCE COVERAGE
23.1 COVERAGES
23.2 ELIGIBILITY
23.3 CONTINUATION COVERAGE (COBRA)

SECTION 24 CALIFORNIA STATE DISABILITY INSURANCE
24.1 PROVISIONS
24.2 PAYMENTS: COORDINATION OF BENEFITS
24.3 LIMITATIONS

SECTION 25 WORKERS' COMPENSATION INSURANCE
25.1 PROVISIONS
25.2 BENEFITS

SECTION 26 UNEMPLOYMENT COMPENSATION

SECTION 27 RETIREMENT
27.1 OVERVIEW
27.2 RETIREMENT PLAN ELIGIBILITY
27.3 RETIREMENT PLAN PARTICIPATION
27.4 RETIREMENT PLAN CONTRIBUTIONS

SECTION 28 SOLICITATION AND DISTRIBUTION

SECTION 29 COMPLAINTS
29.1 EMPLOYEE GRIEVANCE PROCEDURE
       29.1.A INITIATING A GRIEVANCE PROCEEDING
       29.1.B REVIEW BY THE SUPERVISOR
       29.1.C THE DECISION
       29.1.D APPEAL OF SUPERVISOR'S DECISION
       29.1.E FINAL APPEAL
       29.1.F RETENTION OF RECORDS
29.2 GRIEVANCE PROCEDURE FOR DISCHARGED EMPLOYEE

SECTION 30 SAFETY
30.1 INTRODUCTION
30.2 INJURY AND ILLNESS PREVENTION PROGRAM
30.3 ASSIGNMENT OF RESPONSIBILITIES
       30.3.A POLICY COMMITTEE(S)
       30.3.B THE OFFICE OF INSURANCE AND RISK
       30.3.C DECENTRALIZED DEPARTMENTAL SAFETY COMMITTEES
       30.3.D MANAGERS AND SUPERVISORS
       30.3.E FACULTY AND STAFF COMPLIANCE
30.4 IDENTIFYING AND EVALUATING HAZARDS
30.5 INJURY & ILLNESS INVESTIGATION
30.6 CORRECTING UNSAFE WORK PRACTICES & CONDITIONS
30.7 TRAINING AND INSTRUCTION

SECTION 31 VOLUNTEERS
31.1 OVERVIEW
31.2 VOLUNTEER ASSIGNMENT
31.3 PROCEDURES

SECTION 32 FELONY CONVICTION NOTIFICATION

SECTION 33 COMPUTER AND NETWORK USAGE

SECTION 34 SMOKE FREE CAMPUSES
34.1 PURPOSE
34.2 POLICY
34.3 IMPLEMENTATION
34.4 CESSATION
34.5 COMPLIANCE

SECTION 35 DRIVERS POLICY
35.1 PURPOSE
35.2 POLICY
35.3 PROCEDURES
35.4 SAFE DRIVING RECORD
35.5 PROTOCOLS WHILE DRIVING
35.6 REPORTING AUTO COLLISIONS
35.7 AUTO COLLISION FOLLOW-UP

INDEX

Section 1 - EQUAL EMPLOYMENT OPPORTUNITY EMPLOYER

1.1 GENERAL POLICY STATEMENT

Pepperdine is an Equal Employment Opportunity Employer and does not unlawfully discriminate on the basis of any status or condition protected by applicable federal, state, or local law. Pepperdine is committed to providing a work environment free from all forms of harassment and discrimination. Engaging in unlawful discrimination or harassment will result in appropriate disciplinary action, up to and including dismissal from the University.

Pepperdine is religiously affiliated with the Churches of Christ. It is the purpose of Pepperdine to pursue the very highest employment and academic standards within a context which celebrates and extends the spiritual and ethical ideals of the Christian faith. While students, faculty, staff and members of the Board of Regents represent many religious backgrounds, Pepperdine reserves the right to seek, hire and promote persons who support the goals and mission of the institution, including the right to prefer co-religionists.

It is the intent of the University to create and promote a diverse work force consistent with its stated goals and mission.

1.1.A  NOTICE TO APPLICANTS AND EMPLOYEES

All University employment application forms shall refer to the University's Equal Employment Opportunity Employer policy (the "EEO Policy"). Further, all applicants for employment shall be requested, but not required, to submit an Applicant Data Record (addressing the applicant's race, gender and age). The Applicant Data Record shall not be made available to those making hiring or employment decisions. Such information shall be used only by Human Resources in performing statistical analysis in order to ensure that the EEO Policy is respected.

1.1.B  DEVELOPMENT

The University commits to providing resources each year for providing programs, workshops and/or seminars to its employees in order to further the EEO Policy.

1.2  ADVERTISEMENT AND RECRUITING SOURCES

All University advertisements shall include the phrase "Equal Opportunity Employer" or "EOE." The University will endeavor to utilize recruiting resources likely to produce a diverse pool of applicants. Human Resources may periodically analyze the performance of any and all employment recruiting resources.

1.2.A  COMMITTEES

Where a committee is involved in hiring and/or promotion, all reasonable efforts shall be made to ensure a diverse composition of the committee.

1.3 RESPONSIBILITIES OF HUMAN RESOURCES

Human Resources shall be available to any employee who desires to discuss possible violations of the EEO Policy. Where so informed, or otherwise on notice of any possible violation(s) of the EEO Policy, Human Resources shall take such steps as it believes necessary or appropriate to resolve any failures to comply with the EEO Policy.

Human Resources shall have the authority to request and receive any and all information from University departments regarding all matters affecting the University's EEO Policy, including but not limited to new appointments, promotions, transfers, terminations, and complaints of discrimination and their final dispositions.

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Section 2 - JOB POSTING/APPLICATION PROCESS

2.1 OVERVIEW

All full-time academic and nonacademic positions, except those designated below, shall be posted a minimum of five working days before a final selection and appointment is made. Positions may be designated for promotion from within (See also: TRANSITIONS). Human Resources will be responsible for the posting of staff job notices on https://jobs.pepperdine.edu as soon as practical after receiving notice of the availability of the position.

Exceptions to the above shall include faculty, librarian and student positions; temporary and part-time positions; certain program positions which fall outside the normal scope of operations; positions requiring a unique, specialized skill set and/or location (pre-approved by the Executive Vice President's Office); positions into which current employees are to be demoted; certain reevaluations not involving a major change in duties, reporting level, or salary; transitions resulting from reorganizations at the level of vice-president or above; and major administrative positions reporting to the vice-presidential level or above which call for compensation of $60,000 per year or more. In the latter two cases, the Executive Vice President's Office is to be notified prior to implementing such changes.

2.2 JOB POSTINGS

Open positions are posted on the Pepperdine University website at https://jobs.pepperdine.edu. The site is maintained by Human Resources.

All job postings indicate the "open for hire date" before which no final applicant selection or hiring decision may be made.

Advertisements in newspapers, professional journals, and internet job boards are posted upon request and are the financial responsibility of the hiring department. All advertisements must include an approved statement that the University is an Equal Opportunity Employer.

2.3 APPLICATION PROCESSING

Applications for posted positions must be submitted on https://jobs.pepperdine.edu for an applicant to be considered.

Applications meeting the minimum posted qualifications will be made available to the hiring manager for consideration. The hiring manager is responsible for contacting applicants directly to arrange for interviews.

Hiring supervisors shall check references on all final candidates interviewed before a hiring decision is finalized (i.e. it is permissible to make an offer of employment contingent upon a successful reference check). Applicant permission to check references should be obtained prior to contacting references. When considering an internal applicant, please contact Human Resources to review applicant files.

2.4 BACKGROUND SCREENING

2.4.A NEW EMPLOYEES

Pepperdine requires background screenings on all individuals prior to employment as well as existing faculty and staff prior to transfer or promotion[1]. Department supervisors or their designee shall serve as the point person for the department's background screening process in collaboration with Human Resources. Department supervisors are responsible for the screening process for their area, including maintaining and destroying the confidential results and ensuring compliance with University policy, and state and federal laws. Offers of employment are to be made contingent on the applicant consenting to and passing the background screening process. Applicants will initially be notified of the background screening requirement by the online job posting which will include language consistent with University policy. If a background check screening is still in progress on the employee's start date, the employee may begin working with the understanding that their continued employment is contingent upon successful completion of the check.

If a background screen report yields negative information, the candidate will have the opportunity to contest any reporting inaccuracies with the University's background screening provider. If the negative information is correct, the department supervisor will consult with General Counsel and/or Human Resources regarding future employment decisions for the individual based on the position specifics.

[1] Faculty promotions are defined as promotions from teaching into administrative roles, such as transitions to assistant dean, associate dean, dean, or division chair.

2.4.B EXISTING EMPLOYEES

Department supervisors may require background screenings on an individual or an entire department at any time as long as there is a legitimate business reason to do so. Prior to performing background screenings on current employees or entire departments, department supervisors should consult General Counsel or Human Resources.
If a background screen report yields negative information, the employee will have the opportunity to contest any reporting inaccuracies with the University's background screening provider. If the negative information is correct, the department supervisor will consult with General Counsel and Human Resources regarding employment decisions for the individual based on the position specifics.
Legitimate business reasons to conduct a background screening include all lawful reasons. Examples of legitimate business reasons would include, but are not limited to: access to cash, checks, raw materials or inventory with a marketable street value, donor lists, or other proprietary information; access to residences, offices or personal property; and when required by law.

2.4.C EMPLOYEES OF THIRD-PARTY VENDORS

Employees of third-party vendors who are assigned to University campuses for their regular shifts shall have background checks conducted by their employer prior to reporting to work at a Pepperdine campus. Vendors include but are not limited to security firms, bookstores, housekeeping, and catering services. The Pepperdine manager responsible for the contract with the third-party vendor must have discretion regarding whether negative information from the screening precludes assignment of a third-party employee to Pepperdine.

2.4.D ALL EMPLOYEES

There may be rare occasions that require employment without contingency of an applicant successfully passing a background screening; in these situations the department supervisor must obtain express written consent from the Provost or Executive Vice President.

2.4.E DEFINITIONS

Employees include faculty and staff, whether part-time or full-time, regular, contract or restricted, exempt or non-exempt.

Human Resources maintains a clerical temporary pool and assumes responsibility for background screenings of those employees. Supervisors of all other temporary employees will decide whether background check screenings are appropriate.

Negative information is any information that would have the potential to impact an employment decision. This may include, but is not limited to, convictions, inaccurate previous employment or education data, etc.

2.4.F PROCEDURES

The information requested on the screening must be job and/or business related. For University employees, department supervisors are to have access to the results and associated documentation. Background screenings shall meet the minimum standards described in the Background Check Guidelines in Human Resources. The department supervisors shall attend training and sign the Human Resources Confidentiality Agreement. Background screening content shall remain confidential and shared only when legitimate business needs warrant it.

Please contact Human Resources at (310) 506-4397 for further information, training and best practices.

Policy approved by the University Management Committee on February 16, 2012.

2.5 HIRING

When a final hiring decision is made, the hiring manager should make a job offer and a salary offer within the range (if any) that has already been approved. If a supervisor wishes to offer a higher salary, he or she must obtain appropriate approval BEFORE discussing the possibility with the job candidate.
To be placed on the payroll, a new hire must show proof of legal right to be employed in the United States by completing an I-9 form and must complete a W-4 form within the first 3 days of employment. (See also: NEW EMPLOYEES)

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Section 3 - EMPLOYEE CATEGORIES

3.1 REGULAR STAFF

A regular staff position is normally an ongoing position. An end date is not usually set at time of hire, although either the University or the employee may terminate the employment relationship at will at any time.

3.2 RESTRICTED POSITIONS

"Restricted" refers to a position which has been approved for a limited period rather than on an ongoing basis, and whose incumbent will qualify for all the benefits of regular employment. Generally, a position will be designated "restricted" if the duration of the initial approval exceeds the normal, three-month term for a temporary position.

3.3 TEMPORARY STAFF

A temporary employee is one who is hired on an "as needed" basis for completion of a specific task or project or due to the temporary absence of a regular employee. Temporary assignments are approved for limited periods of time, usually up to three months. At the end of three months, a temporary position may, with appropriate administrative approval, be extended for an additional three months. If extension of a temporary assignment is needed beyond the second three months, consideration should be given to reclassification as a restricted position. Please contact Human Resources for assistance with any contemplated extension.

Staff benefits are not granted, with the exception of holiday pay, for qualifying temporary employees. To qualify for holiday pay, a temporary employee must have been continuously employed for at least 90 calendar days and regularly work 40 hours or more per week.

Temporary positions do not require posting, but if requested by the hiring manager, Human Resources will post temporary job openings. Human Resources offers an in-house temporary staffing service to assist with your immediate or short-term clerical employment needs.  If temporary staffing needs are urgent or involve highly specialized skills which suggest the advisability of turning to an agency, agency fees are the responsibility of the hiring department.

To request service, please contact Human Resources. The University discourages the use of temporary employment agencies.

3.4 STUDENT WORKERS

A student worker is defined as an individual whose employment is incidental to the pursuit of a full-time course of study at the University. Individuals who have been admitted to the University, are enrolled at least part time during an academic year as defined by the school or college, and are simultaneously employed in a student position will be classified as student workers. Such employees will be considered staff members only when they fill approved regular full-time positions requiring a minimum of 30 hours per week, and when their class schedules do not conflict with their regular working hours. Student employees are not eligible for staff benefits.

3.5 FULL-TIME STAFF

A full-time employee is one who works 30 hours or more per week and is hired to fill an approved regular full-time staff position.

Full benefits are available to regular full-time employees working 40 or more hours per week. Except as otherwise noted, prorated benefits are available to regular full-time employees who are approved to work at least 30, but less than 40, hours per week.

Regular full-time employees changing to part-time status may be continued under the Group Health Plan for a limited period of time. Contact Human Resources for details.

3.6 NINE TO TWELVE MONTH POSITIONS

It is recognized that some staffing needs are greater during the academic year. Accordingly, positions may be designated as "9 to 12 month" positions, typically with assignments extending from August through April. The University will continue medical benefits and other insurance contributions during the three non-worked months for incumbents of such positions with assignments of at least 30 hours per week.  Affected employees are responsible for any dependent coverage payments. For employee recognition purposes, a full year of service will be credited for each year of service in a 9 to12 month position.

To qualify as a 9 to 12 month position, a job must be initially created as such or modified to that status by Human Resources.

For employees to receive benefits continuation for the non-worked months, they must be given written offers of continued employment for the period immediately following the summer months.

3.7 PART-TIME STAFF

A regular part-time staff employee is one who works in a regular staff position less than 30 hours per week.

Regular part-time staff who work 20 or more hours per week are eligible for the following benefits on a prorated basis when approved by the administration: prorated sick leave, vacation, holiday pay, and time off due to death in the family. Part-time staff employees who work fewer than 20 hours per week will be eligible for prorated holiday pay only. Participation in the Retirement Plan will be made available providing all eligibility criteria are met.

3.8 EXEMPT STAFF

Exempt employees are generally defined to be those who:

  • meet state and federal earnings tests (two times the state minimum wage based on a 40-hour work week); and
  • are employed in positions that are professional, executive, or administrative as determined by Pepperdine.

3.9 NONEXEMPT STAFF

Nonexempt employees are generally defined to be those who are:

  • paid on an hourly basis;
  • subject to payment for overtime; and
  • entitled to break (or "rest") periods and lunch periods as prescribed by State and Federal regulations (NOTE: while these regulations specify two ten-minute breaks per day, the University grants breaks of 15 minutes).

3.10 MULTIPLE POSITIONS

Should an employee accept more than one staff or student position, the regularly assigned schedule of work may not exceed 40 hours per week.

3.11 STATUS CHANGE: EFFECTS OF

If an employee's status changes from part-time to full-time the employee should receive an explanation of any change in benefits. The employee must contact Human Resources and sign a statement that applicable benefits have been explained.

3.12 ACTING STATUS

"Acting" refers to a regular employee being hired to temporarily fill a vacant position. The employee retains all of the benefits of regular status. Depending on the agreement by which the employee transferred out of his or her prior assignment into the "acting" position, the end of the temporary assignment will involve a return to the former position, transfer to another position, or termination of employment due to "end of assignment."

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Section 4 - PEPPERDINE PROHIBITS UNLAWFUL EMPLOYMENT DISCRIMINATION AND HARASSMENT

As stated above in the EEO Policy (Section 1), Pepperdine prohibits unlawful discrimination and harassment. This policy includes conduct that occurs on Pepperdine's campus, while traveling on University business, or at University related social functions, whether on or off campus. The University does not tolerate unlawful discrimination and harassment of its employees by vendors, guests and other visitors to campus.

4.1 UNLAWFUL DISCRIMINATION AND HARASSMENT DEFINED

Discrimination

Unlawful discrimination may occur when an employee is treated less favorably with respect to the terms and conditions of employment because of his or her membership in a protected class. Terms and conditions of employment include but are not limited to decisions relating to recruitment, hiring, promotion, transfers, termination, and benefits.

Harassment

Unlawful harassment includes verbal, physical or visual conduct when the conduct creates an intimidating, offensive or hostile working environment, or unreasonably interferes with job performance, when directed at an employee because of the employee's membership in a protected class. Verbal harassment may include but is not limited to epithets, derogatory comments, or slurs. Physical harassment may include but is not limited to assault, impeding or blocking movement, or any physical interference with normal work or movement. Visual forms of harassment may include but are not limited to derogatory posters, cartoons or drawings.

Sexual Harassment

Sexual harassment is defined to include "unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature."

Examples of conduct that could give rise to sexual harassment include but are not limited to: sexual advances or suggestions; unwelcome sexually-oriented remarks; dirty jokes, the display or distribution of offensive photographs, e-mails, posters, or cartoons; any unwelcome, intentional touching of the intimate areas of another person's body; and any form of sexual violence.

      A. Romantic Relationships

Pepperdine wishes to promote positive relations among employees and to avoid conflicts of interest, misunderstandings, the appearance of favoritism, possible claims of sexual harassment, and the diminished morale and dissension among employees that may result from romantic relationships between its employees. Romantic relationships between supervisors and employees within the same direct reporting line are strongly discouraged. Employees involved in romantic relationships bear responsibility for the negative consequences that may arise out of such relationships and may be subject to disciplinary action, including but not limited to, termination of employment.

      B. Sexual Harassment Prevention Awareness-Raising Education Program

All employees are required to regularly participate in the University's Sexual Harassment Prevention Awareness-Raising Education Program. At its discretion, the University may require its employees to engage in other similar programs.

4.2 DISABILITY ACCOMMODATION

An employee requiring accommodation should notify his or her supervisor or Human Resources in writing as soon as the need for accommodation becomes known to the employee. Pepperdine takes all such requests seriously and will promptly determine whether the employee is a qualified individual with a disability and will engage in an interactive process to determine whether a reasonable accommodation exists which would allow the employee to perform the essential functions of the job without imposing an undue hardship on the University or other employees.

4.3 RETALIATION PROHIBITED

Pepperdine prohibits and does not tolerate retaliation against any employee who in good faith files a complaint of unlawful discrimination, harassment, failure to accommodate or is involved as a witness or participant in the complaint or investigation process. Engaging in unlawful retaliation will result in disciplinary action, up to and including dismissal from the University.

4.4 COMPLAINT PROCEDURE

The University encourages any employee who feels that he or she has been subject to, or is otherwise aware of, unlawful discrimination, harassment, failure to accommodate or retaliation, to report the incident immediately. Please refer to Section 29.1 Employee Grievance Procedure for instructions on how to file a complaint.

Supervisors are required to immediately report any incidents of unlawful discrimination, harassment, failure to accommodate or retaliation to Human Resources.

In addition to the reporting avenues discussed in the Employee Grievance Procedure, employees aware of any incidents of sexual misconduct (including sex discrimination, sexual harassment or sexual assault), may report such incidents to the Title IX Coordinator. Information regarding the Title IX Coordinator is located on the University's website at http://community.pepperdine.edu/hr/current-employees/.

4.5 SAFE AND SECURE WORKPLACE

Pepperdine is committed to providing a safe and secure workplace for its employees. The University will not tolerate any type of workplace violence committed by or against employees. Workplace violence is defined as any physical assault, threatening behavior or verbal abuse occurring in the work setting. It includes but is not limited to beatings, stabbings, shootings, sexual assaults, psychological traumas such as threats, obscene phone calls, an intimidating presence, and harassment of any nature such as stalking, swearing or shouting.

Violating this policy will result in disciplinary action up to and including dismissal and may also result in criminal prosecution. The University reserves the right to take all immediate action that it determines is necessary to prevent or mitigate a perceived threat or act of workplace violence. Actions including stay-away orders, interim leaves of absence, and work from home, may be taken by the University, with or without notice or cause.

Employees should report all acts of workplace violence or threats of workplace violence which they have witnessed, received, or have been told that another person has witnessed or received, to the Pepperdine Department of Public Safety, immediate supervisor, Dean's office, or to Human Resources. The University has created a Threat Assessment Team to evaluate, investigate, and respond to all credible threats or incidents of violence.

This policy prohibits retaliation or harassment against anyone who makes a good faith report of a violation of this policy. The University also prohibits individuals from making intentionally false or misleading reports of violence or threats of violence. Individuals who make such reports will be subject to disciplinary action up to and including dismissal under the University's disciplinary policies.

4.6 MANDATED REPORTER OF CHILD ABUSE

California law identifies several categories of individuals who are considered "mandated reporters" of child abuse and neglect. Such employees, as a term and condition of employment at the University, are required to sign a Mandated Reporter Acknowledgement Form, which discusses the employee's legal obligations. An employee's failure to comply with this law may result in immediate termination of employment.

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Section 5 - PERSONAL APPEARANCE AND CONDUCT

5.1 PERSONAL APPEARANCE

All employees are expected to be appropriately attired; e.g., standard business attire in the business office; clean custodial uniforms in the custodial department; etc. Dress should be appropriate for the position, with emphasis upon neatness, cleanliness and safety. For positions that require it, all Personal Protective Equipment (PPE) must be worn at all times to ensure employee safety. All employees are expected to exercise appropriate hygiene and respect the reasonable sensibilities of coworkers.

5.2 CONDUCT

In harmony with its Christian philosophy and purposes, the University expects the highest standard of moral and ethical behavior from all of its employees within the course and scope of their employment.

The expectations include, but are not limited to:

  • honesty;
  • sobriety;
  • dependability;
  • following established procedures and regulations;
  • prompt compliance with all requirements and lawful orders or directions of supervisors;
  • efficiency in performance of the job;abstaining from the use of vulgar or offensive language;
  • avoiding conduct that may bring reproach or embarrassment to the University; and
  • awareness of how one's conduct may reflect upon the University's Christian mission and reputation.

While no attempt will be made to intrude on the purely personal and private lives of employees, any employee whose conduct and performance does not comply with the above stated expectations may be subject to discipline, including suspension or immediate dismissal, without prior notice.

The following general rules of conduct while on University property have been established. Employees are subject to disciplinary action or dismissal for:

  • reporting for work, or working under, the influence of liquor, drugs, or narcotics (as specified by the Food and Drug Administration);
  • use, sale, or possession of intoxicating liquors, narcotics, or abuse of prescription drugs;
  • intentionally falsifying records;
  • sleeping on the job;
  • unauthorized removal of property belonging to the University, its employees, students, or guests;
  • inciting, or attempting to incite, others by word or action to the use of violence; or threats of, actual violence;
  • illegal gambling;
  • smoking in "No Smoking" areas;
  • possessing or carrying firearms, weapons, or explosives;
  • any deliberate or negligent destruction or misuse of equipment, property, or material;
  • frequent tardiness or unauthorized absence from work station;
  • insubordination;
  • failure to report absences, or reporting them improperly (applies to employees and/or their supervisors); or
  • other "failures of good behavior" not mentioned specifically above which are not in concert with the University's Christian mission or are covered in other University instructions and regulations or federal, state, or local laws.

Employees are expected to be good stewards of University resources and hold operational costs to a minimum. Supplies should be used with care and never removed from University property unless in transit to another Pepperdine location.

The above are only examples of conduct and the above is not an exclusive list of conduct that may lead to discipline up to and including dismissal. Further, employees remain employed at will at all times and employment may be terminated by either the employer or employee without cause or notice.

5.3 PERSONAL TELEPHONE CALLS

The unreasonable use of University telephones for personal calls is prohibited.

5.4 CONFLICT OF INTEREST

The relationship between the University and its employees is one of trust, and all employees should avoid conflicts of interest and commitment.

Employees should not have direct or indirect interests or commitments, financial or otherwise, which conflict with the proper discharge of University duties.  The primary professional allegiance of all employees lies with the University and the advancement of its mission. Employees should not solicit or accept any gift, service, or favor that might reasonably influence the discharge of their duties or that they know or should know is being offered with the intent to influence their official conduct. Employees should not accept other employment or engage in business or professional activities outside of the University when such work might reasonably cause real or apparent conflicts of interest or conflicts of commitment.  Employees should not transact business in their official capacity with any business or entity of which employees or their Family Members are an officer, agent, or member, or in which the University owns a substantial interest, without the explicit prior knowledge and approval of the appropriate senior administrator. "Family Member" means a person's spouse, significant other, ancestors, children, grandchildren, great grandchildren, siblings (whether by whole or half-blood), and the spouses of children, grandchildren, great grandchildren, and siblings.

5.4.A DEFINITIONS AND EXAMPLES

A conflict exists when a University representative's direct or indirect personal interests are inconsistent with or interfere in any way with the best interests of the University. An institutional conflict may also exist when the University's mission could be compromised by an external relationship held at the institutional level. There are generally two types of conflicts: conflicts of interest and conflicts of commitment.

A conflict of interest exists when an employee has an external interest that affects or provides an incentive to affect the employee's conduct of his or her University responsibilities. Examples of conflicts of interest include:

Owning or acquiring a financial interest in any business entity that supplies goods, services, or finances to the University when the employee has decision-making authority for those transactions.Using University property or facilities in a way that may result in personal financial gain to an employee or an employee's family member.Using University facilities or an employee's position at the University, to advocate, endorse or market a product or endorse or render a service, unless done in conjunction with an employee's University duties, and for the University's benefit.Accepting a charitable gift that is contingent upon the outcome of any research or business transaction conducted by the University (an institutional conflict of interest).

A conflict of commitment exists when the commitment to unrelated job activities adversely affects an employee's capacity to meet University responsibilities. An example of a conflict of commitment is an employee's inability to timely meet University assigned deadlines as a result of providing services to another employer.

5.4.B DISCLOSURE AND OBLIGATION

Employees should disclose conflicts of interest or commitment to the appropriate supervisor or senior administrator as soon as possible after they realize that a conflict may arise or currently exists.

In addition, on an annual basis, by no later than March 31st, each University employee that holds: (i) a title that includes "director," (ii) requisition approver status, or (iii) $5,000 or more of spending authority on any University issued credit card, is required to complete a Conflict of Interest and Outside Activities reporting form.

Employees shall include on the annual reporting form:

  • The amounts and sources of all outside earned income in excess of $1,000 from any one source earned while employed by the University during the preceding calendar year, and the amount of time spent to earn this income.
  • Income they received from any trust, partnership, limited liability company, corporation or other entity for which they are a trustee, beneficiary, director, officer, employee, or agent thereof, and holds 10% or more ownership interest therein. "Ownership" means voting power in a corporation, a proprietary interest in a partnership, limited liability company or similar entity, or interest in a trust as trustee or beneficiary.
  • "Any income received, directly or indirectly, by any of their Family Members from the University (other than wages earned as a University employee).  For example, if an employee's spouse or child owns a company that does business with the University, the employee should disclose that income.
  • Whether they or a Family Member has any investments made in conjunction with, or a business relationship with other University employees, Regents, or persons or companies doing business with the University.

5.4.C PROCESS FOR RESOLVING POTENTIAL AND ACTUAL CONFLICTS

The annual disclosures will be reviewed in the first instance by the Executive Vice President, General Counsel, and President. Disclosures that indicate a potential conflict shall be forwarded to the appropriate senior administrator for action.

The senior administrator or his or her delegate (e.g. dean or department head) will review the conflict with the employee, and conduct a careful assessment of whether a particular activity or relationship is acceptable, unacceptable, or requires further review by the senior administrator.

In some cases, resolution of a conflict will mean eliminating the conflict altogether.  In other cases, appropriate management may allow the situation to go forward with assurances that the integrity of the University will be protected.  The latter situation may require ongoing review, monitoring, and documentation by the senior administrator.  Adequate written evidence of the conflict's resolution must be filed with the annual disclosure form in the Executive Vice President's office.

Violation of this policy shall subject the employee to disciplinary action, which may include, among others, reimbursement to the University of all profits or benefits obtained, demotion, suspension, and termination.

5.5 OFFICER AND EMPLOYEE SERVICE AS FIDUCIARIES

An individual officer and/or employee of Pepperdine University is occasionally requested or appointed to serve as a trustee, personal representative, administrator, administratrix, executor, executrix, conservator, guardian or other fiduciary (including, but not limited to investment or financial advisor) for a person who is, or who may reasonably be expected to become, a significant financial contributor to the University. Such requests and appointments may arise because of the personal relationship that may develop between the individual and an officer or employee while acting as the University's representative. Service as a fiduciary presents a substantial possibility for a conflict of interest between the fiduciary's duties of care and loyalty toward a contributor or his or her estate, on the one hand, and the obligations of the officer or employee to the University, on the other hand. In addition, such service may result in legal liability on the part of the University for the acts and omissions of the fiduciary.

The University has adopted this policy in order to minimize any conflict of interest and exposure to legal liability.

5.5.A DEFINITIONS

As used herein, the following terms shall have the meanings specified:

"Applicable Officer or Employee" means senior officers of the University and all other employees serving in a fund-raising capacity.

"Family Member" means any spouse, domestic partner, child, grandchild, parent, grandparent, brother, sister, brother-in-law or sister-in-law.

"Fiduciary Position" means the office of the trustee, personal representative, administrator, administratrix, executor, executrix, conservator, guardian or other fiduciary,(including but not limited to investment or financial advisor), whether such office is created by private agreement, appointment, court order otherwise, in any jurisdiction.

"Proscribed Fiduciary Position" means a Fiduciary Position with respect to:

a Substantial Contributor;a trust as to which Substantial Contributor is a settlor or beneficiary; orthe estate of a Substantial Contributor.

"Substantial Contributor" means any individual (other than a Family Member) who has contributed, or may reasonably be expected to contribute, by inter vivos gifts or testamentary disposition, in excess of $50,000 to the University or any of its affiliates.

5.5.B NO SOLICITATION

Except as authorized pursuant to Section 5.5.3 no Applicable Officer or Employee of the University shall solicit any appointment to, accept any appointment to or continue in a Proscribed Fiduciary Position whether or not such Proscribed Fiduciary Position requires any time during the normal working hours of such officer or employee. Any Applicable Officer or Employee who is requested or gains knowledge of an appointment or prospective appointment to serve in a Proscribed Fiduciary Position shall give prompt written notice of such request or appointment to the Senior Vice President for Advancement and Public Affairs.

Any Applicable Officer or Employee who violates this policy, or any part of it, shall be subject to discipline up to and including termination.

5.5.C EXCEPTIONS

A strong presumption exists that an Applicable Officer or Employee should not serve in any Proscribed Fiduciary Position. Nevertheless, an Applicable Officer or Employee may serve in a Proscribed Fiduciary Position, but only upon the satisfaction of all of the following conditions:

  • Such officer or employee shall request in writing to the Senior Vice President for Advancement and Public Affairs that the general policy be waived. Such request shall set forth the following information:
    • The circumstances in which the request or appointment to serve in the Proscribed Fiduciary Position arose.
    • The reasons why service in such Proscribed Fiduciary Position (i) is in the University's interests and (ii) will not present a significant possibility for conflict of interest and legal liability to the University.
    • A description of how such officer or employee will act to minimize conflicts of interest and commitment and legal liability to the University.
    • An acknowledgement that the Substantial Contributor has been informed of (i) the University's policy, (ii) the possibility for conflicts of interest to arise during the term of service in the Proscribed Fiduciary Position, and (iii) the advisability that the Substantial Contributor consider the appointment of the other persons (including trust companies, Family Members and the University) to serve in the Fiduciary Position.
  • If possible, the Substantial Contributor shall have given his or her informed written consent to the service of such officer or employee in such Proscribed Fiduciary Position.
  • Such officer or employee shall agree to serve in the Proscribed Fiduciary Position with all care, skill, diligence and loyalty required by applicable law and consistent with the standards set forth in Section 5.5.D
  • All compensation earned by such officer or employee, whether in the form of statutory fees, trustee fees, court awards or otherwise, in excess of unreimbursed expenses actually, reasonably and directly incurred by such officer or employee in the course of serving and substantiated by proper receipts, shall belong to and shall promptly be paid to the University. In cases where it is clear that the individual officer or employee is spending material additional time in excess of their normal workload in carrying out fiduciary duties, the supervising officer over such officer or employee may elect to allocate up to one-half of the fiduciary fee to the individual as supplemental one-time compensation, which does not carry with it any fringe benefits.

The University may impose other conditions upon any exception to the general policy, as the University may deem appropriate in the circumstances.

Each exception to the general policy shall be within the discretion of the University. A waiver in one instance shall not constitute a waiver in any other instance or circumstance. No exception shall be effective unless and until communicated in writing to the officer or employee requesting such exception.

5.5.D STANDARDS FOR SERVICE AS A FIDUCIARY

A person serving in a Fiduciary Position should observe the following standards:

(1) Bonding or Insurance. The officer or employee acting as an executor, trustee or other fiduciary should communicate such capacity to the Insurance and Risk Management department and ensure that the University is carrying a fiduciary bond or liability insurance in an amount that will protect the estate or trust and its beneficiaries from any misappropriation, misapplication of fiduciary funds, or other insurable loss. Custodian arrangements with a fiscally sound financial institution may alternatively be explored. Otherwise, significant personal liability (covering any loss or depreciation) may arise due to breach of fiduciary duty.

(2) Competence. All fiduciaries must be competent by training and experience to serve in such capacity, and should undertake continuing education to maintain and update knowledge in this area.

(3) Support Service. All fiduciaries must have adequate support personnel and services available to properly and efficiently render recording, accounting, tax and investment services.

(4) Audit Review. An independent audit or adequate internal control procedures should be made of trusts, estates or other accounts on a random and periodic basis.

(5) Accounting. Upon reasonable request from any estate, trust or account beneficiary, a fiduciary must provide a detailed written accounting of account transactions and obligations. Automatic annual accountings to every beneficiary are recommended for all accounts, and required by law for many trusts.

(6) Exoneration. Wills, trusts or other instruments governing administration should generally not include exculpatory provisions which would relieve the officer or employee of malpractice or misfeasance liability, unless the instrument is carefully reviewed by independent counsel representing the creator of the instrument.

(7) Fees. Fee information is often specifically contained within the trust or estate instrument. Otherwise, reasonable compensation is the rule. Again, fiduciaries must avoid even the appearance of self-dealing or conflict of interest.

(8) Investments.

     (a) Generally, Fiduciary roles that involve investments must have investment services available for  evaluations and advice. In any case, these fiduciaries must be financially sophisticated with investments and alternatives and capable of evaluating the competence and prudence of the in-house or outside advisory services. Records must be kept of all investment decisions made and the basis for them.

There is a duty to:

          (1) review investments periodically;

          (2) dispose of imprudent or nonproductive assets; and

          (3) inform and consult regularly with beneficiaries. Fiduciaries who hold funds without investing them can be held liable for loss of interest. 

     (b) Trustees generally have a duty to:

          (1) take control of and preserve the trust estate properly;

          (2) make the trust property productive; and

          (3) keep the trust property separate and identified. Bank accounts used must yield a reasonable rate or interest.

(9) Applicable Laws. An employee serving in a Fiduciary Capacity shall comply with all laws such as the California Professional Fiduciaries Act to the extent applicable.

5.5.E ADDITIONAL DUTIES AND RESPONSIBILITIES OF TRUSTEES

(1) Persons acting as trustees are responsible for taking reasonable steps to enforce claims and defend actions regarding trust property.

(2) Trustees overseeing more than one trust cannot knowingly become a trustee of another trust adverse to the interests of the beneficiaries of the first trust.

(3) Trustees must deal with beneficiaries impartially.

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Section 6 - EMPLOYEE FILES AND REFERENCES

6.1 EMPLOYEE FILES

An employee may examine the contents of his or her file by making an appointment with Human Resources and may receive copies of any documents which they are legally entitled to. Beyond the employee, access to files is generally limited to the following:

  • Human Resources staff;
  • the employee's supervisor(s);
  • prospective supervisors preparing to interview the employee for posted job openings (the prospective supervisor must have already decided to interview the candidate and must inspect the files of all employees who have applied for the position in question);
  • law enforcement agents with proper, legal authorization;
  • internal and external auditors;
  • General Counsel staff or others providing legal services to the University or as otherwise compelled by law; and
  • others with a legitimate need to know.

The contents of official files are the property of Pepperdine University.

6.2 REFERENCES

It is the University's policy to only provide job title and dates of employment. Final salary information will also be provided if the individual requesting the information obtains a written authorization signed by the individual whose salary information will be released.

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Section 7 - SUPERVISOR'S RESPONSIBILITIES

7.1 GUIDELINES

The following guidelines are minimum requirements of responsibility expected from each supervisor.

7.2 TO THE UNIVERSITY

Know thoroughly the functions of the supervised department/unit within the larger context of the University:

  • Know all policies and procedures.
  • Know what a department/unit is charged with doing.
  • Understand the function and purpose of each position.
  • Know where the work comes from and where it goes.
  • Know the required standards of quality.
  • Understand the volume of work to be handled.

Know the departmental budget and stay within it:

  • Discuss cost concerns with departmental staff.
  • Practice preventative maintenance in order to avoid equipment breakdown and loss of production.
  • Analyze jobs periodically to improve efficiency and reduce/avoid duplication of effort.

Ensure that assigned work is produced on time, within budget, and up to expected standards:

  • Provide job descriptions for all employees to ensure they know what responsibilities have been assigned to them.
  • Provide adequate training, tools, and supplies to enable employees to accomplish assigned duties.
  • Provide employees a safe environment in which to work.
  • Allow sufficient time for planning work assignments.
  • Determine what constitutes a full day's work under normal conditions and ensure that each employee produces a full day's work.

7.3 TO THE IMMEDIATE SUPERVISOR

  • Show courtesy and respect.
  • Cooperate, follow directives, and execute instructions as directed.
  • Always assume full responsibility for work assigned.
  • Report the status of any important phase of operation fully, simply, and accurately when requested.
  • Alert your superior to any significant change in either working conditions or in the ability to meet production schedules.
  • Look for better ways of doing things and offer ideas and suggestions for improvements.
  • Make every effort to relieve the immediate supervisor of unnecessary job details, whenever possible and as appropriate.

7.4 TO OTHER SUPERVISORS

  • Demonstrate courtesy, respect, understanding, and tolerance.
  • Cooperate and be willing to help.
  • Set a good example.
  • Exchange ideas for improvements in all areas of policy and operation.

7.5 TO SUBORDINATES

It is expected that supervisors will:

  • Promote and model the University's mission.
  • Set a good example.
  • Treat subordinates as individuals, worthy of respect.
  • Become acquainted with the staff individually.
  • Represent subordinates to superiors in a professional and accurate manner.
  • Praise work that is well done.
  • Reprimand in private.
  • Evaluate carefully, objectively, and honestly.
  • Conduct an annual written employment review for direct reports.
  • Never permit personal friendships and/or relationships to cloud an objective opinion.
  • Romantic relationships between supervisors and employees within the same direct reporting line are strongly discouraged.
  • Never permit individual personalities or prejudices to cloud an objective opinion.
  • Place an employee in a position according to skills, ability, and attitude.
  • Take time to give proper and adequate introductions and orientation to new employees.
  • Make every effort to interpret and explain policies accurately.
  • Ensure that job instructions and day-to-day orders are clearly understood.
  • Provide employees with every opportunity to develop and improve skills and earnings.
  • Improve confidence in dealings with subordinates by being considerate, firm and fair.
  • Refrain from requiring subordinates to perform non-University business tasks.
  • Assume responsibility for the action or the job done.
  • Maintain a safe workplace and become familiar with the University's safety policies, programs and procedures.
  • Refrain from representing the University by making statements to outside agencies (i.e., media outlets, government bodies, investigators, etc.) before consulting with Public Relations, Human Resources, and/or General Counsel Offices as appropriate.

A supervisor may not supervise a relative.

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Section 8 - EMPLOYMENT OF RELATIVES

Since its inception, Pepperdine University has been well served by families. In some cases, several generations of the same family have been involved in the life and work of the University. While valuing and encouraging the contribution these families make, the University is committed to fostering a work environment free from the employment problems commonly associated with nepotism. It is, therefore, the intent of this policy to avoid any real or apparent conflict of interest that may arise from members of the same family working for the University.

Employees' relatives will not be eligible for employment with the University in positions where potential problems of favoritism, morale, supervision, safety, security or conflict of interest exist. Therefore, employees may not supervise relatives within the same reporting line or hierarchy. Relatives include an employee's spouse, significant other, ancestors, children, grandchildren, great grandchildren, siblings (whether by whole or half-blood), and the spouses of children, grandchildren, great grandchildren, and siblings. For example, an Assistant Director should not hire a relative of the Director as a Receptionist. In cases where related employees assignments are in different departments and/or otherwise assure the absence of favoritism or nepotism, exceptions may be approved by the Executive Vice President.

Employees, whether or not in the same reporting line, shall not use the influence or authority of their University positions to the undue advantage of their relatives in University employment matters.

Employees who are members of the same family are not considered agents for each other in human resource matters. They should not interfere with the University's employer/employee relationship with their relative(s) nor expect undue access to the various aspects of that relationship.

If a supervisor and employee within the same reporting line or hierarchy become related by marriage or adoption, or a supervisor finds him/herself within the same reporting line or hierarchy as a relative due to University reorganization, the relatives will have six months to make arrangements to be in compliance with this policy. If after six months the two relatives are still out of compliance, the Associate Vice President of Human Resources will propose a solution to the Executive Vice President.

Complaints of unfair treatment on the basis of family connections with regard to specific employment actions (hiring, promotion, termination, assessment, salary administration, etc.) should be made in writing to the Associate Vice President of Human Resources.

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Section 9 - NEW EMPLOYEES

9.1 DOCUMENTATION

All new employees must complete an I-9 form on the first day of employment and present documents establishing their identity and eligibility to work in the United States. Failure to submit documentation before the employee's third day of employment will subject the new hire to termination of employment. The employee must also complete and sign a W-4 form and a direct deposit form.

These procedures must be followed both for initial hiring and (with few exceptions) re-employment of former employees for both regular and temporary positions.

9.2 ORIENTATIONS

An orientation for new employees is held every month on a Monday from 9:00 a.m. – 3:00 p.m. by Human Resources. All employees not employed within the past two years must attend. Culture and community are central to Pepperdine's identity and New Employee Orientation is one of several methods used to successfully on-board new faculty and staff members. While department-specific information and various University receptions contribute to the on-boarding process, Orientation familiarizes new employees with University-wide policies and procedures that enable them to begin work immediately. New Employee Orientation provides opportunity for recent hires to understand the culture and mission of the University, learn job processes specific to Pepperdine policy, as well as recognize professional demeanor expected of all University faculty and staff. The various benefit programs that the University provides for all eligible employees is also described.

9.3 I.D. CARDS

An identification card is issued at no cost to each staff member upon hire. Replacement cards may be obtained through Human Resources at a cost of fifteen dollars ($15) each. The I.D. card should be carried at all times while on the University campus.

9.4 ANNUAL AND INTRODUCTORY PERIOD EMPLOYMENT EVALUATIONS

Performance evaluations should be provided to each employee annually. It is a supervisor's responsibility to document his or her evaluation of subordinates' performance and review it with them to provide feedback. Annual evaluations must be turned in to Human Resources for placement in the employee's personnel file. Recommended forms may be obtained through Human Resources. All employment evaluations should be in writing and signed by both the supervisor and employee.

Unless otherwise specified in the hiring agreement, each staff employee serves an initial Introductory Period of 90 calendar days. At the end of 90 days, he or she may:

  • be removed from Introductory status;
  • be extended in an Introductory status (maximum extension is up to an additional 90 days); or
  • be terminated from the position for failure or unwillingness to perform.

The appropriate alternative should be indicated on the Introductory Employee Assessment form, which will be placed in the employee's file.

When an introductory employee has been on the job approximately 60 days, Human Resources will send the Introductory Employee Assessment form to the supervisor. The form should be completed by the supervisor. The form is to be returned to Human Resources before the completion of the employee's 90-day introductory period. It is vital that the supervisor:

  • conscientiously and accurately respond to the evaluation form as part of a continuing assessment process;
  • contact Human Resources BEFORE discussion with the employee if the employee is not to be continued in the position;
  • share the responses with the employee; and
  • indicate if the employee is to remain in the position or be released.

9.5 PARKING

All staff employees are provided parking in an assigned lot. Access to parking lots and parking permits will be furnished to new employees and renewed annually by the Department of Public Safety and the Card Services department. New parking permits remain the property of Pepperdine University. Employees whose vehicles display California handicapped parking permits may use the appropriate designated spaces. The Department of Public Safety publishes and enforces regulations for operating and parking motor vehicles on the Malibu campus. Violation of these policies may incur disciplinary action including fines, loss of driving or parking privileges on campus, and possible termination of employment.

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Section 10 - WAGE AND SALARY ADMINISTRATION

10.1 OVERVIEW

Beginning compensation rates and pay increases are based on a number of variables. In addition to education and past work experience, budget, supervisory responsibility and tenure are important factors to consider. Compensation rates over a period of time reflect pay increases which are solely merit-based and awarded to individuals who exhibit outstanding performance.

10.2 INTERNAL EQUITY

When determining the appropriate compensation level for a position, consideration may be given to equity within the department, the major area, and similar positions throughout the University. Upon request and with dean or applicable vice-president area approval, Human Resources will provide internal salary comparison reports, where the level of supervisory responsibility and tenure in the position are considered.

10.3 MARKET PRICING REPORTS

For external comparison purposes, salary survey reports specific to higher education and the non-profit private sector are utilized.

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Section 11 - TRANSITIONS

Any University employee may apply for an open position for which they qualify by completing an on-line application. Management should make employees available for interviews as part of their responsibility for:

  • satisfying critical needs for the deployment of personnel resources to locations in the University where they are most needed;
  • providing opportunities for employee development and/or advancement; and
  • retaining highly valued employees.

If an employee is transferring within a department or between departments, the transition must occur on the first day of the corresponding pay period. It is the responsibility of the hiring supervisor to contact the current supervisor to arrange a mutually acceptable date for the transition to occur. Normal notice is two weeks before a transition is effected; however, a shorter or longer notice period may be arranged through mutual agreement between the two parties.

A position transition may involve a salary increase or decrease, depending on the approved entry salary for the open position and the qualifications of the transitioning employee.

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Section 12  DISCIPLINARY ACTION

12.1 REPRIMANDS

When a problem arises requiring counseling and a reprimand which may lead to termination, the supervisor should issue a verbal warning and outline specific steps the employee should take to avoid future difficulties. A verbal warning should be memorialized in writing.

Upon recurrence of the same or similar problem, or other substantial issues, the supervisor should counsel the employee and issue a memo which references any previous discussions or memos and points out that the problem(s) could result in dismissal. The employee should be asked to sign the memo, indicating receipt of a copy. The supervisor should send a copy to the appropriate department head, and the original to Human Resources.

If an incident is severe enough to warrant immediate dismissal, the managing supervisor must notify Human Resources immediately for guidance.

12.2. SUSPENSION

If a significant situation occurs, or an employee's presence is so disruptive that prompt action is necessary, the supervisor should take the following immediate actions:

  • Suspend the employee without pay for a definite period of time (normally one to three days).   For exempt employees, federal regulations impose special rules: please contact Human Resources prior to taking action.
  • Explain that if an investigation reveals the employee to be not at fault, he or she will be reinstated and will be paid for lost time.
  • Prior to commencing the suspension, schedule an appointment with the employee for the end of the suspension period.
  • Conduct an investigation of the precipitating events. Collaborate with Human Resources and involve other departments as needed (General Counsel, Public Safety, etc.).
  • Obtain all documents (time sheets, absentee reports, warning memos, etc.) pertinent to the employee and the problem.
  • Discuss the situation with management and Human Resources.
  • Arrive at a tentative decision in the matter prior to meeting with the employee (if the decision is for dismissal, request Human Resources to begin termination procedures).
  • Interview the employee as scheduled.Discuss all the facts with the employee and arrive at a final decision.

If the decision is to retain the employee, indicate when the employee should return to work and whether he or she will receive payment for lost time. Notify Human Resources immediately to cease termination procedures. When an employee is retained but is to be disciplined, he or she should be given written notice as soon as he or she is scheduled to return to his or her position, outlining the reason for the suspension, the supervisor's performance or behavior expectations for the employee, and the consequences of repeated violations of them.

If the decision is unfavorable to the employee, the supervisor should follow the steps outlined under INVOLUNTARY TERMINATIONS in the following section.

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Section 13  TERMINATIONS

13.1 OVERVIEW

The employment relationship is based on the mutual consent of the employee and the University. Accordingly, either the employee or the University can terminate the employment relationship, at will, with or without cause, at any time during the employment relationship. The only exception is when a different relationship is set forth in an individualized written employment agreement between the employee and the University, signed by an authorized University representative.

The policies governing involuntary terminations, including layoffs, specifically limit the discretion of individual supervisors and department heads. The review and approval process (described in section 12.3) is intended ensure that the University's human resources are managed to the best interests of the University as a whole. Failure to comply with this policy may result in disciplinary action, including possible termination of employment.

13.2. VOLUNTARY TERMINATIONS

An employee wishing to end his or her employment with the University should provide notice in writing of the effective date of separation. Normal expectation for termination notice is two weeks. At the University's discretion, an affected employee will receive pay in lieu of the required notice. It is the supervisor's responsibility to see that all University property (keys, I.D. card, credit cards, computers, etc.) is turned in by the employee. The supervisor should contact Human Resources immediately and provide the Human Resources representative with the time sheet or absentee report, signed written resignation, and necessary memos and documents. All terminating employees should report to Human Resources for an exit interview.

13.3. INVOLUNTARY TERMINATIONS

A supervisor should contact Human Resources prior to discussing termination with an employee. Human Resources will evaluate the proposed action and make a recommendation to the Chief Human Resources Officer prior to taking action. Human Resources will notify the supervisor of the disposition of his or her request to terminate. If the decision is to terminate, Human Resources will assist the supervisor in composing a final memorandum to the employee. The supervisor should then take the following steps:

  • Explain the reasons for dismissal.
  • Issue the memo to the employee, restating the facts of the decision.
  • Ask the employee to sign the memo (only to indicate that he or she has received a copy, not to indicate agreement with the content).
  • Obtain the employee's I.D. card, keys, and any other University property which may be in his or her possession.
  • Coordinate with Human Resources to terminate all computer and other system access.

Human Resources will coordinate an exit interview for the employee. Human Resources will also explain the insurance continuation/conversion options available to the employee, either during the exit interview or by mail.

For security reasons it is extremely important to collect any and all keys from the employee prior to him or her vacating the premises. Please contact Human Resources if you have concerns regarding this very important step.

13.4. REDUCTION IN FORCE

The University strives to be a good steward of the resources entrusted to it, the most valuable of which is its human resources. Accordingly, whenever it becomes necessary to reduce staffing levels because of economic conditions, lack of work, reorganization, or other business reasons, the University will deal with the affected individuals in an open, honest manner and will adhere to the following procedures.

13.4.A CRITERIA AND PROCESS

When a reduction in force is necessary, the determination of who will be retained and who will be separated will typically take into consideration (i) the operational needs of the University in order to continue to best fulfill its mission, and (ii) the relative qualifications, competence, demonstrated ability and past performance of potentially affected employees.

Before announcing or implementing a reduction in force, the appropriate administrator will consult with Human Resources. Human Resources will collaborate with the administrator to make a recommendation to the appropriate senior administrator who will determine the disposition of the proposed action.

13.4.B NOTICE PERIOD

Affected employees will be given at least two weeks' notice unless a longer period of notice is required pursuant to the terms of an individual employment contract or applicable law.

Notice of a reduction in force shall be in writing and shall state the reason for the reduction in force and the effective date of separation from the University. All such notices and any announcement concerning a reduction in force should be coordinated in advance with Human Resources.

13.4.C FINAL PAY AND BENEFITS

Affected employees should be asked to coordinate with Human Resources on or before the employee's last day of work to obtain information concerning benefit options and to receive the final paycheck.

Affected employees will be paid for accrued but unused vacation as of the date of separation and shall be entitled to continue to participate in the University's group health insurance plans at his or her expense in the manner and to the extent permitted by law.

13.4.D CONSIDERATION FOR ALTERNATIVE POSITIONS

Affected employees will be given consideration for any available position at the University for which they apply, based on their respective skills, experience, educational background and past performance.

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Section 14 PAYROLL AND TIME REPORTING

14.1. OVERVIEW

Adherence to payroll procedures and published deadlines is mandatory. Supervisors are responsible for ensuring their staff adhere to the following:

  • Ensuring all time worked is accurately recorded;
  • maintaining accurate records concerning vacation, sick leave, floating holiday or any other absences taken, and preventing excessive vacation or sick leave or duplication of floating holiday;
  • submitting time records to Payroll for absences of exempt employees of one day or more; and
  • daily (or "regularly") recording time worked or not worked, whether authorized or unauthorized, by hourly employees.

All employees are responsible for maintaining the confidentiality of payroll data at all times.

14.2. PAY PERIODS

HOURLY (nonexempt) employees are paid on a biweekly basis according to the time records submitted. Time records will cover a two-week period, commencing on a Monday at 12:01 a.m. and ending on a Sunday, fourteen days later at 12 midnight.

All time records submitted must be for the period as determined by the Payroll Office. Payday will be every other Friday, one week following the last Sunday indicated on the time record. If a holiday occurs on Friday, payday will be the previous Thursday. Under certain circumstances, payday may be advanced to the last working day prior to a holiday period.

MONTHLY (exempt) employees will be paid on the 26th day of the month. When the 26th falls on Saturday or Sunday, payday will be the preceding Friday. Under certain circumstances, payday may be advanced to the last working day prior to a holiday period.

14.3. RATE CHANGES

Changes in rates of pay must be made effective on the beginning of a pay period.

14.4  TIME RECORDS

All nonexempt employees are subject to wage and hour regulations. Each employee in this category must record the number of hours actually worked each day on a time sheet.

An hourly employee permitted to come to work without having been notified that there will be no work, must be paid half the normal work time scheduled, not to be less than 2 hours or more than 4 hours, regardless of the reason work is unavailable. Pay will be at the appropriate rate for that day.

Time records must be approved by supervisors and forwarded to the payroll department according to the published schedule. To ensure that employees are paid punctually, correctly completed time sheets must be received on schedule.

14.5 MEAL AND REST PERIODS

Each nonexempt employee working at least five (5) consecutive hours per shift shall be entitled to a meal period of a minimum of thirty (30) minutes by no later than the end of the fifth hour of work. Meal periods are not considered as time worked, given that the meal period is at least thirty (30) minutes long and the employee is completely relieved of all duty and free to leave the work area and premises. Employees on a shift of more than five, but less than six hours, may choose to voluntarily waive the meal period in writing.

Nonexempt employees are expected and authorized to take a net, fifteen (15) minute rest period for each four (4) hours worked or major portion thereof, generally one to be taken in the work period prior to the meal period and one in the work period following the meal period. Employees are to be free from any work responsibility or interruption during their rest period; however, in cases of emergency, employees will be expected to reschedule their rest period at some other time during the applicable four (4) hour period. Rest periods are considered as time worked for which there shall be no deduction from wages. Employees whose total daily work time is less than three and one-half hours are not entitled to a rest period.

14.6 LACTATION ACCOMMODATION

Upon request, employees who require lactation accommodation will be provided a reasonable amount of break time for this purpose. The break time will, to the extent possible, run concurrently with any paid break time already provided, and to the extent additional break time is needed, such additional time will be unpaid. You may use your own office or an available private room near your work area for privacy. To ensure privacy, you should make arrangements for these breaks with your supervisor/manager.

14.7 REPORTING TIME OFF/ABSENCE

To report an absence, employees must notify their department heads, supervisors, or other designated persons. The designated person receiving the call will log the following:

  • employee's name;
  • date and time called;
  • who called;
  • reason for absence; and
  • expected length of absence.

All employees should understand that calling in only notifies the University and does not necessarily excuse the absence.

Employees requesting time off for various reasons (including vacation) must put this request in writing and receive written approval before taking the specified day(s) off.

Any employee who must take time off because of an emergency must obtain permission from his or her immediate supervisor during the first working hour of the day or before leaving the workstation.

Supervisors are responsible for reporting time off for NONEXEMPT employees by certifying the correctness of the time records.

Failure to adhere to the above may result in disciplinary action or termination of employment.

14.8 TARDINESS

Any employee who will be late in reporting to work must notify their immediate supervisor during the first thirty minutes of the normal start of work. It is the responsibility of the employee to keep the supervisor fully informed. Habitual tardiness jeopardizes the employee's job and may be cause for disciplinary action, up to and including termination of employment.

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Section 15 THE WORK DAY/WORK WEEK

15.1 THE WORK DAY

The workday is any consecutive twenty-four hours, beginning at the same time each calendar day.

15.2 THE WORK WEEK

A workweek is seven consecutive days starting with the same calendar day each week.

15.3 STANDARD WORK SHIFT

The normal workweek commences at 12:01 a.m. Monday and ends at 12 midnight on the following Sunday. Normal hours of work during such a workweek are 8 a.m. until 5 p.m. each day, Monday through Friday.

15.4 SPECIAL SHIFT

A special shift is defined as an authorized shift wherein the stop and start hours are not the same as the standard shift hours. Such shifts are established in increments of full calendar weeks.

Special shifts for hourly employees will be prepared on a work schedule. If shift hours are not the same for each day of the week, the difference in schedule must be shown on the time sheet. An employee will be considered assigned to a shift if over half of his or her straight time hours fall during hours regularly assigned to that shift.

15.5 OVERTIME: NONEXEMPT EMPLOYEES

Normally, all work should be completed within regular working hours. Overtime should be scheduled only in special circumstances, and only after securing approval of the department head.

15.6 OVERTIME: EMERGENCY

Emergency overtime is required when a nonexempt employee is designated as critical support personnel or is notified by telephone to report to work. Employees so notified must be paid for a minimum period of four hours. Pay will be at the appropriate rate for that day.

15.7 ALTERNATE WORK SCHEDULES

The University allows some employees the opportunity to work a flexible schedule known as "flex-time."

Flex-time: Any employee who hires into or transfers into a department in which flex-time is allowed may be eligible to work a flexible time schedule in certain instances.

A regular nonexempt employee, whose work is determined by supervision to be of a nature which allows a flexible schedule may, with the approval of the immediate supervisor and the appropriate administrator, work during the regular work week without regard to a standard fixed time for beginning or ending work provided:

  • the employee takes a minimum of thirty minutes and a maximum of one hour for lunch break during the middle of the work day and by no later than the end of the fifth hour of work;
  • the employee takes no more than two (2) fifteen-minute breaks near the middle of each four hour work period; and
  • the employee's time sheet accurately reflects the time work begins and ends, including times in and out for lunch.

For a normal daytime shift, flex-time is restricted to scheduling a shift between the hours of 7 a.m. to 7 p.m. Other regular shifts may be adjusted accordingly, with work beginning a maximum of one (1) hour before the regularly assigned shift or ending a maximum of two (2) hours after the regularly assigned shift. "Core" hours must be covered and are defined to be those hours when telephone and personal contact with any department must be available. "Core" hours for every department must be from 8 a.m. to 5 p.m. Monday through Friday, except for holidays. All flex-time schedules should take into account ensuring coverage for "Core" hours. Exempt employees will normally be expected to be active in their normal capacity during the "core" hours." "Flex-time" is an option for individual employees and for different departments only if there is every indication that there is normal or increased productivity during those hours when supervisors may not be expected to be present.

Vacation and sick leave will continue to be accrued on the basis of approved numbers of hours each week. Holiday pay continues to be computed by dividing the number of hours the employee is regularly scheduled to work per week by 40 and multiplying the result by 8 hours for each holiday.

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Section 16 LEAVES OF ABSENCE

16.1 OVERVIEW

An authorized supervisor may approve a period of absence up to 30 days, provided the absence is for a reason permitted under University policy, and provided the supervisor promptly notifies Human Resources of the absence and the reason it has been approved.

If, however, it is anticipated that the period absence will exceed 30 days, or extends beyond 30 days, a written request for a Leave of Absence must be promptly submitted to Human Resources for review and approval. All requests for a leave should include the reason for the leave, date or anticipated date(s) the leave will begin, and duration of the leave.

Failure to return to work at the end of an approved period of absence, or to request an approved extension may result in disciplinary action up to and including dismissal.

16.2 SICK PAY

Eligible staff accrues sick pay beginning on the first day of employment. Employees may use sick pay for an absence due to their own illness or injury or for medical appointments (that cannot be arranged outside regular work hours). Employees may also use up to one half of the employee's yearly accrual of sick pay when attending to an ill spouse or registered domestic partner, child, or parent, bond with an employee's newborn or a child newly placed with the employee for adoption or foster care, or as otherwise permitted by law. For rules that apply to accrued sick leave with a family/medical leave, see Section 16.3.E of the University's Family Medical Leave policy.

The following sick pay accrual rates for regular staff assume 40-hour per week assignments. These are prorated for eligible employees working fewer hours.

Years of Continuous Service Sick Pay Days Per Year Hours Accrued Per Biweekly Pay Period Hours Accrued Per Monthly Pay Period
Before 5 Years Completed 10 3.08 6.67
After 5 Years Completed 20 6.16 13.34

Sick pay may be accrued to a maximum of sixty (60) days, i.e., 480 hours.

Employees previously employed by the University may be eligible to receive service credit toward continuous service for previous employment with the University. To receive service credit, an employee must have been previously employed in a regular full-time position. Employees may receive one year of service credit for each complete year of previous regular full-time employment. An employee may receive up to a maximum of ten years of previous service credit. It is the returning employee's responsibility to immediately, upon rehire, notify Human Resources of any eligible prior service.

Employees unable to report to work due to illness or injury should notify their supervisor before the scheduled start of their work day if possible, but no later than thirty (30) minutes after the employee's regular reporting time on each day of absence. The supervisor must also be contacted on each additional day of absence. Employees who must miss work because of emergencies or other unexpected circumstances must notify their supervisor as soon as possible. Any injury or illness that requires an employee to leave work during the work day must be immediately reported to the supervisor.

The University attempts to coordinate sick pay with State Disability Insurance and California Paid Family Leave Insurance benefits. Employees who wish to benefit from the coordination of benefits are responsible for filing for State Disability Insurance and Paid Family Leave Insurance benefits when they are eligible and report any payments received to Human Resources.

Employees who use accrued sick pay with any time off must accurately report and record using all such accrued sick pay, either on the time report for nonexempt employees or on an absentee report for exempt employees. For accrued sick pay, the University reserves the right to request verification from a licensed healthcare provider for all absences due to illness, and a medical release to certify the employee can resume normal duties. Sick pay may be withheld if the employee does not provide satisfactory verification/certification.

Upon termination of employment, employees will not be paid for unused sick pay earned.

16.3 FAMILY AND MEDICAL LEAVE

This section describes leaves available to U.S. employees under the federal Family Medical Leave Act (FMLA) and California Family Rights Act (CFRA).

16.3.A PERMISSIBLE USES OF FAMILY/MEDICAL LEAVES

Eligible employees may apply for an unpaid family/medical leave for the following reasons:

  1. The birth of the employee's child, or placement of a child with the employee for adoption or foster care;
  2. To care for the employee's spouse, child, or parent who has a "serious health condition";
  3. To care for the employee's registered domestic partner who has a "serious health condition";
  4. For a "serious health condition" that makes the employee unable to perform his or her job;
  5. For any "qualifying military exigency" (as defined by federal regulation) arising out of the fact that the employee's spouse, child, or parent is on active duty (or has been notified of an impending call or order to active duty) in the Armed Forces of the United States in support of a contingency operation; or
  6. To care for a "covered servicemember" recovering from a serious illness or injury sustained in the line of duty while on active duty or a preexisting condition aggravated in the line of duty, and (ii) who is the spouse, child, parent, or next of kin of the employee .

16.3.B ELIGIBILITY

To be eligible for family/medical leave, an employee must (1) have been employed by the University for at least 12 months, (2) have completed at least 1,250 hours of service (an average of about 24 hours per week) during the twelve (12) months immediately prior to the date on which the leave commences, and (3) work in a location with 50 employees or within 75 miles of such location.

Employees who do not qualify or no longer qualify for family/medical leave under this policy may be eligible for a leave under the University's Supplemental Medical or Supplemental Personal Leave policies.

A female employee disabled by pregnancy, childbirth or a related medical condition, even if not otherwise eligible for family/medical leave under this policy, is entitled to take an unpaid pregnancy-related disability leave for the period of her actual disability, up to a maximum of four months under the University's Pregnancy Disability Leave policy. A female employee eligible for a family care/medical leave may be entitled to take an unpaid leave of up to 12 work-weeks in addition to an unpaid pregnancy disability leave to care for her newborn child (i.e. baby bonding).

Information regarding individual situations may be obtained by contacting Human Resources.

16.3.C DURATION OF LEAVE

An employee eligible for family/medical leave may take a maximum of twelve weeks in any 12-month period when a leave is taken due to a serious health condition of the employee, an eligible family member, or a qualifying military exigency. The twelve month period is measured on a rolling basis backwards from the first day on which the employee's family/medical leave begins.

Eligible employees may request up to 26 weeks of family/medical leave during a single 12 month period to care for a coveredservice member recovering from a serious illness or injury sustained in the line of duty while on active duty or a preexisting condition aggravated in the line of duty. Leave to care for a covered service member, when combined with other family/medical qualifying leave, may not exceed 26 weeks in a single 12-month period, unless otherwise permitted by law. This 12-month period will be measured forward from the first day leave is taken.

In any case in which both parents are employed by the University, their combined family/medical leave for the birth, adoption, or foster care placement of a child may not exceed 12 weeks in any 12-month period.

When a husband and wife are both employed by the University their combined leave to care for a covered service member, or in combination with other family/medical qualifying leave, may not exceed 26 weeks in a single twelve month period.

16.3.D INTERMITTENT AND REDUCED HOUR LEAVE SCHEDULES

Family/medical leave for the employee's own serious health condition, or for the serious health condition of the employee's spouse or registered domestic partner, parent, or child, or to care for a covered service member may be taken on an intermittent or reduced-hours basis (as opposed to taking all leave in one block).

An employee requesting leave on an intermittent or reduced-hours basis must schedule the leave, where possible, to minimize disruption of his or her work schedule and assignments. The University reserves the right to reassign an employee to a temporary alternative position, with equivalent pay and benefits, if it will better accommodate the employee's recurring absences for intermittent or reduced-hours leave.

Family/medical leave taken for the birth, adoption, or foster care placement of a child must be taken in blocks of at least two weeks' duration; however, the University will provide employees with family/medical leave for birth, adoption, or foster care placement of less than two weeks' duration on any two (2) occasions. Family/medical leave taken for the birth, adoption, or foster care placement of a child must be concluded within one year of the birth or placement of the child with the employee for adoption or foster care.

16.3.E SUBSTANTIATION OF PAID LEAVE

Except if accrued vacation or sick pay benefits are used, family/medical leave is unpaid.

An employee granted a family/medical leave for any qualifying reason may use any accrued vacation during the leave. An employee granted a family/medical leave due to his or her own serious health condition may use any accrued sick leave benefits during the leave. Employees may elect to use up to one half of the employee's yearly accrual of sick leave benefits to attend to an illness of a spouse or registered domestic partner, parent or child of the employee, or for other types of family/medical leave. The balance of all such sick leave benefits may also be used for this purpose, but only after first exhausting all accrued vacation benefits.

Using accrued vacation and sick time off will be coordinated with State Disability Insurance and California Paid Family Leave Insurance.

The substitution of vacation or sick leave benefits for family/medical leave does not extend the total duration of family/medical leave to which an employee is entitled.

16.3.F LEAVE'S EFFECT ON BENEFITS

An employee taking family/medical leave may continue participating in any University sponsored group health insurance plan in which he or she was enrolled before the first day of the leave during the leave at the level and under the conditions of coverage as if the employee had continued in employment for the duration of such leave.

To continue coverage under the University's group health plans, the employee must make any premium payments (including premium payments for dependent coverage) that he or she would be required to make absent the leave. If the employee substitutes paid leave (e.g. accrued vacation and/or sick pay benefits) for the unpaid leave, such payments will be deducted from the employee's pay through regular payroll deductions. Otherwise the employee must arrange with Human Resource for the payment of such premiums. If the employee fails to return from the leave for a reason other than the recurrence or continuation of the health condition that brought about the leave or other circumstances beyond the employee's control or fails to return to work for a minimum of 30 days following the leave, the University can recover any health insurance premiums paid by the University on the employee's behalf.

Eligibility to participate in all other University sponsored benefit plans during the leave will be governed by the terms of each benefit plan. Information concerning eligibility and costs may be obtained by contacting Human Resources.

Employees do not accrue employment benefits, such as vacation, sick or holiday pay benefits while on family/medical leaves.

16.3.G PROCEDURE FOR REQUESTING FAMILY/MEDICAL LEAVE

1.         Notice Requirements for Employees

Employees should notify their supervisor and Human Resources of their request for family/medical leave (by completing and submitting the Family and Medical Leave Application) when they know of the need for such leave. For foreseeable events, if possible, the employee must provide 30 calendar days advance notice of the need for family/medical leave. For events that are unforeseeable 30 days in advance, but are not emergencies, the employee must provide notice when he or she learns of the need for the leave, ordinarily no later than 1 to 2 working days after the employee learns of the need for the leave. If the leave is requested in connection with a planned, non-emergency medical treatment, the employee may, subject to the approval of the employee's or family member's health care provider, be requested to reschedule the treatment to minimize disruption of University operations.

If an employee fails to provide the requisite 30-day advance notice for foreseeable events with no reasonable excuse for the delay, the University reserves the right to deny or delay taking the leave until at least 30 days after the date the employee provides notice of the need for family/medical leave.

All requests for family/medical leave should include the anticipated date the leave begins and duration of the leave. Any request for extensions of a family/medical leave must be received at least five (5) working days before the date on which the employee was originally scheduled to return to work and must include the revised anticipated date(s) and duration of the family/medical leave.

To the extent permitted by law, the University reserves the right to deny requests for extensions or deny reinstatement to an employee who exceeds the leave amount provided by this policy or fails to provide a requested medical or other certification.

2.         Medical and Other Certification

Any request for family/medical leave due to an employee's own serious health condition, or for family/medical leave to care for a spouse or registered domestic partner, parent or child with a serious health condition, or to care for a covered service member must be supported by medical certification from a health care provider. An employee should provide the required medical certification before the leave begins. When this is not possible, employees must provide the required certification within 15 calendar days after the University's request for certification, unless it is not practical under the circumstances to do so. Failure to provide the required medical certification may cause the delay or denial of foreseeable leaves and the ability to use vacation and sick leave benefits until such certification is provided. Any request for an extension of the leave also must be supported by an updated medical certification.

The medical certification for leave for the employee's own serious health condition shall include (a) the date on which the serious health condition commenced; (b) the probable duration of the condition; and (c) a statement that, due to the serious health condition, the employee cannot perform the functions of his or her position. In addition, University may require the employee to obtain a second opinion from a doctor of the University's choosing at the University's expense. If the employee's health care provider and the doctor providing the second opinion do not agree, the University may require a third opinion, also at the University's expense, performed by a mutually agreeable doctor who will make a final determination. Before permitting the employee to return to work, the University also requires the employee to provide medical certification that he or she can return to work and to perform the essential functions of his/her position.

The medical certification for a spouse or registered domestic partner, parent or child with a serious health condition or covered service member with a serious illness or injury sustained in the line of duty while on active duty or a preexisting condition aggravated in the line of duty shall include (a) the date on which the serious health condition, illness or injury commenced; (b) the probable duration of the condition; (c) the health care provider's estimate of the time needed for family/medical leave; and (d) the health care provider's assurance that the health care condition requires family/medical leave.

A leave taken due to a "qualifying exigency" related to military service must be supported by a certification of its necessity.

3.        Notice Provided by University

Once Human Resources knows of an employee's need for leave, it will inform the employee whether he or she is eligible under FMLA and/or CFRA.

16.3.H LEAVE'S EFFECT ON REINSTATEMENT

Employees returning from family/medical leave are entitled to reinstatement to the same or comparable position consistent with applicable law.

The University reserves the right to deny reinstatement to employees among the highest paid ten percent (10%) of the University's employees and whose reinstatement would cause substantial and grievous economic injury to the University's operations, or as otherwise permitted by law.

If an employee fails to return to work immediately after the period of the approved leave expiration, the employee will be considered to have voluntarily separated from the University's employ.

16.3.I CONCURRENT LEAVES

To the maximum extent permitted by law, all paid and unpaid leaves for FMLA/CFRA qualifying reasons will run concurrent and be credited against the employee's FMLA/CFRA entitlement.

16.4 PREGNANCY DISABILITY LEAVE

16.4.A LEAVE

Any employee disabled due to pregnancy, childbirth, or related medical conditions may take an unpaid pregnancy-related disability leave for the period of actual disability of up to four months. Pregnancy-related disability leaves may be taken intermittently, or on a reduced hours schedule, as medically necessary. Time off needed for prenatal care, severe morning sickness, doctor-ordered bed rest, childbirth, and recovery from childbirth would all be covered by the employee's pregnancy disability leave.

16.4.B REASONABLE ACCOMMODATION

An employee is entitled to reasonable accommodation for pregnancy, childbirth or related medical conditions if she so requests and provides the University with medical certification of the need for accommodation from her health care provider.

16.4.C SUBSTITUTION OF PAID LEAVE FOR PREGNANCY RELATED DISABILITY LEAVE

An employee taking pregnancy-related disability leave may use any accrued vacation and/or sick pay benefits during the leave. Such benefits will be coordinated with state or other disability benefits. Using paid leave benefits during a pregnancy-related disability leave does not extend the total duration of the leave to which the employee is entitled.

16.4.D OTHER TERMS AND CONDITIONS OF LEAVE

The provisions of University's Family and Medical Leave Policy regarding notice requirements, benefits, medical certification requirements and reinstatement also apply to all pregnancy-related disability leaves. However, for pregnancy-related disabilities, there is no process for obtaining more than one medical opinion, and there is no reinstatement exception for key employees.

Employees who want more information regarding their eligibility for a leave can review this handbook and contact Human Resources for additional information.

16.5 UNIVERSITY SUPPLEMENTAL LEAVE

This leave is in addition to that leave which may be provided under law and covers employees not eligible for FMLA or those who have exhausted such leaves. Pepperdine provides a medical leave benefit in addition to that required by law. For all employees temporarily medically disabled and unable to work, Pepperdine will provide an unpaid leave for the period of disability, not to exceed one (1) month in a twelve (12) month period. The term temporarily medically disabled encompasses all temporary medical disabilities including, but not limited to, an illness, injury, impairment, or physical or mental condition that involves inpatient care in a hospital, hospice, or residential medical care facility; or continuing treatment or continuing supervision by a health care provider, and pregnancy, childbirth, and related medical conditions. The twelve-month period is a rolling twelve months measured backward from the date of leave request. This leave may not be taken intermittently or on a reduced-hours basis.

Employees must comply with the procedures for requesting leave and providing a medical certification as specified in the University's Family and Medical Leave policy. If an employee remains disabled at the end of the one (1) month period, a request for an extension of a medical leave of absence will be considered if a written request is received by Human Resources before the expiration of the approved medical leave and is supported by proof of continued disability in the form of a physician's statement. Approved supplemental medical leaves of absence may not exceed six (6) months from the last day of active work, subject to law-required exceptions. The six month supplemental medical leave will run concurrently with any law-required leave to the maximum extent permitted by law. All University provided benefits will cease at the end of the six (6) month period from the last day of active work. An employee who fails to report for work at the end of the approved medical leave or extensions will be deemed to have voluntarily resigned.

An employee granted a medical leave may use any accrued vacation and sick pay benefits during the leave. The use of accrued vacation and sick pay benefits will be coordinated with California State Disability Insurance (SDI). The employee should contact Human Resources for information regarding SDI. Applications may be made at a local Employment Development Department office or by mail using a form available at Human Resources or the doctor's office.

During an approved medical leave, an employee will be retained on the University's group health insurance and welfare plans under the same terms and conditions that applied before the leave commenced. To continue coverage under health and/or welfare benefit plans, the employee must continue to make any premium payments (including premium payments for dependent coverage) that he or she would be required to make absent the leave. If the employee fails to return from the leave for a reason other than the recurrence or continuation of the health condition that brought about the leave or other circumstances beyond the employee's control, the University can recover any health insurance premiums paid by the University on the employee's behalf.

Although the University cannot guarantee reinstatement in all cases, employees who return to work at the end of their leaves will be returned to their former positions if still available or as prescribed by law. If not available, the employee will be considered for any available position for which s/he is qualified and applies for, following normal University procedures. An employee must submit a medical release from his/her health care provider to verify the employee can resume normal duties with or without limitations. If there are limitations, then the medical release should specify the limitations and the anticipated duration of those limitations. Further, when an employee can return to work but with limitations, the University will evaluate those limitations, interact with the employee to determine if they are reasonable, and, if possible, reasonably accommodate the employee to the extent required by law. Any employee who fails to return to work on the first scheduled work day following an authorized leave of absence, or who fails to comply with the other requirements described above while on leave of absence, shall be considered to have voluntarily resigned.

After the first 30 days from the last day of active work, employees do not accrue employment benefits, such as vacation and sick accruals, holiday pay and tuition benefits while on family/medical or supplemental medical leaves.

16.6 UNIVERSITY SUPPLEMENTAL PERSONAL LEAVE

A personal leave of absence is defined as an authorized absence without pay for reasons other than medical, jury/witness duty, or military reasons which exceeds thirty days. Such a leave of absence may be granted only when not detrimental to the interests of the University as determined solely by the University and subject to:

The length of the leave of absence is determined by the supervisor or department head; is for a period of up to three months from the last day of work; and is subject to prior administrative approval.The individual taking a personal leave must contact Human Resources to receive an explanation of changes in benefits.

The supervisor should ensure that the employee understands whether an attempt will be made to hold the position open. If the same position is not available upon return, the employee may apply for other available positions for which he or she is qualified. If the employee is rehired during a period not to exceed 30 days after attempting to return to work, such employee's seniority will continue.

The University does not continue employer contributions to the employee's insurance premium beyond the first thirty (30) days of an approved personal leave of absence. If the employee wishes to continue insurance coverage, arrangements for personal payment of required premiums must be made with the Human Resources. Vacation and sick leave accruals cease during a personal leave of absence, and holiday pay shall not be granted during the first 30 days of absence, nor during the balance of a personal leave.

16.7 MILITARY LEAVE

Every employee of the University shall be entitled to and shall be granted military leave(s) of absence, with attendant re-employment rights, under applicable state and federal law.

For questions regarding this leave and whether you may be covered under this leave, please contact Human Resources.

16.8 BEREAVEMENT LEAVE

Paid leave due to the death of a person related to a full-time employee by blood, adoption, marriage or registered domestic partnership is authorized up to a maximum of three working days.

16.9 STAFF CAREER AND SPIRITUAL DEVELOPMENT LEAVE

Staff employees will be eligible to apply for a paid career and spiritual development leave. The purpose of the career and spiritual development leave is to aid the recipient in maintaining and increasing his or her usefulness and productivity to the University by way of preparation to perform with excellence, strengthening of character worthy of emulation, devotion to an active and personal spiritual commitment, and servanthood, pursuant to achieving the goals stated in the University's Mission Statement, including helping students prepare for lives of purpose, service and leadership. Career and spiritual development leaves are an investment by the University in the employee's future with Pepperdine and are not granted solely based on length of service. The University encourages supervisors to be proactive and encourage employees to take advantage of the career and spiritual development leave program.

16.9.A ELIGIBILITY

A staff employee who serves in a position designated as a regular full-time 12-month position; works a minimum 30 hours per week; and is in good standing will become eligible to apply for the career and spiritual development leave on the day he or she completes the required years of continuous service in this status.

16.9.B APPLICATION PROCEDURE

Granting a career and spiritual development leave is based upon evaluating a written application. The application will be reviewed by both the applicant's supervisor and the department head, and requires the support of both, who will forward the request to the appropriate senior administrator for final review and approval.

Eligible applicants must apply for a career and spiritual development leave at least six months in advance. An application for a career and spiritual development leave shall include: (1) a brief description of the planned use of the applicant's time during his or her absence from the University, and (2) a brief description of how the leave will enhance the applicant's productivity, effectiveness, and/or spiritual development at the University, or further its goals as set forth in its Mission Statement.

The criteria for career and spiritual development leave include:

  • The demonstrable benefit to the University and the applicant as a productive member of the University community in furthering the University's goals as stated in its Mission Statement through career improvement, strengthening of character, furthering a personal spiritual commitment, or servanthood.
  • The applicant's status as an employee in good standing.
  • The applicant's completion of the required years of service in an eligible category.
  • The effect the applicant's absence would have on specific projects within the department during the leave period.

Upon completion of the leave, each participant shall provide a summary of his or her experiences during the leave in the form prescribed by the University.

16.9.C SCHEDULING OF LEAVE

The career and spiritual development leave must be taken in one continuous time span. If an employee is involved in a project that would be hampered by the employee's absence or if the timing of the requested absence would otherwise be an undue hardship for the department, then the requested career and spiritual development leave may need to be postponed and rescheduled through collaboration with all the involved parties.

16.9.D ADMINISTRATION OF LEAVE PROGRAM

Salary and benefits will continue at the individual's base salary/wage rate when leave begins and will be subject to any scheduled increases. During the career and spiritual development leave, short-term illnesses of less than 31 days duration will not extend the career and spiritual development leave period. Longer periods of illness may require the balance of the career and spiritual development leave to be rescheduled.

Employees with faculty status eligible to apply for either career and spiritual development leave or sabbatical leave may only apply for one type of leave, not both.

The career and spiritual development leave program, as an investment in the employee's future with the University, is not a vested benefit; no employee may take pay in lieu of the career and spiritual development leave program. Any employee terminating after eligibility in the program will not be paid for any career and spiritual development leave. Employees voluntarily terminating within six months of returning from a career and spiritual development leave may be required to reimburse the University for pay received while on career and spiritual development leave.

The University reserves the right to change, suspend, amend, or end this program and the terms on which career and spiritual development leaves will be available to its employees.

These leaves, when approved, will be granted to employees based on the following schedule:

Years of Continuous Completed Service One-Time Career and Spiritual Development Leave During the Five-Year Period
5-9 1 week (5 work days)
10-14 2 weeks (10 work days)
15-19 3 weeks (15 work days)
20-24 4 weeks (20 work days)
25-29 5 weeks (25 work days)
30-34 6 weeks (30 work days)
35-39 7 weeks (35 work days)
40 or more 8 weeks (40 work days)

 

16.10 OTHER LEAVES OF ABSENCE

Under applicable law, employees will be granted leaves of absences (1) for jury duty, (2) to appear as a witness in certain legal proceedings, (3) to perform emergency duty as a volunteer firefighter, reserve peace officer, rescue worker, or member of the civil air patrol, (4) to attend, as a parent or guardian, a school or day care facility meeting or activity, (5) to permit victims of serious crimes (or whose immediate family member is a victim) to attend court proceedings, (6) to allow victims of domestic abuse or sexual assault time away from work to seek relief, treatment, counseling and/or other assistance for the employee or employee's child, (7) to participate in a substance abuse treatment or literacy education programs, (8) or other reasons mandated by law, including but not limited to military spouse/registered domestic partner leave and organ/bone marrow donor leave. Employees who wish to take a leave for these reasons must satisfy certain conditions specified by law, must provide reasonable advance notice whenever possible, and may be required to provide certification of the need for such leave. Unless otherwise required by law, this leave will be unpaid. For further information concerning eligibility and terms and conditions of these leaves are available from Human Resources.

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Section 17 VACATIONS

17.1 ACCRUAL

Vacation time accrues for regular full-time employees working 40 or more hours per week according to the following schedule:

  • From the date of regular employment through five years of continuous employment, ten (10) days for each year of continuous service (3.08 hours per biweekly pay period or 6.67 hours per monthly pay period) are granted.
  • After five years of continuous regular employment, fifteen (15) days for each year of continuous service (4.62 hours per biweekly pay period or 10 hours per monthly pay period) are granted.
  • After fifteen years of continuous service, twenty (20) days for each year of continuous* service (6.16 hours per biweekly pay period or 13.34 hours per monthly pay period) are granted.
Years of Continuous Service Vacation Days Per Year Hours Accrued Per Biweekly Pay Period Hours Accrued Per Monthly Pay Period Maximum Hours Accrued
Before 5 years completed 10 3.08 6.67 160
After 5 years completed 15 4.62 10.00 160
After 15 years completed 20 6.16 13.34 200

Employees who were previously employed by the University see the Sick Pay policy regarding service credit for years of continuous service.

Regular employees approved to work and who regularly work at least 20 hours but less than 40 hours per week accrue vacation on a prorated basis. Contact Human Resources for details.

Faculty members and administrators holding faculty rank or status should refer to the current applicable Faculty Handbook, Librarian Handbook and/or individual contracted obligations for information concerning vacation accrual.

Vacation pay in lieu of vacation will not be granted, except upon termination of employment.

Vacation time does not accrue during a formal leave of absence.

17.2 SCHEDULING

An employee must request a vacation leave from the supervisor in writing. Supervisors must arrange vacations in accordance with the requests and the work requirements of the department and notify each employee in writing of his or her scheduled vacation.

Once an employee's vacation is scheduled, it may not be canceled or changed unless notice equivalent to the length of the scheduled vacation is given to the employee prior to the date for vacation to begin, or unless there is mutual agreement to the cancellation or change.

Vacation pay is vested but vacation leave will not be granted until the regular employee has completed six months of continuous service.

17.3 HOLIDAYS FALLING WITHIN VACATION PERIOD

Holidays which fall during an approved vacation period will be paid. An employee may not claim both holiday and vacation pay for the same time period.

17.4 PAYOFF UPON RESIGNATION/TERMINATION

Prorated, accrued vacation will be paid after employment in an eligible status if the employee:

  • retires under the provisions of a University retirement plan;
  • is laid off or discharged;
  • resigns; or
  • dies (payment will be made to the employee's estate or heirs in accordance with the requirements of law).

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Section 18 HOLIDAYS

18.1 ANNUAL HOLIDAYS

Regular full-time employees, part-time employees (on a pro-rated basis), and temporary employees who have been continuously employed for at least 90 calendar days and regularly work 40 hours or more per week, are granted the following holidays, with pay and without any waiting period:

New Year's Day

Martin Luther King Jr Day

Memorial Day

Independence Day

Labor Day

Thanksgiving Day and following Friday

Christmas Eve (12/24) through New Year's Eve (12/31) excluding weekend days

In addition, two floating holidays during the calendar year are available to regular employees who have completed a minimum of six months of continuous service and obtain supervisory approval at least two weeks in advance. Floating holidays may be accrued up to a maximum of three (3) floating holidays. Therefore, an employee who has accrued 3 days' worth of floating holidays (but has not taken such leave) will cease to accrue further floating holidays until the floating leave balance falls below the cap. Floating holidays that have accrued but have not been taken will be paid after employment in an eligible status if the employee:

  • retires under the provisions of a University retirement plan;
  • is laid off or discharged;
  • resigns; or
  • dies (payment will be made to the employee's estate or heirs in accordance with the requirements of law).

No pay will be granted if an employee resigns or has an unexcused absence the day before or the day after the holiday. An excused absence must be verified in writing by the employee's supervisor.

Holiday pay is limited to a maximum of eight (8) hours times the individual's regular rate for each officially declared holiday.

Time off for an authorized, paid holiday is counted toward the base workweek for purposes of computing overtime. Other time lost (i.e., sick leave, vacations, jury duty, etc.) whether or not paid, is not counted as time worked. An employee who works on an official University holiday will receive appropriate pay for the hours actually worked as well as holiday pay. A holiday falling within an approved vacation period will be paid as a holiday and not counted against vacation time.

18.2 WEEKEND HOLIDAY OBSERVANCE

A federal holiday recognized by the University falling on Saturday will be observed on the preceding Friday; a federal holiday falling on Sunday will be observed on the following Monday.

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Section 19 COURT AND COURT-RELATED APPEARANCES

19.1 JURY/WITNESS DUTY

The University considers jury and witness duty to be an important civic responsibility. Having loyal, conscientious, honest citizens serving on our juries or as a witness is a basic and essential element of our American system of justice. Therefore, it shall be the policy of this University to encourage jury service by its employees when their duties to the University permit.

An employee called to serve will be excused to serve on jury or witness duty, and for up to ten (10) work days of jury or witness service shall be paid at their regular base salary for such service (only to the extent that such employee would otherwise be unpaid).  For an employee serving on a jury in which the trial extends beyond ten (10) paid work days, his or her absence will be excused until the trial is completed, even though the employee will only be paid a maximum of ten (10) work days. Thus, any time after ten (10) days is unpaid.

19.2 SUBPOENAS

Any person attempting to serve a subpoena on the University or a University employee should be directed to General Counsel.

The University will continue the regular salary of a full-time employee subpoenaed for University related court appearances, depositions, including reasonable travel time, during the employee's scheduled working hours. Continuation of pay for subpoenas or depositions is not applicable to criminal or civil actions in which the employee is a party of or has a personal or financial interest in the outcome.

19.3 PROCEDURES FOR COMPLIANCE

When an employee receives notice of possible selection for jury service or a subpoena which would necessitate time off from work, the employee shall promptly provide a copy of such notice or subpoena to his/her supervisor. Time spent on jury duty or appearing in response to a subpoena during regular working hours shall be identified as jury service or subpoena response on the employee's time sheet or absentee report.

If a reasonable portion of the working day remains after being excused from jury duty or the subpoenaed appearance, the employee is to return to work.

19.4 REQUESTS FOR POSTPONEMENT/EXCUSE FROM SERVICE

If, after consultation, the employee and/or his or her supervisor believe that jury service would impose an undue hardship on the employee or the University, the supervisor will assist the employee, as appropriate, in preparing a request to the court to be excused from the jury service or that it be postponed.

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Section 20 EMERGENCIES AND NATURAL DISASTERS

20.1 OVERVIEW

When hazardous weather, power failures, road closures, or other emergency situations raise the question of whether employees should be told to go home or not to report to work, the decision will be made by the President, the Executive Vice President or the Provost. The University's Department of Public Safety, Road Condition Hotline (310) 506-ROAD, will be able to answer inquiries about the University campuses being open or closed. If the University loses telephone service, updated emergency information can be obtained from Pepperdine's toll-free, out-of-area voice-mail telephone number: (888) 286-5659. Staff, faculty, and students are also encouraged to reference the Pepperdine homepage for the latest campus, class closure information. Additional information may be obtained on the Pepperdine University Emergency Information page by visiting the following link: http://emergency.pepperdine.edu.

20.2 EMERGENCY PREPAREDNESS PLAN

The emergency preparedness plan delineates the responsibilities of individuals and organizational units for campus site emergency preparedness.

The principle objectives of the plan are:

  • to protect all persons on the University campus;
  • to safeguard classified documents and vital University records;
  • to preserve University property; and
  • to resume normal operations as soon as possible.

The plan is designed for full or partial activation depending upon the assessed severity of the event.

The Emergency Operations Committee (EOC), concerned with University emergencies, is separate and distinct from that of the formal organization structure. The extent to which the EOC is activated will be conditioned upon the assessed severity of the emergency occurrence. It shall be the responsibility of the EOC to coordinate University services and operations during an emergency.

All staff members not designated as Critical Support Personnel or participants in the Emergency Response Plan must remain clear of emergency operations and respond promptly to any directives or instructions issued by the emergency response agencies. Critical Support Personnel are designated by their departments to be available to respond in emergencies, to continue essential operations, and to protect life and property.

20.3 ROAD CLOSURES

During the periods of road closures, the University's responsibilities continue for daily operations; for preservation of University property; and for the welfare of its students, especially those residing in campus housing. The only means of fulfilling these responsibilities is through the efforts of a dedicated staff. The University will be open for its employees whenever possible.

It is the responsibility of each University employee to report for work in order to meet the University's obligations to its students. In the event of closures of particular roads, it is the responsibility of each employee to make sincere, diligent efforts to ascertain alternative routes to the campus. Seldom has it been impossible for very long periods of time to travel to the campus. In the case of compelling personal reasons, employees may be excused from appearing for work by their supervisors. "Compelling personal reasons," means a threat to life or property, and not merely that it is inconvenient to get to work.

If stopped by law enforcement officials, employees should present a University I.D. card and ask permission to proceed. If there is no immediate danger, officials will often allow an employee to proceed. If refused passage, other alternate routes should be pursued by each employee.

20.4 COMPENSATION

On rare occasion, an emergency or natural disaster may cause a University closure. In addition, there are occasions when natural disasters result in the closure of roads surrounding the University preventing an employee from reporting to work. Under such conditions, the University may close at the discretion of the President or his designee.

Certain employees are paid only for actual hours worked. Thus, these employees are not paid for the time that is missed due to the emergency or natural disaster unless they choose to utilize any accrued, but unused vacation pay. However, there may be situations when employees who are unable to come to work; or employees who work only a partial day, due to an emergency or a campus or road closure; may make up time missed with supervisory approval. Time should be made up during the same workweek in which it was lost. Make-up time must have the approval of the supervisor prior to beginning work.

For questions regarding make-up time and the application of this change in overtime rules, please contact Human Resources.

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Section 21 TUITION BENEFITS

21.1 BENEFITS

Eligible employees shall be granted the following benefits for themselves and for all members of their family who qualify under ELIGIBILITY and have applied and been admitted into one of the undergraduate or graduate programs:

  • 50% tuition remission on courses taken in the University's undergraduate programs, with an additional benefit computed at the rate of five percentage points per year of employment. Thus an eligible employee would receive 100% tuition remission after ten years of employment.
  • 25% tuition remission on courses taken in the graduate programs of the University's professional schools and Seaver College, with an additional benefit of five percentage points per year to a maximum of 75% tuition remission. Thus an eligible employee would be entitled to a 75% tuition remission after ten years of employment. Professional schools include the School of Law, the Graziadio School of Business and Management, the Graduate School of Education and Psychology, and the School of Public Policy.
  • For employees only, 100% tuition remission in the "space available program" in Graziadio School of Business and Management's programs limited to one course per trimester provided all program enrollment and participation requirements are met.

A year of employment shall be interpreted as twelve months beginning with the first day of service in an eligible category.

For those employed prior to August 31, 1971, tuition discounts will be in accordance with the Manual of Standard Procedures dated May 1967, and the Faculty Handbook dated September 1970.

21.2 ELIGIBILITY

In order to be eligible for tuition benefits, the student must be in one of the following categories:

  • A regular full-time member of the faculty who has been assigned a full load of teaching or equivalent service during two or more trimesters/semesters of the academic year.
  • A regular full-time staff member who is continuously employed in a regular full-time position requiring at least forty (40) hours of work per week.
  • The spouse of any of the above.
  • A dependent son or daughter of any of the above, who is 25 years of age or younger. The child of an eligible employee will be considered a dependent when he or she is considered a dependent for federal income tax purposes.

21.3 LIMITATIONS OF BENEFITS

The following limitations apply to the staff tuition benefit program:

  • Students shall not receive a faculty/staff tuition benefit and other forms of unrestricted financial aid which, when combined, exceeds the cost of tuition.
  • Benefits may not be granted after the last day of registration of the term for which benefits are claimed.
  • Employees shall schedule their classes outside of regular working hours unless other arrangements are approved in writing and in advance by the Administration.
  • An employee, spouse or dependent receiving tuition benefits shall be required to pay a registration fee, if any, for each session. In addition, all other fees provided for in the catalog shall be paid by the student.
  • Remission benefits are not available for some programs including but not limited to field trips, workshops and seminars. Consult the Financial Aid Office for details.
  • Some specialized courses and independent study courses require special equipment or materials. Employees or their dependents will pay the cost of such special equipment or materials.
  • Remission benefits do not cover room and board charges.

21.4 PERSONNEL ON LEAVE OF ABSENCE

Employees on leave of absence from the University, and members of their family, shall not be eligible for tuition benefits except under one of the following conditions:

  • When specifically approved in writing by the President of the University.
  • During a Sabbatical Leave that has been approved by the President of the University.

If benefits are so granted, they shall not exceed those for which the employee and members of his or her family were eligible during the last trimester/semester of active service and employment with the University.

21.5 TUITION BENEFITS FOR DEPENDENTS OF DISABLED OR DECEASED EMPLOYEES

If an eligible employee who has served the University for three years or longer should become disabled or die while an employee of the University, any dependents of that employee will be granted full tuition benefits in the undergraduate divisions of the University, provided such dependents are twenty-five years of age or under on the last day of registration and have applied and been admitted into the undergraduate program.

21.6 BENEFITS TO EMPLOYEES WHO ARE TERMINATED OR WHO RESIGN

Pepperdine University grants no tuition remission benefits to administrators, faculty or staff members and/or their dependents when such employees have resigned or have been terminated. If the resignation/termination occurs after the last day of registration, benefits granted for that trimester will be honored.

21.7 APPLICATION FOR BENEFITS

An application form, available from the Financial Aid Office, must be filed with and approved by that office before a tuition discount may be credited to the student's account.

21.8 TAX IMPLICATIONS

Employees interested in the staff tuition remission program should be encouraged to investigate the possible tax implications of participation through their personal financial advisors.

21.9 RECIPROCAL TUITION REMISSION AGREEMENT AMONG CHRISTIAN COLLEGES AND OTHER INSTITUTIONS

Pepperdine University has entered into an agreement with seven other colleges affiliated with the churches of Christ. Other participating institutions are:

  • Abilene Christian University - Abilene, Texas
  • David Lipscomb University - Nashville, Tennessee
  • Faulkner University - Montgomery, Alabama
  • Freed-Hardeman College - Henderson, Tennessee
  • Harding University - Searcy, Arkansas
  • Lubbock Christian University - Lubbock, Texas
  • Oklahoma Christian University - Oklahoma City, Oklahoma

The agreement provides qualifying children of eligible Pepperdine employees with 50% tuition remission at one of the other participating institutions. Interested employees should consult the complete text of the reciprocal agreement for statements of qualifications, benefits and limitations. Copies of the agreement are available in the Human Resources or Financial Aid offices.

21.10 OTHER RECIPROCAL TUITION REMISSION PROGRAMS

The University from time-to-time may participate in other reciprocal tuition remission programs. Please contact Human Resources for more information.

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Section 22 MISCELLANEOUS BENEFITS

22.1 SPECIAL ACTIVITIES

Employees and their families may be admitted to specified campus activities at reduced rates or at no cost upon presentation of the employee's staff I.D. card.

22.2 EMPLOYEE DISCOUNTS

All full-time employees are entitled to a discount on most purchases in excess of one dollar ($1) at the Bookstore. Staff I.D. cards must be presented to qualify for the discount.

22.3 LIBRARY

Employees are permitted to use the campus library facilities upon presentation of their staff I.D. card.

22.4 ATHLETIC FACILITIES

Employees and their families are permitted the use of the gymnasium, weight rooms, swimming pool and tennis courts upon presentation of the staff I.D. card. This use may be restricted due to scheduled athletic events and physical education classes.

22.5 CHECK CASHING

As a benefit to employees, personal checks may be cashed at the Cashier's Office. A valid staff I.D. card and one other means of identification (driver's license, state identification card, etc.) must be presented to the Cashier.

Checks returned for insufficient funds will be assessed a service charge.

Employees with a record of insufficient funds checks may have their check cashing privileges canceled by the Finance Department.

Current check-cashing procedures, check-cashing limits and service charge information are available at the Cashier's Office.

22.6 CREDIT UNION

Two credit unions are available for staff participation: The University Credit Union and the Kinecta Federal Credit Union.

Regular full-time Pepperdine University employees are eligible to join the Kinecta Federal Credit Union. Details of membership are available from their office at (310) 828-5795.

All employees are eligible to join the University Credit Union. Details of membership are available from their office at (310) 477-6628.

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Section 23 INSURANCE COVERAGE

23.1 COVERAGES

The University intends to provide eligible employees with coverage for life insurance, accidental death and dismemberment, and long-term disability income. The University also intends to offer medical, dental, vision, and psychological counseling plans to eligible employees. The University may offer other additional, optional plans at its discretion (e.g. critical illness, pre-paid legal services, pet medical).

Information regarding such plans will be available from the Benefits Specialist in Human Resources.

The University expects to continue group insurance plans indefinitely, but must necessarily reserve the right to modify or terminate any insurance at any time.

23.2 ELIGIBILITY

Eligible employees are active, regularly assigned, full-time staff employees working a minimum of 30 hours per week (except where applicable law requires a lesser number of hours) and active, regularly assigned, full-time faculty, including all faculty employed under a regular (non-adjunct) faculty contract teaching 0.5 FTE.

23.3 CONTINUATION COVERAGE (COBRA)

COBRA requires that employers which sponsor group health plans, like the University, offer employees and their families the opportunity for a temporary extension of health coverage (called "continuation coverage") at group rates in certain instances where coverage under the plan would otherwise end. Please contact Human Resources for further information.

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Section 24 CALIFORNIA STATE DISABILITY INSURANCE

24.1 PROVISIONS

Disability insurance is payable when the employee cannot work because of illness or injury not caused by his or her job, as well as for pregnancy; or, if the benefits for worker's compensation are paid at a lower rate than your SDI rate, you may be paid the difference.

Brochures further describing the benefits under the State Disability Plan are available in Human Resources. Also, any further questions may be answered by the nearest State Disability Office.

24.2 PAYMENTS: COORDINATION OF BENEFITS

The University coordinates sick leave with payments the employee may be eligible to receive from the California State Disability Insurance program. In order to take advantage of this benefit, it is necessary to file a State Disability claim form upon hospitalization or if the employee is disabled for more than seven (7) consecutive calendar days, and is under a doctor's care. Upon verification of the actual amount of State Disability Insurance benefits paid, the number of sick leave hours available to the employee may be adjusted appropriately. If applicable, the next paycheck will be reduced by the appropriate amount of State Disability Insurance payment received for the period of time sick pay was available. Partial weeks are paid at a daily rate. State Disability benefits will be prorated at one-seventh of the weekly benefit that is received from State Disability Insurance.

It is the employee's responsibility to file a timely application for State Disability Insurance benefits. Should an employee fail to file a claim and/or meet the State's requirements, sick leave benefits will be paid to the extent they are available, thus reducing the number of sick leave hours available to the employee.

24.3 LIMITATIONS

If the employee receives wages while disabled, basic benefits and wages added together are limited to his or her weekly wage (less overtime) immediately prior to disability.

Benefits for a normal pregnancy are available upon a doctor's certificate that the employee is disabled.

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Section 25 WORKERS' COMPENSATION INSURANCE

25.1 PROVISIONS

Pepperdine University has complete Workers' Compensation coverage on all employees for injuries, illness or death that may occur while at work. This coverage is provided at no cost to the employee. To be eligible for Workers' Compensation benefits, the injury, illness or death must be as a direct result of the job. Benefit entitlements are governed by law, but it is essential that you report all work-related accidents, injuries or illnesses immediately.

More specifically, the employee must notify his or her supervisor immediately about any injury, no matter how small, and what, where, and how the injury happened. It is the supervisor's responsibility to notify Human Resources the day on which a work-related injury or illness occurs. Human Resources will complete necessary reports and arrange for prompt medical treatment.

If the injured employee wants to be treated by a personal physician, excluding chiropractors, Human Resources must have on file the name, address, and phone number of that doctor before treatment of a medical problem is needed. The term "PERSONAL PHYSICIAN" is defined as "the employee's regular physician or surgeon who has previously directed the medical treatment of the employee and who retains the employee's medical records including his or her medical history."

If the employee does not notify Human Resources in advance, then the employee will be sent to a doctor or clinic that the University's insurance carrier has chosen. In such a case, however, the employee may change to a doctor of his or her choice after thirty days provided that the employee gave Human Resources and the University's insurance carrier advance notification of the name and address of the physician or facility selected.

The University and its insurance carrier may not be liable for the payment of workers' compensation benefits for any injury which arises out of an employee's voluntary participation in any off-duty recreational, social, or athletic activity which is not a part of the employee's work related duties.

California law makes it a crime to knowingly file a false or fraudulent claim for Workers' Compensation benefits, or to knowingly submit false or fraudulent information in connection with any Workers' Compensation claim. Violation of this law is punishable by imprisonment of up to five years, a fine of up to $50,000, or both. Filing a false or fraudulent workers' compensation claim is also a violation of University policy, and will result in disciplinary action, including, but not limited to suspension, demotion or discharge.

25.2 BENEFITS

If the injury or illness results in an immediate hospitalization, the employee's benefits (which is an amount set by law) will begin the first day he or she is out of work. If he or she is not hospitalized, there is a 3-day waiting period. To provide salary continuation, available sick leave will be coordinated with his or her Workers' Compensation payments. If those benefits are exhausted, the employee may elect to use his or her available vacation benefits.

Further, during the 3-day waiting period, if applicable, all regular staff employees assigned to work a minimum of twenty (20) hours per week and all temporary full-time staff employees assigned to work a minimum of thirty (30) hours per week may be eligible for the University's "lost time" pay policy due to a work-related illness or injury, as stated below. Please note that this "lost time" pay is not required by law and is a special benefit offered by the University.

Regular and temporary staff employees may be eligible for "lost time" pay at the employee's base rate of pay multiplied by the employee's normal work hours provided by the University during the first three (3) calendar days not paid by the worker's compensation carrier, provided that the employee would normally have been scheduled to work during the first 3 days and provided that the absence does not exceed fourteen (14) days. When the absence or loss of work exceeds fourteen (14) days, then the worker's compensation carrier will pay benefits for the first three days, and the University will only pay the employee for the difference between the employee's regular daily pay rate and the benefits paid by the worker's compensation carrier. So that Pepperdine may properly calculate the "lost pay" benefit, if any, to be paid during the first three calendar days of absences, payment for the "lost pay" benefit, if any, will be made on Pepperdine's first regularly occurring pay period following the expiration of 14 calendar days from the date of injury.

As this policy is only a brief summary of applicable rules, please contact Human Resources for further details.

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Section 26 UNEMPLOYMENT COMPENSATION

Coverage is provided for unemployment transpiring through no disqualifying fault of the employee. Decisions regarding eligibility are reserved by the state.

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Section 27  RETIREMENT

27.1 OVERVIEW

This section of the handbook is designed to acquaint employees with some of the significant features of the University's retirement benefit. However, it is important to remember that more detailed information is set forth in the official plan document and insurance policies that govern the plan. Accordingly, if there is any real or apparent conflict between the brief summary contained in this handbook and the terms, conditions, limitations, or exclusions of the official plan document, the provisions of the official plan document will control. Employees who wish to inspect those documents can make an appointment with Human Resources for that purpose. The University expects and intends to continue benefits but reserves the right to amend, modify, suspend, or terminate them, in whole or in part, at any time and for any reason.

27.2 RETIREMENT PLAN ELIGIBILITY

All eligible employees may participate in the Retirement plan. Ineligible employees include an employee who normally works less than 20 hours per week, an employee who is a non-resident alien, or an employee who is a student performing services described in IRS Code section 3121(b) (10).

Employees will be considered to normally work less than 20 hours per week if they (1) are reasonably expected to work less than 1,000 hours during the first year of employment, and (2) they actually work less than 1,000 hours for each subsequent Plan Year.

27.3 RETIREMENT PLAN PARTICIPATION

An employee may enter the Plan immediately for purposes of making salary deferral contributions. An employee may become a participant for purposes of receiving University contributions on the first day of the month coinciding with or next following the completion of one year of service and their 26th birthday. To complete a year of service, an employee must have worked 1,000 hours for the University during the eligibility period. The first eligibility period is the 12-month period beginning on the date of hire. Subsequent eligibility periods are based on the Plan Year. A rehired employee or an employee returning from a qualified military service leave who was previously a participant in the plan may join the plan upon rehire.

27.4 RETIREMENT PLAN CONTRIBUTIONS

An employee may contribute a percentage of his or her salary up the maximum IRS dollar limit for a given Plan year. If the employee only participates in the University's plan during the year, the University automatically limits the salary deferral contributions to the maximum dollar limit. However, if the employee participated in another employer's 403(b) plan (or 401(k) plan) as well as the University's plan during the year, the total salary deferral contributions to all plans together may not exceed the maximum dollar limit. An employee may be allowed to make additional catch-up salary deferral contributions beginning in the calendar year in which they attain age 50. Catch-up contributions cannot exceed the IRS limits established each plan year. Employee's may make pre-tax salary deferrals or Roth deferrals into the plan.

To contribute to the Plan though salary deferrals, please contact Human Resources for further information.

The University may also make contributions to the plan as follows if the employee meets the qualifications stated in 27.3:

Matching Contributions. The University may make a matching contribution each payroll period equal to 100% of the first 5% of your pre-tax or Roth salary deferral contributions.

Nonelective Contributions. The University may choose to make a nonelective contribution. If so, the amount credited to an employee's account will be equal to 5% of their base salary, up to the IRS maximums allowed.

The Pepperdine University Retirement plan is governed by a legal Plan document. Additional information and a Summary Plan Description (SPD) document can be found at pepperdine.trsretire.com.

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Section 28  SOLICITATION AND DISTRIBUTION

To avoid disruption of University operations and interference with our faculty, staff, employees and students, the University strictly prohibits solicitation and distribution of materials by outside organizations and individuals on University premises.

Further, faculty, staff, and employees are also prohibited from solicitation of other faculty, staff and employees and distribution of materials during working time and in working areas. Working time includes the working time of both the faculty, staff or employees doing the soliciting and the working time of the faculty, staff or employee being solicited. Working time does not include meal periods or rest periods.

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Section 29  COMPLAINTS

29.1 EMPLOYEE GRIEVANCE PROCEDURE

The purpose of this employee grievance procedure is to provide for the resolution of work-related grievances, including, but not limited to, allegations of harassment, unlawful discrimination, and the denial of reasonable accommodations to persons with disabilities.  This policy is not applicable to situations where another policy with a right of appeal applies. The procedure described below may be initiated by an employee, or the University at its sole discretion.

This procedure is designed to allow employees to address complaints in a fair, consistent, and objective manner. Any act of retaliation by a University employee or by one acting on behalf of the University, including the intimidation of a grievant, respondent, or witness, will result in prompt disciplinary action.

This procedure shall not be used to bring frivolous or malicious complaints. If a complaint has been made in bad faith, disciplinary action may be taken against the person bringing the complaint.

29.1.A INITIATING A GRIEVANCE PROCEEDING

Informal Resolution: Before initiating a formal grievance, the employee should discuss the matter in dispute with the supervisor or the other person with whom the employee has a concern and seek a mutual resolution. Human Resources is available to consult with employees/grievants and supervisors in an effort to facilitate informal resolution and to consult with employees/grievants regarding allegations of unlawful discrimination or harassment. An informal resolution may be pursued at any time during this procedure. It is the University's belief that most grievances can and will be resolved at this level.

Employees should report allegations of unlawful discrimination or harassment to their supervisors as soon as possible after the alleged occurrence of discrimination or harassment.

Initiation of Complaint: If an informal resolution does not result, the grievant may submit a complaint to the immediate supervisor of the employee against whom the complaint is made, with a copy to Human Resources, to initiate a grievance. Initially, concerns may be communicated orally; however, they should be submitted in writing before any formal review takes place under this procedure. The written complaint should specify the University policy, departmental procedure, or norm violated, and specifically set forth all relevant factual details.

If at any time a supervisor receives allegations of unlawful discrimination or harassment, he or she must immediately notify Human Resources, even if the allegations are not made in writing and no formal grievance has been initiated.

At any time a superior to the grievant's immediate supervisor may choose to take the place of the supervisor for purposes of this procedure. In such cases, the term "supervisor" in this procedure would apply to the immediate supervisor's superior.

If the complaint involves the grievant's immediate supervisor, and the grievant can reasonably demonstrate to the supervisor's superior that the immediate supervisor may not be able to deal objectively with the situation, the grievant may make the formal complaint to the immediate supervisor's superior. In such cases, the term "supervisor" in this procedure would apply to the immediate supervisor's superior.

29.1.B REVIEW BY THE SUPERVISOR

The supervisor shall read the complaint and determine whether the complaint's allegations warrant implementing the remainder of the procedures outlined below. If, for example, the allegations in the complaint, even if true, would not constitute a violation of a University policy, procedure, or norm, then the supervisor should inform the grievant in writing that the grievant's allegations are not subject to further investigation.

If the supervisor determines that the allegations in the complaint warrant further investigation and consideration, then the supervisor shall forward a copy of the complaint to the person against whom the complaint is made ("respondent"). This shall be done within a reasonable amount of time after the supervisor receives the complaint.

Written Response: The respondent shall be given 14 calendar days from receipt of the complaint to return a written response to the supervisor with a copy to Human Resources. Necessary extensions may be granted at the discretion of the supervisor.

Investigation: The supervisor has the discretion to initiate a reasonable investigation into the matter. The scope of any investigation shall be at the sole discretion of the supervisor. The investigation may include, but is not limited to, meeting with the parties, talking with witnesses, and reviewing any supporting documents. Human Resources may initiate its own investigation into the matter, and/or it may participate in the supervisor's investigation. The scope of Human Resources' investigation shall be the sole discretion of the Associate Vice President of Human Resources or his or her designee.

A grievant may elect to withdraw a complaint at any time; however, the University reserves the right to investigate all complaints in order to protect the interests of the University and its community.

Advisory Committee: If the supervisor desires, he or she may appoint an advisory committee to assist in the investigation of the complaint and/or for advice concerning the handling of the matter. In cases where there is alleged unlawful discrimination or harassment, Human Resources or his or her designee will be an ex-officio member of the committee, at Human Resources discretion.

29.1.C THE DECISION

Within a reasonable time, the supervisor shall make a decision based on the formal complaint, response, and any other information the supervisor determines is relevant. This decision shall be in writing and shall consist of factual findings, conclusions, and a remedy if one is appropriate. All parties and Human Resources shall receive a copy of the supervisor's decision.

29.1.D APPEAL OF SUPERVISOR'S DECISION

Request for Appeal: Any party may submit a written request for appeal of the supervisor's decision to Human Resources within 14 calendar days from the date of the mailing of the supervisor's decision. Human Resources will forward the request to the successive supervisor of the individual who conducted the investigation. The successive supervisor of the individual who conducted the investigation will act as the reviewing officer. The request for appeal must specifically set forth all grounds for appeal. The non-appealing party must be given the opportunity to respond in writing to the request for appeal.

Grounds for Appeal: The reviewing officer shall be limited to addressing only the following questions:

  • Did the supervisor consider the important and appropriate facts in the handling of this matter?
  • Did the grievant prove by a "preponderance of the evidence" (i.e., more likely than not) that the person against whom the grievant has a grievance in fact violated a University policy, procedure, or norm, or otherwise engaged in any unlawful or illegal activity?
  • Was the process carried out in a fair manner?
  • Was the decision one which a reasonable person might have made?

Reviewing Officer's Decision: Within a reasonable time, the reviewing officer shall make a decision based on the written complaint, the written response, the supervisor's written decision, the written request for appeal, any written response to the request for appeal, any meeting the reviewing officer held in regard to the appeal, and any other material or evidence relevant to the appropriate grounds for appeal. Whether to grant a meeting with the appellant and/or respondent shall be the sole discretion of the reviewing officer. All parties and Human Resources shall receive a copy of the reviewing officer's decision.

29.1.E FINAL APPEAL

Request for Final Appeal: Unless the Appeal of the Supervisor's Decision, set forth in Section 29.1.D above, was heard by a University senior administrator, any party may submit a written request for a final appeal of the reviewing officer's decision to Human Resources within 7 calendar days from the date of the mailing of the reviewing officer's decision. Human Resources will forward the request to the President's Office, who will assign the appeal to a University senior administrator, or his or her designee, who will act as the final appeal officer. The request for a final appeal must specifically set forth all grounds for appeal. The non-appealing party must be given the opportunity to respond in writing to the request for a final appeal.

Grounds for Final Appeal: The final appeal officer shall be limited to addressing only the following questions:

  • Did the supervisor consider the important and appropriate facts in the handling of this matter?
  • Did the grievant prove by a "preponderance of the evidence" (i.e., more likely than not) that the person against whom the grievant has a grievance in fact violated a University policy, procedure, or norm, or otherwise engaged in any unlawful or illegal activity?
  • Was the process carried out in a fair manner?
  • Was the decision one which a reasonable person might have made?

Final Appeal Decision: Within a reasonable time, the final appeal officer shall make a final decision based on the written complaint, the written response, the supervisor's written decision, the written request for appeal and for final appeal, and any written response to the request for appeal or request for final appeal. The decision of the final appeal officer shall be final. All parties, and Human Resources, shall receive a copy of the final appeal officer's decision.

29.1.F RETENTION OF RECORDS

All written decisions made and materials produced in connection with a grievance conducted under this procedure shall be retained by the supervisor for at least two years from the date that the final decision was issued.

29.2. GRIEVANCE PROCEDURE FOR DISCHARGED EMPLOYEE

In cases involving the discharge of a staff member, a written request to initiate a grievance process must be submitted to the Associate Vice President of Human Resources within 7 calendar days following the date on which the discharge took place. The grievant has 14 calendar days from the date on which the discharge took place to submit a complaint in writing to the superior of the supervisor who discharged the grievant, with a copy to Human Resources. The contents of the complaint must include the elements listed in Section 29.1, under "Initiating a Complaint."

From this point, the process for a discharged grievant will be the same as that described in Section 29.1, except that in cases of a discharge:

  • a superior to the supervisor who discharged the grievant will act as the supervisor for purposes of the process (the term "supervisor" in Section 29.1 will apply to a superior of the supervisor who discharged the grievant); and
  • a grievant who was serving in an initial introductory period at the time of discharge, or whose employment was not extended beyond a previously established term, or whose position was eliminated due to a layoff or reduction in work force will not have the right of appeal described in parts D and E of section 29.1.

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Section 30  SAFETY

30.1 INTRODUCTION

The University considers the safety of its students, faculty, staff, and visitors to be of the highest priority. Accident prevention is a function of good management and contributes to a positive educational and work environment. The quality of service at the University is directly affected by each individual's commitment to performing his or her role in a safe and efficient manner. Achieving a safe campus environment at each University location is one of the University's safety program goals.

Each department head is responsible for maintaining safe and healthful conditions in his or her area. Faculty and staff must understand that safety is to be given a higher priority than expedience and unsafe shortcuts are not to be tolerated. Each supervisor is charged with effectively implementing the University's safety program, as well as the safe practices uniquely applicable to the specific jobs and tasks in their department. Effective implementation includes investigating actual and potential accident causes and promptly recommending corrective measures. Performance evaluations should include the success or failure of each supervisor in fulfilling these responsibilities. All University community members are encouraged to report immediately any unsafe conditions and make suggestions to their respective supervisors or departmental safety committees, as applicable. Additionally, employees may report unsafe conditions to the Office of Insurance and Risk, Human Resources, or the Department of Public Safety.

30.2 INJURY AND ILLNESS PREVENTION PROGRAM

The Pepperdine University Injury and Illness Prevention Program (IIPP) is designed to support the educational environment through improved workplace operations, better control of hazards, and reduced accidents and losses. The IIPP was adopted and implemented in compliance with California Labor Code Section 6401.7 (SB 198) and General Industry Safety Order Section 3203.

30.3 ASSIGNMENT OF RESPONSIBILITIES

30.3.A POLICY COMMITTEE(S)

Senior management supports the University's safety efforts by setting policy, assigning safety responsibility and accountability to all individuals, monitoring IIPP developments, progress and effectiveness, and providing active leadership by participation and example.

30.3.B THE OFFICE OF INSURANCE AND RISK

The Office of Insurance and Risk is responsible for coordination of loss control activities, review of supervisor accident investigation reports, providing assistance to Human Resources for employee safety training, reporting to senior management concerning safety concerns, and providing assistance and support to the relevant safety committee with the appropriate department. Although the Office of Insurance and Risk provides this support, each supervisor is ultimately responsible for enforcement of, and compliance with, this policy in their designated departments and areas.

30.3.C DECENTRALIZED DEPARTMENTAL SAFETY COMMITTEES

The various departmental safety committees assist in carrying out the University's IIPP to the specifications relevant to their unique departments and areas.   Responsibilities of a safety committee member may include participation in periodic safety inspections tailored to the specific needs and demands of their work area, investigation and analysis of accidents involving injuries or illness, investigation of allegations of hazardous conditions which are brought to the member's attention, and communicating with members of the campus community on safety issues and recommendations.

30.3.D MANAGERS AND SUPERVISORS

In effectively executing their safety responsibilities, managers and supervisors will ensure the effective implementation of the IIPP and the unique safety practices relevant to their departments. Managers and supervisors shall be aware of safety considerations when introducing a new process, procedure, machine, material or substance to the workplace, and support the programs and committees, as appropriate, whose function is to promote safety and health. Specifically, managers and supervisors shall consistently and fairly enforce University safety rules, investigate injuries to determine the cause and take action to prevent recurrence, see that injuries are treated and referred to Human Resources for prompt reporting to the workers' compensation insurance carrier, regularly inspect work areas to detect unsafe work practices and resulting conditions and conduct department safety meetings on a regular basis.

30.3.E FACULTY AND STAFF COMPLIANCE

Individual injury and illness prevention is a responsibility of all University employees (including student workers). At the time of initial employment and at other periodic intervals, employees are notified of applicable safe work practices and working conditions, and of the right to report any work-related injury or unsafe condition or hazard without fear of reprisal. Employees are further notified that compliance with safe work practices and working conditions is a mandatory condition of employment. Employees who fail to adhere to job safety standards are subject to disciplinary action, up to and including discharge. Nothing herein shall alter the right of the employee or employer to terminate employment at any time with or without cause. From time to time, employees may be recognized for exceptional compliance efforts by means of special notice or award.

30.4 IDENTIFYING & EVALUATING HAZARDS

Although it is the University's intention to eliminate any unsafe act and condition as quickly as possible, some corrective actions will require longer periods of time and/or larger expenditures of capital. It is necessary to evaluate the seriousness of hazards and prioritize corrective actions.

Periodic scheduled inspections shall be conducted whenever new substances, processes, procedures or equipment are introduced that represent an occupational hazard, whenever the University is made aware of a new or previously unrecognized hazard, and at other frequencies determined by each department based upon the level of hazard associated with the department, site or process. Records of inspections, including the date of inspection, identification of the area or process inspected, person conducting the inspection, findings of the inspection, and required actions must be retained for a minimum period of three years.

30.5 INJURY & ILLNESS INVESTIGATION

Some accidents are caused by unsafe conditions. The great majority, however, are the result of the unsafe manner in which work is conducted. The objective of investigation is to find the root causes of an accident. This allows corrective action to be designed to minimize recurring accidents. Occupational injuries and illnesses are documented in a comprehensive accident report and investigated by the supervisor. The supervisor's investigation shall determine the cause(s) of the injury or illness and what action has been taken, or will be taken, to prevent recurrence.

30.6 CORRECTING UNSAFE WORK PRACTICES & CONDITIONS

Maintaining a safe and healthful campus requires methods and/or procedures for correcting unsafe or unhealthy conditions, work practices, and work procedures in a timely manner, based on the severity of the hazard. At such time that unsafe or unhealthy conditions, work practices, or work procedures are discovered, action will be taken to remove immediate dangers. When an imminent hazard exists which cannot be immediately abated without endangering employee(s) and/or property, all exposed personnel shall be removed from the area, except those necessary to correct the existing condition. Employees necessary to correct the hazardous condition shall be provided the necessary safeguards.

Corrective procedures may include a documented investigation of the cause and/or source of the hazard, identification of corrective actions needed, assignment of persons responsible for the completion of specific remedial actions, and follow-up for compliance. Training and/or retraining of affected employees is provided as applicable.

30.7 TRAINING AND INSTRUCTION

Supervisors and/or managers shall conduct safety education and training for employees in the following circumstances:

  • at the time of initial employment;when employees are given new job assignments for which training has not previously been given;
  • when new substances, processes, procedures, or equipment are introduced that represent a new hazard;
  • when the University is made aware of a new or previously unrecognized hazard; and
  • at other intervals designated by management.

Employees may be trained in applicable safe and healthy work practices in groups or individually through distribution and review of the University's safety handbooks and its supplements, through other written communications, and by various other methods as applicable. Training materials shall be provided in a form readily understandable by the affected employee(s). Individual records of training, including date of training, type of training, and training providers are retained for a minimum period of three years, except where shorter periods are allowed by law.

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Section 31  VOLUNTEERS

31.1 OVERVIEW

The University has benefited immeasurably over the years by the services of volunteers. Appreciative of these special friends of the University and aware of the legal ramifications of volunteer service, the University has adopted this policy to protect both the interests of the University and of the volunteers. The following does not govern or restrict the activities of on or off-campus service organizations or students who provide services closely related to their educational goals or otherwise assist departments to fulfill degree requirements.

31.2 VOLUNTEER ASSIGNMENT

Persons appropriately qualified, who wish to perform a service to the University without remuneration, may be recommended to an appointment. Such appointments are without salary or benefits and successive reappointments do not confer tenure or any continuing or other employment status. Appointment and reappointment are at the discretion of the department or school. Regular staff employees who accept volunteer appointments will be limited to volunteer assignments outside of the department of primary responsibility and income, and their regular employment duties must be dissimilar to those of the volunteer position.

31.3 PROCEDURES

Before starting an assignment, a volunteer should be directed to Human Resources for completion of necessary documentation and issuance of an I.D. card.

It is the supervisor's responsibility to provide appropriate task instruction and orientation to the campus, and to ensure that the volunteered service continues to be a positive contribution to the efforts of the University. It is also the supervisor's responsibility to notify Human Resources in writing when a volunteer terminates his or her assignment. No notice or administrative approval is required for either the supervisor or the volunteer to end the volunteer relationship. Additionally, it is the supervisor's responsibility to ensure volunteers follow all University policies as well as all relevant safety precautions related to the volunteer duties.

Volunteers may not operate University vehicles.

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Section 32  FELONY CONVICTION NOTIFICATION

Any staff member who is convicted of a felony criminal offense shall notify the University within five (5) working days of any such conviction through a memorandum to the Associate Vice President of Human Resources. Any faculty member who is convicted of a felony criminal offense shall notify the University within five (5) working days of any such conviction through a memorandum to the Office of the Provost.

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Section 33  COMPUTER AND NETWORK USAGE

Pepperdine University provides access to computing and network resources in order to support its instruction, research, and service missions; administrative functions; and student and campus life activities. All such use shall be ethical and consistent with the University's mission. Any other uses, including uses that jeopardize the integrity of the Pepperdine network, the privacy or safety of other users, or that are otherwise illegal, are prohibited.

Users should be aware that their uses of University computer and network resources are not private. While the University does not routinely monitor individual usage, the normal operation and maintenance of the University's computing resources require backup, logging of activity, the monitoring of general and individual usage patterns, and other such activities that are necessary for information security and the rendition of service. In addition, the University reserves the right to review, monitor and/or capture any content residing on, or transmitted over, its computers or network at its sole discretion. The University reserves the right to limit access to its computers or network, and to remove or limit access to material residing on its computers or network.

The complete Computer and Network Responsible Use Policy and any technical requirements and guidelines are published at http://services.pepperdine.edu/it/policies/.

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Section 34  SMOKE FREE CAMPUSES

34.1 PURPOSE

Many within our community are calling for a smoke-free campus environment and a smoke-free work environment. Research demonstrates that tobacco smoke is a health hazard to both smokers and non-smokers. According to the Surgeon General, cigarette smoking is the leading preventable cause of illness and premature death in the United States. Non-smokers who are exposed to environmental (secondhand) smoke also face an increased risk of illness or disease as there is no safe amount of secondhand smoke – any exposure poses a health risk. The American Cancer Society estimates that secondhand smoke kills 46,000 people per year. A smoke-free campus policy at Pepperdine will reduce health hazards, and encourage healthy living, as well as reduce cigarette litter and the resultant risk of wildfire. As of 2011, nearly 141,000 cigarette-ignited fires occur in the United States each year. E-cigarettes have been an unregulated method of nicotine delivery within polyethylene glycol vapor, and with varied odorants/flavors. This vapor is dispersed locally upon exhalation. Though the health risks associated with this vapor are currently unknown, they are being evaluated by the Food and Drug Administration.  In the interest of public health and courtesy, the University will exclude this behavior in public settings and treat e-cigarettes as identical to cigarettes.

34.2 POLICY

All Pepperdine University campuses are smoke-free at all times and smoking, including e-cigarettes, is strictly prohibited with the exception of any limited, designated areas where smoking may be permitted for some period, while moving toward the goal of a 100% smoke-free campus. This prohibition includes but is not limited to the interior of University facilities, outdoor areas, and undeveloped property, as well as in any vehicle owned, leased, or operated by the University. Also, the sale, distribution, and advertisement of, or sponsorship by tobacco products is prohibited anywhere on campus, at University-sponsored events, or in publications produced by the University. This policy applies to all persons on a Pepperdine University campus.

34.3 IMPLEMENTATION

We at Pepperdine University acknowledge and respect the fact that certain individuals experience extreme difficulty in ceasing the habit of smoking. Consistent with our University mission and identity, we must avoid alienating community members, and treat those who smoke with respect, dignity, and care as we seek to implement and enforce this policy.

34.4 CESSATION

Increased subsidized cessation programs will be made available to faculty, staff, and students. The University encourages participation in these programs. For more information, employees should call Human Resources, and students should call their dean's office.

34.5 COMPLIANCE

All members of the University community share in the responsibility of adhering to and enforcing this policy. The success of this policy depends upon the thoughtfulness, consideration, and cooperation of those who smoke and those who do not. Informational rather than punitive enforcement is the intent of this policy. However, repeated violations of the smoking policy, such as smoking on campus other than at a designated smoking location, may result in intervention by the Department of Public Safety, discipline by the supervisor in the case of an employee, or discipline by the applicable dean's office in the case of a student.

Adopted by University Management Committee: April 28, 2014.

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Section 35 - DRIVERS POLICY

35.1 PURPOSE

To ensure drivers are properly licensed and trained to operate University-owned and personal vehicles in a safe manner while driving on University business.

35.2 POLICY

Employees who operate University-owned and personal vehicles while driving on University business, must: 1) be registered with the Office of Insurance and Risk; 2) have a safe driving record with the Department of Motor Vehicles and the University's Department of Public Safety; and 3) complete any applicable driver training prior to driving on University business. Notwithstanding this policy, the University reserves the right to prohibit any employee from driving on University business in its sole discretion. Additionally, any employee may be disciplined, up to and including termination, as a result of violating this policy or using poor judgment while driving on University business.

35.3 PROCEDURES

Driving on Pepperdine University business [1] is a privilege that is available to employees who meet the following criteria:

1. The driver must be a Pepperdine University full-time or part-time employee, or a student employee.

  • Student drivers must be 18-years of age and maintain a clear disciplinary record with the University.

2. The driver must submit an authorized and completed Driver Status Form to the Office of Insurance and Risk. These forms are made available to new employees at the New Employee Orientation in Human Resources and are available to current employees from the Office of Insurance and Risk. In the event an employee transfers departments or changes driving status, it is the responsibility of the employee's immediate supervisor to submit an updated Driver Status Form to the Office of Insurance and Risk prior to the employee driving on University business. A completed form includes the signatures of the employee and his/her immediate supervisor and attached copies of the employee's current, valid driver's license and proof of personal insurance. By signing the form, the supervisor recommends that the employee be allowed to drive on University business.  Employees should note on their Driver Status Form if they prefer to receive driver training (if applicable) in Spanish.

3. Drivers need the proper class of license, passenger endorsement, and medical certificate to operate the vehicles required by their job functions. A passenger endorsement is required for employees with a Class B license transporting passengers. A medical certificate is required for a passenger endorsement and for vanpool drivers. Proper licensing and endorsements are acquired through the Department of Motor Vehicles (DMV).

4. The Office of Insurance and Risk requires a Motor Vehicle Report (MVR) indicating a satisfactory driving record on file for:

  • Employees driving University-owned vehicles
  • Student employee drivers
  • Vanpool drivers
  • Upper level administrators [2]
  • Employees using their personal vehicles on University business one or more times per month

5. Generally, the Office of Insurance and Risk will request and secure the MVR from the DMV. MVRs requested from the DMV by Insurance and Risk take up to four weeks to arrive. If an employee needs approval to drive sooner, the employee or sponsoring department is responsible for acquiring an MVR from the DMV and submitting it to the Office of Insurance and Risk.

6. Periodic driver training is required for:

  • Employees driving University-owned fleet vehicles
  • Student employee drivers
  • Vanpool drivers

The Office of Insurance and Risk provides materials for a 90-minute defensive driver training course. Insurance and Risk will lead training sessions regularly, or as requested. Additionally, supervisors who complete the training will have access to the materials to lead their staff through the training as necessary.

7. Once a driver has submitted a completed and authorized Driver Status Form to the Office of Insurance and Risk, has successfully completed any applicable driver-training, and the Office of Insurance and Risk has received a MVR (if necessary) showing a safe driving record as defined by this policy, a driver is then approved to drive on University business.

[1] If an employee is driving a University vehicle or is seeking reimbursement from the University for mileage, the driving is likely "on University business." For more information, please contact the Office of Insurance and Risk at (310) 506-4410.

[2] Upper Level Administrators are defined as having president, chancellor, chief, dean, provost, or vice president as their title or a portion of their title.

35.4 SAFE DRIVING RECORD

Pepperdine does not permit any employee to drive with a DMV point count that exceeds one-half the DMV "negligent operator" point count. Employees with a major citation within the last 36 months may not be allowed to drive on University business. Examples of major citations include, but are not limited to, DUI, reckless driving, or driving with a suspended or revoked license.

By California Vehicle Code, any driver with 4 points in 12 months, 6 points in 24 months, or 8 points in 36 months shall be presumed to be a negligent operator of a motor vehicle, and his/her driver's license is automatically suspended by the DMV. Therefore, in order to drive on University business, Pepperdine employees may not exceed 2 points in 12 months, 3 points in 24 months, or 4 points in 36 months and must not have had a major citation in the last 36 months. Student drivers are held to the following acceptable level: 1 point in 12 months, 2 points in 24 months, and 3 points in 36 months and must not have had a major citation in the last 36 months.

  DMV Tolerance Level University Regular Employee Tolerance Level* University Student Employee Tolerance Level*
12-months 4 2 1
24-months 6 3 2
36-months 8 4 3

*And, must not have had a major citation in the last 36 months.

Citations issued by the Department of Public Safety are assigned the same number of points and carry the same consequences as citations reflected on a DMV report.  The University may also assign one half point for each verified complaint received via the University's (800) How's My Driving complaint hotline.

35.5 PROTOCOLS WHILE DRIVING

1. Obey all traffic laws and appropriate safety precautions for the location being driven.

2. Cell phone use while driving on University business is prohibited, except in emergency situations or if using a hands-free device.

  • A California State law bans the use of cell phones without a hands-free device while driving a vehicle.

3. Two-way radio use while driving on University business is prohibited except for Public Safety officers and Business Services employees within the scope of their employment. In all other situations, pull to the side of the road before using a two-way radio.

4. On group road trips exceeding 100 miles from campus, at least one person other than the driver must be awake and seated next to the driver.

35.6 REPORTING AUTO COLLISIONS

If an accident occurs, follow the guidelines below:

1. Ensure all passengers and drivers are out of immediate danger.

2. Seek medical aid for the injured.On the Malibu campus, call Public Safety at (310) 506-4441.At any other location call 911.

3. If off-campus, notify the local police department of the accident. Note: The police, in many cities, may not respond to vehicle accidents unless there are injuries or significant damage. If the police do not respond, please request to file a police report concerning the collision and proceed to the next steps listed below.

4. State the facts, but NEVER ASSUME OR ADMIT FAULT. (Fault is a legal issue dependent on the facts and is determined by the insurance companies, law enforcement, and the judicial system.)

5. If driving a University vehicle, utilize the forms in the Auto Accident Packet located in the glove compartment. Provide the information on the University Insurance Identification Card to the other party involved. If driving a personal vehicle, provide insurance information for the owner of the vehicle.

  • California insurance laws state that the owner of the vehicle is liable for any accidents caused by the vehicle. Therefore, the vehicle owner's insurance is the primary insurer in the event of an accident.

6. Obtain information from the other driver including their name, address, phone number, driver license number, vehicle make, model, and license plate, and insurance company and policy number.

7. Obtain statements from witnesses, if possible. Ask witnesses to write down their account of the accident and include their name and phone number.Take photos of the scene including vehicles at the point of impact, damage to each vehicle, and the overall scene in each direction.

Report all accidents to your immediate supervisor as soon as possible and to the Office of Insurance and Risk within 24-hours of the incident's occurrence. Submit all Auto Accident Packet forms to the Office of Insurance and Risk: (310) 506-4410.

35.7 AUTO COLLISION FOLLOW-UP

The Office of Insurance and Risk serves as an intermediary between the University department and the University's insurance carrier. The department using the vehicle is responsible for obtaining an estimate to repair any damage to the University vehicle and submitting a copy to Insurance and Risk. Once the estimate is approved, the department owning the damaged vehicle is responsible for ensuring that the repairs are completed in a timely fashion.

A Driver Status Form must be submitted and approved by the Office of Insurance and Risk prior to an employee renting a car or driving on behalf of University business.

To be eligible to rent a car on a University credit card, a driver must be an approved University driver meeting all the requirements of this policy. Car rentals must be in the name of Pepperdine University and the individual's name. Employees must not purchase insurance from car rental agencies for rentals within the United States as the University's automobile insurance will apply as primary coverage. Pepperdine University's insurance will respond for rental terms of less than 30 consecutive days (as long as the automobile is rented in the name of Pepperdine University). Additional insurance offered by a car rental company is not necessary and purchasing this insurance is not reimbursable.

Car rentals originating outside the United States should include insurance from the car rental agency. Prior to renting vehicles outside of the United States, please notify the Office of Insurance and Risk.

Prior to an employee taking possession of a rental car, employees should thoroughly inspect it to assure that any existing damage is noted on the rental agreement.

Those employees who plan to utilize a rental car for University business should ensure they have an "Auto Accident Packet" from the Office of Insurance and Risk. An "Auto Accident Packet" includes a proof of insurance card, a checklist to follow in an accident, and forms to report an accident. The packet should be obtained from the Office of Insurance and Risk prior to renting a vehicle.

Employees involved in an accident with a rental car should follow the checklist provided in the "Auto Accident Packet" which includes the following:

  • Secure the scene;
  • Seek medical aid if injured;
  • Notify the local police department;
  • Provide information to and obtain information from the other driver;Take photos of the vehicles and scene;
  • The employee should alert the Office of Insurance and Risk regarding the accident and refer the rental company, injured party or anyone claiming injury to contact the Office of Insurance and Risk at (310) 506-4410;
  • The employee should be prepared to furnish the Office of Insurance and Risk with the completed forms from the "Auto Accident Packet" and any photos of the accident.

If an employee elects to retain the rental vehicle for personal travel or vacation, the employee is responsible for providing appropriate auto insurance coverage during that period of time. Please note that some car rental agencies may require the vehicle be turned back in to activate a new contract under different auto insurance coverage.

Go to Alphabetical Topic Index

Go to Table of Contents

INDEX

Absentee Reports 14.7
Accidental Death/Dismemberment Coverage 23.1
Acting Status 3.12
Advertising Open Positions 2.2
Affirmative Action (see Equal Employment) 1
Alcohol 5.2
Annual Review Dates 9.4
Applications for Employment 2.3
Assessment Forms 9.4
Athletic Facilities 22.4
Attendance 5.2, 14.1
Background Screenings 2.4
Benefits Review 23
Bereavement Leave 16.8
Bookstore Discount 22.2
Break Periods 3.9
Breaks in Service 10.4, 14.3, 14.4, 14.5, 28.1
California State Disability Insurance 24
Campus Closure 20
Campus Store 22.2
Changes in Salary 10
Changes in Status 3.11
Check Cashing 22.5
Complaints 29
Computers, Use of University Systems 33
Conduct 5.2
Conflict of Interest 5.4
Continuation Coverage 23.3
Conviction Notification 32
Counseling, Psychological 23.1
Court and Court-Related Appearances 19.1
Credit Unions 22.6
Death in the Family 16.8
Dental Plans 23.1
Disability Benefits 23, 24
Disciplinary Action 12
Discrimination 4, 29
Dismissal 5.2, 12, 13
Doctor's Appointment 16.2
Documentation of New Employees 9.1
Dress Code 5.1
Driver Policy 35
Driving on Campus 35
Drug Abuse 5.2
Emergencies and Natural Disasters 20
Employment Applications 2.3
Employee Categories 3
Employee Files 6.1
Employment Selection Criteria 2.3
Equal Employment 1
Exempt Staff 3.8
Faculty/Staff Discounts 22.2
Falsification of Records 5.2
Felony Conviction Notification 32
Fighting 4.5
Fires 20
Flex Time 15.7
Full-Time Staff 3.5
Funeral Leave 16.8
Grievances 29
Harassment 4
Handicapped Employees 4.2
Health Insurance 23
Hiring 2.5
Hiring Managers 2.3, 2.5
Holidays 18
Holidays Falling Within a Vacation Period 17.3
Identification Cards 9.3
Illness 16.2
Injuries on the job 25
Insubordination 5.2
Insurance Coverage 23
Introductory Increases/Period 9.4
Involuntary Terminations 13.3
I-9 Forms 2.5, 9.1
Job Classification Process 3
Job Description 7.3
Job Posting/Application Process 2
Jury Duty 19.1
Lateral Transfers 11
Layoffs 13.4, 29.2
Leaves of Absence 16
Library Privileges 22.3
Life Insurance 23
Long-Term Disability 24
Maternity Leaves 16.4
Medical Benefits 23
Medical Leave 16.3
Merit (Performance) Increases 10.1 
Military Leave 16.7
Misconduct 5.2
Nepotism 8
New Employees 9
New Positions 2, 2.2
Nonexempt Staff 3.9
Orientation of New Employees 9.2
Overtime 15.5, 15.6
Overtime, During Emergency 20.4
Parking 9.5
Part-time Staff 3.7
Pay Changes 10, 14.3
Pay in Emergencies 20.4
Pay Periods 14.2
Payroll and Time Reporting 14
Performance Reviews  9.4
Personal Appearance 5.1
Personal Conduct 5.2
Personal Leave of Absence 16.6
Personal Phone Calls 5.3
Position Classification 3
Pregnancy 16.4
Prescribed Drugs 5.2
Psychological Counseling 23.1
Raises 10.1
Regular Staff 3.1
Relatives, Supervision of 8
Reporting Absences 14.7
Reprimands 12.1
Resignations 13.2
Restricted Positions 3.2
Retirement 27
Road Closures 20.3
Rules of Conduct 5.2
Safety 30
Sexual Harassment 4.1
Shifts 15.3, 15.4
Sick Leave 14.7, 16.2
Sick Pay 16.2
Smoking 34
State Disability Insurance 24
Status Change: Effects of 3.11
Student Workers 3.4
Subpoenas 19.2
Substance Abuse Policy 5.2
Supervisors' Responsibilities 7
Suspension 12.2
Table of Contents
Tardiness 14.8
Telephone Use 5.3
Temporary Staff 3.3
Terminations 13
Time Off 14.7
Time Records (Time Sheets) 14.4
Transfers 11
Tuition Benefits 21
Unemployment Compensation 26
Vacation 17
Vendor Solicitation of Employees 28
Volunteers 31
Wage and Salary Administration 10
Work Day 15.1
Work Week 15.2
Worker's Compensation Insurance 25

Contact Information

Main Office

Phone: (310) 506-4397
Fax: (310) 506-4839
E-mail: humanresources@pepperdine.edu

Office Location:
Thornton Administration Center, Suite 120

Mailing Address:
24255 Pacific Coast Highway
Malibu, CA 90263-4397
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