|Faculty and Staff Home > Employee Handbook > Section III-2: Employment and Contracts|
|Section III-2: Employment and Contracts|
|Job Vacancies||Contracts of Employment|
|Employment Preference for Veterans and Spouses or Surviving Spouses||Regular Contract of Employment|
|Applications||Contract for Continuing Part-Time Employees|
|Procedures for Recruiting and Hiring Full-Time and Continuing Part-Time Employees||Contract Limitation for Hourly Part-Time Employees|
|Procedures for Recruiting and Hiring Part-Time Faculty||Compensation for Part-Time Faculty|
|Faculty Contract Policy||Contracts for Grant-Funded Employment|
|Expectations of Faculty Members||Due Process Policy|
|Excess Teaching Load/Overload Contracts||Grievance Procedure|
|Credentials Verification and Documentation||Orientation of New Employees|
|Justification for Employment||Probationary Period|
|Employment of Relatives (Nepotism)||Promotion and Transfer|
|Secondary Employment||Reduction in Force Policy|
|Salaries||Separation from the College|
|Re-Employment of Retired Persons|
|Vacancies are determined by new position allotments; position openings
due to retirements, resignations, or terminations; reclassifications
of positions; and addition of special responsibilities. Prior to filling
or refilling any position, all vacancies or position openings must be
approved by the President using the Personnel
Request form. The Personnel Request must include an updated job
description and an impact statement, which is a position justification.|
Advertising employment opportunities is the responsibility of the Human Resources Department. Full-time and continuing part-time positions can be posted internally or externally. For positions posted internally, current employees and individuals employed by the college within the past three months may apply. Internal positions are open for five working days. External positions are posted for varying lengths of time or until the positions are filled. College employees are also eligible to apply for externally-posted positions. For more information, see "Procedures for Recruiting and Hiring Full-Time and Continuing Part-Time Employees" and "Procedures for Recruiting and Hiring Part-Time Faculty."
|Employment Preference for Veterans and Spouses or Surviving Spouses|
In appreciation for their service to this state and this country during a period of war, and in recognition of the time and advantage lost toward the pursuit of a civilian career, veterans shall be granted preference in employment with every State of North Carolina department, agency, and institution.
"Veteran" means a person who served in the Armed Forces of the United States on active duty, for reasons other than training, and has been discharged under other than dishonorable conditions.
"Eligible veteran" means:
|All persons wishing to be considered for employment, promotion, or transfer
should complete the appropriate application form and submit it to the
Human Resources Department within the advertised time frame (see also
"Promotion and Transfer").
Applications are accepted only for currently advertised positions. Application
forms for all position openings are available in the Human Resources
Department and on the college’s website. |
Applications remain active for one year from the date received. After one year, applications are removed from the active file and placed in an inactive file. College employees wishing to be considered for a vacancy are to contact Human Resources and request that their application be considered for a position opening. College employees should submit an updated application and professional statement as well as current additional information as appropriate for the position opening.
|Procedures for Recruiting and Hiring Full-Time and Continuing Part-Time Employees|
|Durham Technical Community College was founded and continues to exist
to provide educational opportunities for the residents of Durham and
Orange counties in North Carolina. As such, the institution recognizes
the educational value of a diverse faculty and staff, so that all students
can find appropriate role models among persons the college employs.
To this end, the college is committed to employing fully qualified and
suitable persons such that the faculty and staff of the institution
collectively reflect the diversity in gender, race, and ethnicity of
the community it serves. "Fully qualified" persons are those
who demonstrate that they meet or exceed the minimum qualifications
in knowledge, skills, experience, and academic or professional preparation
to carry out the responsibilities of their position with the college.
The college uses a collaborative process to reach decisions about employment
that consists of the following steps: |
When a vacancy arises, the appropriate Supervisor prepares a personnel request packet which includes the following documents: a completed Personnel Request form, an updated job description, an impact statement (position justification), and a suggested list of at least five individuals to serve on the ad hoc Interview Committee. The Personnel Request packet must be forwarded and approved at each supervisory level, and the position vacancy must receive final approval from the President before action is taken to fill it.
Once the President approves the personnel request, it is forwarded to the Human Resources Director who notifies the Supervisor initiating the request that the request has been approved. The Human Resources Office then initiates advertising and recruitment efforts. The Human Resources Director uses historical data and considers trends in the local labor market in determining the length of time the position will be advertised. Postings for positions that are advertised as "Open Until Filled" include an initial screening date.
Externally-posted positions are advertised in local newspapers in Durham, Orange, and Wake counties. These positions are also listed on the college's website, distributed for posting with the Employment Security Commission, and sent to area colleges and universities. The N.C. Community College System office links to Durham Tech’s website for communicating position openings to community colleges within the state.
The Division Head is responsible for appointing the Interview Committee. The Division Head considers the suggestions of the Supervisor and appoints a committee from a broad cross-section of the institution, reflecting the racial, ethnic, and gender diversity of the college. The Direct Supervisor of the position to be filled typically chairs the committee. The Human Resources Director and the Committee Chair convene the committee during the first two weeks the position is posted. This initial meeting includes an orientation to the college’s selection procedures, identification of questions to be included in the interviews, identification of any job-related pre-employment testing or screening if any is to be required, and establishment of a timeline that includes subsequent committee meetings and an interview schedule.
The Human Resources Department processes all incoming applications. On or after the closing date for the position (or the date of initial screening for positions posted as "Open Until Filled"), the Human Resources Director, Affirmative Action Officer, and the Committee Chair review the entire applicant pool. Those applicants whom they agree do not meet the minimum qualifications are removed from the pool at that time. The Human Resources Director sends letters to these individuals thanking them for their interest in employment with the college. Applicants remaining after this review are then considered for interviews by the entire committee. Applications from persons who do not meet minimum qualifications but who present evidence of qualifications worthy of special consideration may also be included but only if the Human Resources Director, Affirmative Action Officer, and Committee Chair agree such consideration is warranted.
Committee members review these applications in the Human Resources Department office during the week after the initial review takes place. After all committee members have reviewed the pool of qualified applicants, the committee meets to identify candidates for interviews. The list of interviewees should closely reflect the ethnic, racial, and gender diversity of the pool of qualified applicants and of the college’s service area. The Affirmative Action Officer has the authority to determine that the applicant pool lacks such diversity. In the event the Affirmative Action Officer makes this determination, the position is re-posted and/or re-advertised. No fewer than five applicants should be selected for interviews. The Human Resources Director or the Affirmative Action Officer must approve any exceptions to the minimum number of interviewees.
The Committee Chair follows the procedures as outlined in the college's Employment Guide and checks each item off as it is completed. The Employment Guide is included in the material available from the Human Resources Department. Upon completion of all interviews, the committee enters into deliberations to identify a final-recommended candidate. Four categories are available for rating candidates chosen for interviews: Well-Qualified and Recommended; Well-Qualified but Not Recommended; Not Recommended; and Applicant Declined to Interview. Committees should reach recommendations by consensus (that is, all committee members agree that the recommended candidate is well qualified and acceptable for the position). The Human Resources Director or the Affirmative Action Officer attends all interviews as a facilitator. In this role, the Human Resources Director and the Affirmative Action Officer may participate in the committee's deliberations but do not participate in voting or rating candidates.
The college does not reimburse applicants for travel or lodging expenses incurred as part of the interview process. With approval of the Division Head, an interview committee may conduct telephone interviews with candidates if travel to the college is impractical. However, the Division Head may require a personal interview with a candidate before that person's name is submitted to the President as a recommended candidate.
If the committee is unable to reach consensus on a candidate, the
Division Head meets with the committee to identify points of disagreement
or concern. Following the meeting, the Division Head may direct the
committee to resume deliberations, may accept a recommendation reached
by majority, or may choose to identify several candidates for further
|Procedures for Recruiting and Hiring Part-Time Faculty|
|The process for recruiting and employing part-time faculty involves
procedures similar to those followed in hiring full-time faculty. These
procedures serve as a guide to authorized hiring personnel and to Human
Resources staff for identifying and hiring qualified applicants for
teaching positions. While the procedures for hiring full-time and part-time
faculty are similar, these procedures must be completed in a shorter
time period for part-time faculty than is normally the case for a full-time
position. The procedures for hiring part-time faculty, therefore, involve
evaluating the credentials of applicants which Human Resources staff
maintain in a résumé pool. |
When employing part-time faculty, the following procedures are followed:
|Faculty Contract Policy|
|The following information explains and details the contract policy and
a summary of contractual expectations pertaining to faculty employment
at Durham Technical Community College.
In addition, the college may extend an offer for supplemental summer employment to any faculty member, based upon the needs of the institution (as determined by the President or his/her designee). Summer supplemental contracts may be for any time period but shall not exceed 40 hours per week. Compensation for supplemental summer contracts shall be prorated from the salary in the base contract in effect at the start of the summer term. Salary increases typically will go into effect at the start of the base contract. Faculty members will neither accrue nor use sick leave or annual leave while employed under supplemental contracts.
Any faculty member employed on or before January 31, 2002, and whose former contract status enabled them to accrue sick leave and annual leave during the summer shall continue to accrue and use these benefits while employed under full-time (40-hours-per-week) supplemental summer contracts. Should a faculty member covered by this exception resign, retire, or otherwise be separated from employment with the college, this exception shall not apply to any subsequent term of employment.
|Expectations of Faculty Members|
|The college recognizes that its faculty is comprised of dedicated professionals whose work is best carried out in an environment that affords flexibility and adaptability. The college employs full-time faculty members under 40-hour per week contracts to plan and carry out teaching assignments; evaluate student work; provide academic advising and registration approval; maintain currency in their disciplines, professions, or technical areas or expertise and in the art of teaching; work independently and collaboratively in curriculum development and improvement; and assist in college governance and decision-making. Faculty members also serve as role models to students and to the community at large by carrying out their various responsibilities with personal integrity and with an understanding of the need for accountability.
Establishing overall work assignments is the responsibility of the program director or discipline chair. In cases where a faculty member is assigned to more than one program or discipline, responsibility for establishing the work assignment rests with the director or chair of the area of primary responsibility (as designated on the college’s staffing chart). In such cases, the primary supervisor should coordinate assignments with the secondary supervisor.
Full-time faculty members should expect to spend a minimum of 32 hours per week on the college campus or at their assigned off-campus teaching locations or clinical sites. This expectation includes meeting all classes for their full duration and at least eight hours of posted office hours per week must be listed. In addition to their teaching schedules and office hours, faculty members are expected to be available for consultation with colleagues, for meetings, and for other work activities as requested by their supervisors or by the college during times the college is in operation.
To facilitate the offering of distance education, full-time faculty members who are teaching hybrid or online classes may elect to post a portion of their 32 hours per week schedule as virtual contact hours to reflect the often unusual times required for electronic communication with distance education students. The hours that may be listed as virtual (not necessarily on campus) contact hours would follow the following formula:
While such a schedule offers some flexibility for online instructors, each faculty member teaching online must, of course, meet the obligations of each of their courses and of all advising/registration duties.
To provide all students with access to full-time faculty members, instructors, and program directors who teach in disciplines or programs that have evening course offerings should expect to teach at least one evening section per academic year. This expectation may also be satisfied by teaching at least one weekend section per year, or two sections per year scheduled off-campus (at a location other than the faculty member’s primary work location). In addition, all full-time faculty members must accommodate requests from evening students for advising appointments. It is the responsibility of deans and department heads to evaluate adequate coverage of evening classes.
At the start of each semester a faculty member should provide to his/her supervisor a weekly schedule that includes all contractual hours (teaching assignments and scheduled office advising hours along with other times the faculty member plans to be on campus during a typical week). Once this schedule is posted, the faculty member may make occasional and minor variations to the schedule. Examples include revising the weekly schedule to attend a meeting or a professional development activity or to attend to personal business. Faculty members should notify their supervisors of such modifications and should make arrangements for making up instructional activities (if needed). Otherwise the instructor should obtain the supervisor’s approval before modifying the weekly schedule and post the altered schedule for those hours on his/her office door. In addition, supervisors (including department heads, division heads, or other college administrators) can require faculty members to make occasional modifications to the schedule that may result in the faculty members’ presence on campus in excess of the 32-hour minimum noted above.
Under normal circumstances, faculty members are required to be on the college campus or at the location of their teaching assignments for a minimum of four days per week or on specific days of the week to carry out necessary work responsibilities. Faculty supervisors may, in consultation with the department dean, modify this requirement as needed to meet the needs of the department and the college.
For accounting purposes, absence from campus for a day should result in submission of an employee absence report for eight hours (regardless of the number of hours the faculty member posts for the day in question).
Instructors who teach on overload contracts should submit a weekly schedule that reflects at least 40 hours of college-related activity in addition to the overload course or courses. This expectation also applies to faculty teaching curriculum courses, continuing education courses, or basic skills courses on overload.
A faculty member on a probationary contract must develop the work schedule with his/her immediate supervisor.
|Excess Teaching Load/Overload Contracts|
|Qualified faculty and staff members may be employed under overload contracts to teach one or more classes over if the class or classes they teach do not interfere with their ability to fully carry out their regular contractual responsibilities. Overload contracts are approved by the President based upon the endorsement of the employee's supervisor, department head, division head, and the chief instructional officer.
An instructor may receive an overload contract when he/she is teaching more than 21 contact hours per week as part of the regular teaching load and when his/her annual average teaching load exceeds 18 credit hours or 21 contact hours per week. A program director may receive an overload contract to teach a full course when he/she is teaching 15 or more contact hours per week as part of the regular teaching load and when the annual average teaching load meets or exceeds 12 credit hours or 15 contact hours per week. A dean may receive an overload contract to teach a full class when he/she is teaching eight or more contact hours per week and when the annual average teaching load meets or exceeds six credit hours or eight contact hours per week.
Program directors who wish to employ a full-time or continuing part-time employee under an overload contract first submit an Overload Request Form identifying the employee, the term of overload employment, and the course or courses to be taught under the overload contract. The program director also indicates the reason or reasons for requesting the overload contract. If the employee is a faculty member with a contractual teaching responsibility, a list of the classes taught as part of the employee's regular responsibilities is also included, as well as a copy of the employee's faculty schedule showing at least 40 hours of weekly scheduled activity carried out in addition to the overload teaching assignment.
When requesting or endorsing an overload contract for any employee, the employee's supervisor should carefully consider whether the overload assignment will impair the employee's ability to carry out his/her regular responsibilities. For faculty members, this means not only the regularly contracted teaching assignment but also any other tasks or duties assigned to that individual. Faculty members who have approved reductions in teaching responsibilities to carry out special assignments may not be employed under overload contracts. Overload contracts will not be issued for portions of a class. (For example, if an instructor's contractual teaching load is 15 credit hours and he/she is assigned four classes of four contact hours each to meet that load, the faculty member is not eligible for a one-hour overload contract.) Employees assigned to complete a class begun by another instructor may be eligible for an overload contract.
If an employee is offered an overload contract outside the primary work assignment area, the requesting program director must obtain the prior endorsement of the employee's supervisor before requesting an overload contract. If an employee has more than one work assignment as indicated on the college's Staffing Chart, the primary assignment is the position on the Staffing Chart where the employee's name does not appear in parentheses.
Requests for overload contracts must be submitted for approval sufficiently prior to the beginning of class to provide an opportunity to make another assignment should the request be denied. Once submitted and endorsed, overload requests will remain in the office of the chief instructional officer. Overload contracts should not be prepared until the program director receives a copy of the overload request with all required signatures. A copy of the employee’s schedule should accompany the Overload Request Form. The Overload Request Form will be submitted to the Human Resources office along with the signed overload contract.
Criteria for Creating an Overload Contract
Note: Exception for ACA 122 overloads — Faculty/staff who meet their minimum credit/contact hours will be eligible for consideration to teach ACA 122. For teaching load purposes, ACA loads are one credit and two contact hours.
Process/Procedure for Administering Overload Contracts
|Credentials Verification and Documentation|
Education and experience listed on the application form are important
factors in the decision to interview and/or employ an applicant. These
same credentials are also taken into consideration when calculating
a starting salary prior to offering employment. The employee is responsible
for ensuring that verification of any appropriate credentials is sent
to Human Resources for inclusion in the employee's records.
Acceptable verification of academic credentials is a transcript, bearing
the institution's official seal, mailed directly to the Human Resources
Department from the verifying institution. Normally, acceptable verification
of work experience is that which is mailed directly to the Human Resources
Department from the verifying agency/employer.
|Justification for Employment|
Consistent with the Principles of Accreditation of the Commission on Colleges of the Southern Association of Colleges and Schools, Durham Technical Community College employs competent faculty members qualified to accomplish the institution's mission and goals. In determining faculty qualifications, the institution gives primary consideration to the individual's highest earned degree in the discipline but also may consider such factors as undergraduate and graduate coursework or degrees, related work experience, professional licensure or certification, honors and awards, documented excellence in teaching, or other demonstrated competencies or achievements. In cases where factors other than the individual's highest earned degree are considered, the prior written approval of the Senior Vice President/Chief Instructional Officer is required. This approval is then forwarded to the Human Resources office and included in the employee's personnel file.
|Employment of Relatives (Nepotism)|
Persons considered for employment or promotion are selected on the basis of training, experience, and other characteristics which best suit the individual to the job and best meet the needs of the college.
When employing relatives of college employees, the college will not hire, promote, or transfer an individual to occupy a position that has influence over an immediate family member’s employment, promotion, salary administration, or other related management or personnel considerations. Immediate family members include wife, husband, mother, father, brother, sister, son, daughter, grandmother, grandfather, grandson, granddaughter, step-relations, half-relations, in-law relations, guardian, or ward.
Job applicants who know of a family relationship (regardless of the distance of that relationship) must notify the college of the nature of the relationship when submitting an application for employment, and employees with a known family relationship (regardless of the distance of the relationship) with a job applicant should bring this fact to the attention of the Human Resources Department prior to any form of interviewing by employees of the college. Failure to disclose a family relationship may result in dismissal from the college.
The purpose of this approval process for engaging in secondary employment is to determine that the secondary employment does not have any adverse effect on the primary employment with Durham Technical Community College.
When considering or requesting consent to engage in secondary employment, employees must recognize that their specific hours of employment are variable and that the college maintains and reserves the right to adjust individual employee work schedules to address the college’s needs.
Failure to obtain prior written consent of the President before engaging in secondary employment may be grounds for dismissal from the college.
Overload contracts with the college do not need approval as secondary employment because the overload contract request process includes an approval process to ensure the additional contract does not conflict with the employee’s full-time contract. See Excess Teaching Load and Overload Contracts for more information.
Earned academic degrees, specific professional or technical credentials,
full-time related work experience, and specific job responsibilities
are factors considered in determining the beginning annual salary of
new regular contract employees. Available financial resources, position
allocation values in the college’s annual appropriation of state
funds, and prevailing wages for certain occupational categories in the
Triangle employment market are additional factors considered when determining
starting salaries. The President makes the final determination for all
Special teaching or non-teaching assignments for additional compensation
may be requested for full-time employees assuming new or additional
responsibilities. The Senior Vice President/Chief Instructional Officer
and/or appropriate Division Head must endorse or approve the request.
The request must then be authorized by the President. See Overload
Contract form and Excess
Teaching Load/Overload Contracts for additional information.
Durham Technical Community College