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Human Resources

Professional Staff Program

Overview

The University of Washington Professional Staff Program describes the employment conditions and policies that apply to non-academic staff whose positions meet one or more or the exemption criteria described in the Exemption Criteria Appendix. Professional staff are exempt from the provisions of the state civil service system.

Professional staff play key roles in the University’s research, health care, administration, and public service missions. The Professional Staff Program strives to provide a supportive framework within which professional staff employees are treated equitably, serve as valued contributors to the University and its diverse programs, achieve their career goals, and fully participate in the benefits of University employment.

Statutory authority

The Revised Code of Washington (RCW) 28B.20.130(2), authorizes the University of Washington to establish and administer personnel programs for non-academic staff positions exempt from coverage under the provisions of the civil service laws, Chapter 41.06 RCW.

Under the authority of RCW 28B.20.130(2), the Executive Vice President or the Executive Vice President’s designee may also:

  • Establish compensation practices or programs to recognize unique situations that affect an individual position or groups of positions;
  • Authorize the establishment of separate professional staff programs or compensation elements such as those for Department of Intercollegiate Athletics contract employees, and Hall Health Primary Care Center physicians.

University of Washington Administrative Policy Statement 42.1 establishes the Professional Staff Program and provides for the communication of the program’s details through this website.

Appointment status

Professional staff appointments are made in accordance with Administrative Order No. 6, Section 5 authorizing the Vice President for Human Resources or the Vice President for Human Resource’s designee to determine which positions are eligible for placement in the professional staff program.

Professional staff serve solely at the will of the employing official. Professional staff do not serve a probationary period and do not attain permanent employment status. Professional staff appointments can be modified or ended for any reason that does not unlawfully discriminate against the employee or violate public policy. The term “violate public policy” means that terminations may not violate policies established by the legislature or courts. For example, an employee may not be terminated in retaliation for reporting allegations of employer wrongdoing, refusing to commit an illegal act, or for performing a public duty like jury duty.

Professional staff have access to the professional staff complaint procedure and the University’s process for resolution of complaints against university employees, which provide options for adjudicating and resolving employment related complaints.

University service

The University values professional staff participation as appointed or elected members of University committees and councils. When an employee is elected or appointed to serve on a University committee or council, such service is normally considered part of the work assignment and is not charged to leave. Departments may approve the use of reasonable amounts of work time for an employee’s voluntary participation in other forms of University service.

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Compensation

The professional staff compensation system is designed to establish and maintain pay levels that attract, retain, and motivate the high caliber work force necessary to support the University’s teaching, research and public service mission. Professional staff compensation is merit-based and recognizes the relative importance of internal salary relationships and external market factors in meeting the employing unit and University performance goals.

Compensation system and salary structure

The professional staff compensation system uses a broad salary grade structure for compensating professional staff positions (Professional staff salaries). The University may authorize adjustments to the salary grade structure as necessary.  All salary increases or special compensation adjustments require the approval of the appropriate dean or vice president and the Compensation office, unless otherwise specified.

Grade, payroll title and salary range assignment

The Compensation office is responsible for assigning professional staff positions to a broad salary grade, a narrower salary range within the grade, and a generic payroll title.

Salary grade assignment may be made using a variety of job content evaluation methods such as point factor systems or whole job ranking. Point factor job analysis assigns a salary grade based on an assessment of elements such as the knowledge and experience required to perform the job, the job’s responsibilities and complexity, and the job’s importance to the University’s mission. The total points assigned to a position reflects its relationship to other professional staff positions. Job evaluation factors summarizes the factors used in the current evaluation system. In certain circumstances, and with the recommendation of the vice president or dean, the salary grade assigned to a position may be adjusted due to external considerations that preclude the University from recruiting or retaining qualified employees for a particular position.

Salary range assignment within a grade is made using criteria such as internal equity comparisons and external job market information. Periodic salary surveys of regional and national markets provide data used to establish salary ranges.

Each payroll title must be linked to one or more of the exemption criteria that permit exemption from the state civil service system (Exemption criteria). If a payroll title (e.g. “manager” or “director”) is assigned to more than one grade level it means that there is a salary hierarchy for similar positions. Generic payroll titles may be grouped together for comparison to job market information. At the discretion of the appointing authority (or designee), a working title may be assigned to a position that is more descriptive than the generic payroll title.

Starting salary approval

Employing officials must receive Human Resources’ approval for proposed starting salaries. Approval is based on a review of internal salary relationships, external market factors, and individual qualifications. Follow the professional staff employment procedures to fill a professional staff position and establish the starting salary.

Salary increases

Salary progression is not automatic within the Professional Staff Program. Salary increases may be authorized as part of a general salary increase or as described below in “Retention and Recognition Adjustment.” All salary increases require the approval of the appropriate dean or vice president and the Compensation office, unless otherwise specified.

The University establishes administrative guidelines to implement general salary increases. Salary increase eligibility is independent of a position’s funding source but may take into account recent hiring actions or individual salary adjustments. A current performance evaluation (one completed within the previous twelve months) is required to support recommendations for merit salary adjustments and in-grade or grade change salary increases.

Job growth, retention and recognition adjustments

With the approval of the appropriate dean or vice president and the Compensation office, salary adjustments may be made to recognize job growth, competitive market pressures, meritorious performance, and/or equity. These adjustments include:

Salary Upgrade: An increase in a position’s assigned salary grade after an evaluation confirms that the position’s duties and responsibilities have increased or changed substantially.

In-grade Salary Adjustment:  A salary increase within the current grade that may be approved:

  • When the level of duties and responsibilities change.
  • For meritorious performance resulting in an increased level of functioning.
  • When market-related pressures warrant an increase.
  • Because a non-University employer is actively recruiting an employee or because an employee has received an actual offer of employment from a non-University employer.
  • Because misaligned salary relationships have produced an inequity.

Other Adjustments: A salary increase may be approved when an individual promotes to a different position having a higher salary grade. Transfer to a different position within the same salary grade does not require or preclude a salary adjustment.

Additional compensation
Administrative supplement

The administrative supplement is a lump sum amount added monthly to an employee’s gross salary to recognize the assumption of additional duties or higher level administrative responsibilities. Only overtime exempt positions are eligible to receive an administrative supplement. Follow the administrative supplement request procedure to obtain Compensation office approval.

Excess compensation

Professional staff are expected to devote their efforts to the work of their position during their regular work schedule, and all University-related work should be included as part of an employee’s normal duties. Under exceptional circumstances overtime exempt positions may qualify for “excess compensation”.

Excess compensation to professional staff for all University work that is not part of the position’s regular duties may not exceed 25% of the employee’s regular annual salary.

All requests for excess compensation must be approved by the appropriate dean or vice president. The UW Compensation office monitors the use of excess compensation. Units use the Online Payroll Update System (OPUS) to process excess compensation payments (OPUS instructions).

Teaching in the regular University curriculum should normally be included in an employee’s regular work schedule. The appropriate dean, vice president, or the provost may approve excess compensation for teaching when:

  • The request to teach is an exceptional circumstance;
  • The request is not expected to be repeated;
  • The teaching is clearly in addition to regular University duties; and
  • The activities cannot be accommodated by release time.

Teaching in for-credit courses requires Academic Human Resources approval.

Temporary pay increase

Professional staff assigned additional responsibility on an acting basis for a minimum of ten work days may receive a temporary salary increase of at least 5 percent over the current salary. Use the temporary pay increase process described below to request temporary pay increase approval.

Processing a temporary pay increase or administrative supplement request
  1. Complete the Temporary Pay Increase or Administrative Supplement Request (MS Word) form.
  2. Obtain all required approvals for the proposed action, i.e., supervisor, department, dean/vice president/medical center CEO/COO.
  3. Submit the form to the Compensation Office and keep copies of the documentation supporting the request. You will need a copy of the original (or most recent extension) request in order to submit a request to extend an existing TPI.
  4. Keep copies of your documentation submitted. You will need a copy of the original (or most recent extension) request in order to submit a request for extension of an existing Temporary Pay Increase (TPI) or Administrative Supplement (ADS).

The Compensation Office reviews the request, and sends email notification when the action has been approved (usually within three business days after receipt). The Compensation Office will request additional information from the department if needed.

  1. After receiving approval, provide your departmental payroll coordinator with an electronic copy of the approval email.
  2. The payroll coordinator enters the action into the Online Payroll Update System (OPUS) according to the instructions provided in the approval email. Medical centers payroll actions are processed centrally; contact mcpay@u.washington.edu at UWMC or hmcpyrl@u.washington.edu at HMC for specific payroll processing information.
  3. To extend an existing TPI or ADS, use your original TPI or ADS request (or most recent extension). On the first available “Extension Request#” line, provide the requested extension end date, and the justification for the extension. Submit to the Compensation Office as described above.
Extending a temporary pay increase or administrative supplement
  1. Use your original TPI or ADS request form (or most recent extension).
  2. On the first available “Extension Request#” line, provide the requested extension end date, and the justification for the extension.
  3. Submit to the Compensation Office as described above for processing a temporary pay increase or administrative supplement request.

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Overtime eligibility

The Compensation office determines whether each professional staff position meets the Fair Labor Standards Act (FLSA) requirements for overtime eligibility or overtime exemption based upon the nature of the position’s duties and level of responsibility. The assignment is made when a position is established and may be revised when a position’s duties change.

Overtime exempt professional staff do not receive overtime compensation and are not eligible for compensatory time.

Overtime compensation

Overtime eligible professional staff positions must be paid at 1.5 times the employee’s regular pay rate for all hours worked over 40 hours in a seven-day workweek. Part time professional staff in overtime eligible positions who work in excess of their weekly schedule receive straight time compensation at their regular pay rate for additional work up to 40 hours in the work week.

At the employee’s request, and with the supervisor’s approval, overtime eligible professional staff may receive compensatory time at time and one half in lieu of overtime compensation. See “Compensatory time accrual” and “Compensatory time use/payment” in the table below for detailed information.

Overtime compensation requirements

A position’s overtime status determines the compensation requirements that apply to it, as outlined in the following table. Supervisors are responsible for approving individual employee work schedules.

Professional Staff Compensation Requirements
Overtime Eligible Overtime Exempt
Full Time Schedules Workweek consists of 40 hours worked in 7 calendar days. Full time schedules are assumed to be at least 40 hours; however employees are expected to work to complete job responsibilities.
Part Time Schedules Any schedule that is at least half time and less than full time. (Full time = 40 hours per work week)

Part time staff must be paid for all hours worked in excess of the part time schedule. At the employee’s request, and with the supervisor’s approval, part time employees may receive straight time compensatory time in lieu of additional payment (up to 40 hours worked) .

Any schedule that is at least half time and less than full time. Employees are expected to work beyond their normal schedule when necessary.

The supervisor may establish a regular work schedule, but part-time employees are expected to remain flexible to accommodate the unit’s goals and mission.

[1] Overtime – Payment for hours worked in excess of the regular schedule
(See Also Overtime Eligibility and Compensation for non-academic Staff)
Hours worked in excess of the regular schedule are paid at straight time when total hours worked in the week are 40 or less.

All hours worked over 40 are paid at time and one half. Paid leave does not count as time worked.

Employees work to complete job responsibilities. There is no overtime pay or compensatory time accrual.
Compensatory Time Accrual Compensatory time may be accrued in lieu of overtime payment only by mutual agreement between the employee and supervisor. See more information on compensatory time accrual, use, and payment for overtime eligible professional staff. NA
Compensatory Time Use/Payment Compensatory time must be used or paid by June 30 of each year.

The Overtime for Non-Academic Staff web page has additional information about compensatory time accrual, use and payment for overtime-eligible professional staff.

NA
Part Day Absences See Leave – Part Day Absences See Leave – Part Day Absences
Suspended Operation
(See Suspended Operation web page for more information)
Employees not required to work during suspension of non-essential UW operations may use any of the following options for work time missed:

  • Vacation
  • Personal holiday
  • Accrued compensatory time
  • Leave without pay
  • Make-up time missed within 90 days.
Employees who are not required to work during suspension of non-essential UW operations remain responsible for meeting work obligations despite the suspension of operations.

This may require that additional time be worked outside of normal business hours when operations resume. Additional compensation is not awarded for any such work.

If a suspension of operations lasts less than one work week, employees are not required to charge leave balances for time missed.

Suspended Operation Make Up Time If “make-up” hours result in the employee working more than 40 hours in a workweek (not including any approved leave), the employee must be compensated as described in “Payment for hours worked in excess of the regular schedule” above.

The amount of compensatory time earned by working make-up hours should not exceed the amount of time the employee missed during the period of suspended operations.

NA

[1] Irrespective of an employee’s overtime eligibility, a unit may award a maximum of six days of Discretionary Leave to professional staff employees to recognize noteworthy achievement and work effort that have significantly contributed to the unit’s mission, goals and/or objectives. See Discretionary Leave for complete information.


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Leave and holidays

Professional staff are eligible to participate in the University’s holiday schedule and personal holiday and accrue sick leave and annual (“vacation”) leave. Other types of leave to which a professional staff may be entitled are not accrued, but constitute time away from work that may be paid (like civil duty leave or bereavement leave), unpaid (like extended military leave), or that may entitle an employee to time away from work that can be paid or unpaid depending on the employee’s eligibility to use annual and/or sick leave (like family and medical leave).

Leave approval

Absences from work require advance supervisory approval and/or notification. Each unit employing professional staff is responsible for developing a leave of absence request, approval and reporting procedures.

Monthly-paid employees who hold appointments of 12 months annually are eligible to receive ten scheduled holidays. Monthly-paid employees who hold appointments for periods of less than 12 months annually are eligible to receive only those scheduled holidays that fall within their appointment term.

If an employee’s normal schedule requires working on a holiday or a holiday falls on the employee’s regularly scheduled day off, the employee receives a day of holiday leave credit, up to 8 hours. Part-time employees receive holiday leave credit in proportion to their monthly FTE (e.g. 100% FTE = 8 hrs., 75% FTE = 6 hrs., 50% FTE = 4 hrs.). Holiday leave credit is to be used within 90 days of the holiday for which it was earned.

The balance of unused holiday credit should be used up or paid when an employee is moving from one staff position to another within the University. The balance must be used up or paid when the employee separates from University employment.

Personal holiday

Monthly-paid professional staff receive one personal holiday after completing the initial four months of employment. For employees with twelve month appointments, the personal holiday may be taken at any time in the calendar year in accordance with departmental leave request and use procedures. For professional staff with less than twelve month appointments, the personal holiday may be taken at any time during the annual appointment period.

The personal holiday is paid at a rate equivalent to the FTE in effect at the time the holiday is taken (e.g. 100% FTE = 8 hrs., 75% FTE = 6 hrs., 50% FTE = 4 hrs.). The personal holiday cannot be divided, except that a professional staff employee may donate all or a part of the personal holiday to another employee as shared leave in accordance with applicable policies and procedures. Any remaining personal holiday time following a shared leave donation must be taken in one block.

If not used by the end of the calendar year, the personal holiday is forfeited.

All or part of the personal holiday may be donated as shared leave.

Transferring between departments or agencies
The unused personal holiday transfers with an employee who moves from one staff position to another within the University or to a staff position at another sate agency without a break in service.

Separating employees
Employees separating from the University are not paid for an unused personal holiday.

The annual leave accrual rate is determined by the professional staff position’s overtime coverage and the employee’s years of service. Record of annual leave accrual and use is maintained using the Online Work Leave System (OWLS) or an authorized alternative system. Leave accrues at the end of the month in which it is earned and is available for use the following month.

Annual Leave Accrual Rates for Full Time Professional Staff

Overtime Eligible ProStaff – All grades
Length of Service Leave Accrual Rate
Years Months Hrs / Month Days/Hrs
Per Year
1st 0-12 10.00 15/120
2nd 13-24 10.67 16/128
3rd 25-36 11.33 17/136
4th 37-48 12.00 18/144
5th 49-60 12.67 19/152
6th 61-72 13.33 20/160
7th 73-84 14.00 21/168
8th 85-96 14.67 22/176
9th 97 & Above 15.33 23/184
Overtime Exempt ProStaff – Grades 10 and Below
Length of Service Leave Accrual Rate
Years Months Hrs / Month Days/Hrs
Per Year
1st 0-12 10.00 15/120
2nd 13-24 10.67 16/128
3rd 25-36 11.33 17/136
4th 37-48 12.00 18/144
5th 49-60 12.67 19/152
6th 61-72 13.33 20/160
7th 73-84 14.00 21/168
8th 85-96 14.67 22/176
9th 97 & Above 16.00 24/192

Annual leave accrual rate for positions at grade 11-14
All professional staff positions at salary grades 11-14 accrue annual leave at the maximum rate of 16.00 hours per month (24 days per year) regardless of years of service.

Annual leave accrual for part-time professional staff

Part-time employees of 50 percent or more accrue annual leave on a prorated basis consistent with length of service and their leave accrual rate. (See “Joint Appointments” for information on joint faculty/professional staff appointments.)

Employees whose FTE changes during a calendar month receive leave hours based upon the overall average percent of time worked in the month.

Annual leave accrual for a  newly hired professional staff
Newly hired professional staff who start work before the 16th of the month, accrue full leave hours during the first calendar month of employment. Newly hired employees who start work on or after the 16th of the month begin accruing leave hours at the end of the second calendar month of employment.

Annual leave accrual month
The annual leave accrual month is the calendar month during which an employee’s annual leave accrual rate changes to the next year’s rate. The initial annual leave accrual month is the month in which a state employee first accrues annual leave, and is established as follows:

  • The month of hire for employees hired between the first and the fifteenth of a month; or
  • The following month for employees hired between the sixteenth and the end of a month.

The annual leave accrual month may change if an employee takes an extended leave of absence without pay or separates from employment. For employees with credited prior state service who qualify for higher leave accrual rates, the proper leave accrual month is noted on the finalized crediting form that is sent to the department and the employee.

Mid-month changes in FTE or appointment type
Employees whose FTE changes during a calendar month receive leave hours based upon the overall average percent of time worked in the month.

Employees who move during the month into a different appointment type with a different annual leave accrual rate, accrue leave hours for the month at an average rate. The average rate is based upon the percent of month spent in each of the two appointment types.

Leave accrual – Effect of leave of absence without pay
An employee does not accrue any leave hours during any calendar month in which the employee is on leave without pay status for more than 10 working days, including holidays.

Special considerations for Cyclic Year Positions: Cyclic or instructional year appointments (recurring work year of fewer than 12 months per annual cycle) sometimes begin and end mid-month (e.g., September 16 through June 15). In some instances, individuals would not accrue annual leave and sick leave in either the first or last month worked in the cyclic year due to being on leave without pay for more than 10 working days in both months. It is intended that employees in cyclic/instructional year appointments receive annual leave and sick leave accrual for the overall number of months worked. For example, a September 16 through June 15 schedule should receive 9 months of annual leave and sick leave accrual. In this example, the employee would receive credit in June but not September, provided that the employee is in pay status through the end of the regular appointment in June (i.e., through June 15).

Leave accrual during an employee’s final month of work
Employees who separate from UW employment on or after the 16th of the month accrue full leave hours for the month of separation. Employees who separate from UW employment prior to the 16th of the month do not accrue any leave hours for the month of separation.

Annual leave use

Annual leave may be taken following the first month’s accrual. The University encourages responsible scheduling and use of annual leave through the cooperative efforts of staff and their supervisors. Annual leave planning should balance the employee’s need for time away from work with the University’s interest in ensuring that work obligations are met.

Employees follow their unit’s leave request and approval process in requesting annual leave.

Maximum annual leave accrual and payment for annual leave

The University expects employees and supervisors to plan annual leave use so that the leave balance does not exceed 240 hours on the employee’s anniversary date. If extraordinary work requirements prevent meeting this limit, supervisors and employees are expected to schedule the employee’s use of annual leave at the earliest opportunity in order to bring the balance within the 240-hour limit. Continuing employees may not receive payment instead of taking accrued annual leave. The unit’s Human Resources Consultant is available to assist managers in developing staffing plans or annual schedules to meet this goal.

Upon termination of employment, the University pays for annual leave balances up to a maximum of 240 hours if an employee has completed at least six months of continuous service.

Transferring between departments or agencies

When a professional staff employee transfers to employment with another state agency or institution or moves to a different employment category within the UW (e.g., classified-non union or contract-classified staff) accrued annual leave is immediately subject to the leave rules and limits applicable to the new category of employment.

Professional staff converting to another appointment type

Employees who move from professional staff positions to faculty, student, or hourly positions will be paid for their unused annual leave balance to a maximum of 240 hours, provided that they have completed a minimum of 6 months’ staff employment.

Faculty converting to professional staff

Faculty with 12-month appointments and at least eight years of University service who convert to professional staff receive 176 hours of annual leave, less any time taken as annual leave during the preceding 12 months. Faculty with 12-month appointments and less than eight years of service receive a prorated annual leave balance as determined by the Human Resources Operations Office. Faculty with less than 12-month appointments do not receive annual leave upon converting to professional staff.

Full-time professional staff accrue sick leave at the rate of one workday for each month of completed service. A record of sick leave accrual and use must be maintained for each professional staff employee. There is no limit on the amount of sick leave that an employee may accrue.

Part-time employees accrue sick leave hours at an amount proportionate to their monthly FTE (e.g. 100% FTE = 8 hrs/mo., 75% FTE = 6 hrs/mo., 50% FTE = 4 hrs/mo.).

Sick leave accrues at the end of the month in which it is earned and is available for use the following month.

Sick leave accrual for newly hired professional staff
Newly hired UW employees who start work before the 16th of the month, accrue full leave during the first calendar month of employment. Newly hired employees who start work on or after the 16th of the month do not accrue leave for that month, but begin accruing leave at the end of the second calendar month of employment.

Mid-month changes in FTE
Employees whose FTE changes during a calendar month receive leave hours based upon the overall percent of time worked in the month.

Crediting of previous Washington State employment
Employees who have worked previously for the UW or another state agency in monthly-paid positions may be eligible to have their previous sick leave balance reinstated. Learn more about crediting of previous Washington state employment.

Leave accrual – Effect of leave of absence without pay
An employee does not accrue any sick leave hours during any calendar month in which the employee is on leave without pay status for more than 10 working days, including holidays.

Special Considerations for Cyclic Year Positions: Cyclic or instructional year appointments (recurring work year of fewer than 12 months per annual cycle) sometimes begin and end mid-month (e.g., September 16 through June 15). In some instances, individuals would not accrue vacation and sick leave in either the first or last month worked in the cyclic year due to being on leave without pay for more than 10 working days in both months. It is intended that employees in cyclic/instructional year appointments receive vacation and sick leave accrual for the overall number of months worked. For example, a September 16 through June 15 schedule should receive 9 months of vacation and sick leave accrual. In this example, the employee would receive credit in June but not September, provided that the employee is in pay status through the end of the regular appointment in June (i.e., through June 15).

Leave accrual during an employee’s last month of work
Employees who separate from UW employment on or after the 16th of the month accrue full leave for the month of separation. Employees who separate from UW employment prior to the 16th of the month do not accrue any leave for the month of separation.

Sick leave accrual upon faculty conversion to professional staff
Faculty with at least eight years of University service who convert to professional staff receive a sick leave balance of 480 hours less any taken as sick leave during the faculty appointment’s last academic year. If the faculty appointment was less than full time, the sick leave balance is prorated. Faculty having less than eight years of service receive a prorated balance as determined by the Human Resources Operations Office.

Sick leave use

Sick leave may be used for the following:

  • Personal illness, disability or injury (including illness or disability due to pregnancy), childbirth or to recover from childbirth
  • To care for a child of the employee who has a health condition that requires treatment or supervision. For this purpose “child” means a biological, adopted or foster child, a stepchild, a legal ward, or a child of a person standing in loco parentis who is under 18, or 18 or older and is incapable of self care because of mental or physical disability (See also Family Care Leave)
  • To care for the employee’s seriously ill family member [1]
  • Absence necessitated by the death of an employee’s family member [1]
  • Personal medical, dental, or optical appointments
  • To accompany a family member [1] to medical, dental, or optical appointments when the employee’s presence is required. The employee must make advance arrangements with the supervisor for such absences.
  • Condolence or bereavement
  • Child care emergency
  • Parental Leave – See parental leave for details

An employee may be required to provide certification by a health care provider verifying absence for health-related reasons.

Attendance incentive program

In January of each year, professional staff with a sick leave balance that exceeds 480 hours are entitled to receive monetary compensation for the previous year’s accrued and unused sick leave hours at the rate of 25 percent of the employee’s salary. The unused sick leave hours converted to cash payment are deducted from the employee’s sick leave balance. The remaining balance cannot be less than 480 hours. See Annual Attendance Incentive Program for procedural information.

Shared leave program

The Shared Leave Program permits state employees who accrue leave to aid other state employees who suffer from, or who have a relative or household member who suffers from, an extraordinary or severe illness or injury. An employee may apply to receive or donate accumulated annual leave, sick leave, and/or personal holiday under the University’s Shared Leave Program. Questions regarding shared leave should be directed to the appropriate Human Resources consultant.

An employee who receives shared leave may retain up to 32 hours of shared leave to use over a four-month period, at eight hours per month, specifically for the purpose of retaining insurance benefits.

Sick leave conversion upon changing employment

Retirement: Employees who retire have 25% of the cash value of their full sick leave balance placed into a Voluntary Employee Beneficiary Association (VEBA) medical expense account. Employees who die while in service have 25% of the cash value of their full sick leave balance paid to their estate.

Transferring Between Departments or Agencies: An employee’s sick leave balance will transfer with an employee moving from one staff position to another within the University, or when moving to a staff position at another state agency. Employees who move within the University of Washington from staff positions to faculty or student employment will not be paid for their sick leave balance.

Workers’ compensation

Workers’ compensation coverage is provided to all paid employees who are injured or become ill while acting within the course and scope of their University job duties. Coverage begins automatically on the first day of employment. See Administrative Policy Statement 14.1, Section 4 for detailed information.


[1] Note: Family member means the employee’s spouse or same or opposite sex domestic partner; child; parent; grandparent; grandchild; sister; or brother. Family member also includes individuals in the following relationships with the employee’s spouse or domestic partner: child, parent, or grandparent. It also includes those persons in a “step” relationship.

Employees may be granted a leave of absence without pay for any of the following reasons:

Request and approval

Employees must submit written leave of absence without pay requests to the supervisor for endorsement. The request must identify the reason and duration of the requested leave. The request is forwarded to the appropriate dean or vice president for approval. Normally, requests for a leave of absence without pay, or to extend a current leave, should be approved only if the supervisor is reasonably certain that the employee’s position will be available upon the employee’s return. Extensions of leaves are submitted to the appropriate dean or vice president for approval.

Except for extended military services leaves and leaves covered by the disability leave allowance, approved leaves of absence without pay should not exceed 12 months in duration.

If the employee’s position has been eliminated, at the time the employee is available to return to active status, and if there is no other comparable vacancy in the unit, the employee will be terminated under the provisions for layoff – reduction in force.

See information about benefits retention during a leave of absence without pay.

An employee who needs time off from work because of a personal or family member’s [1] serious health condition, to care for a newborn, newly placed adoptive/foster child, or child in a “step” relationship, may be entitled to up to 12 workweeks of leave per calendar year under the provisions of the Family and Medical Leave Act (FMLA).

Learn about eligibility requirements and other provisions of FMLA. Questions regarding application of the Family and Medical Leave Act provisions should be directed to the appropriate Human Resources Consultant.

Parental leave

Up to four months of parental leave may be granted to an employee with a natural newborn, adoptive, or foster child. The employee may use a combination of annual leave, up to ten days of sick leave, personal holiday, leave without pay and compensatory time while on parental leave.

Parental leave must be taken during the first year after the child’s birth or placement and does not extend beyond four months, including time covered by the federal Family and Medical Leave Act (FMLA). The employee’s supervisor may approve additional parental leave.

Family care leave

Under Washington state law, an employee who accrues sick leave is entitled to use any or all earned and available paid time off work (vacation leave, sick leave, personal holiday and compensatory time (overtime covered professional staff only) to care for:

  1. A child of the employee who has a health condition that requires treatment or supervision;
  2. A spouse, parent, parent-in-law, or grandparent of the employee who has a serious health condition or an emergency condition.

For this purpose “child” means a biological, adopted or foster child, a stepchild, a legal ward, or a child of a person standing in loco parentis who is under 18, or 18 or older and incapable of self care due to mental or physical disability.

See the Family and Medical Leave web page for complete information.

Employees must provide as much advance notice of the need for Family Care Leave as possible. If the need for leave is due to of an emergency, employees must provide notification as required by the employee’s department. In the absence of a departmental requirement, employees must notify their supervisor or department administrator before leaving the workplace. Health care provider certification may be required to support the need for leave.

Absences due to the need to take Family Care Leave may also be deducted from an employee’s Family and Medical Leave entitlement depending on the employee’s eligibility for FMLA leave, and the relationship of the family member [1] for whom leave is taken.

Child care emergency leave

A “child care emergency” is defined as an employee’s unanticipated need to care for the employee’s child due to such conditions as an unexpected absence of a regular care provider, closure of the child’s school, or any other need to care for the child that was not foreseeable.

An employee who is unable to report for or remain at work due to a childcare emergency may use vacation leave, sick leave, or leave without pay up to a maximum of three days of each type of leave per calendar year, unless the supervisor approves the use of additional leave.


[1] Note: Family member means the employee’s spouse or same or opposite sex domestic partner; child; parent; grandparent; grandchild; sister; or brother. Family member also includes individuals in the following relationships with the employee’s spouse or domestic partner: child, parent, or grandparent. It also includes those persons in a “step” relationship.

Three days of bereavement leave are available for the death of a family member [1]. Bereavement leave is paid time away from work in addition to the employee’s accrued paid leave and is used in full day increments. An employee may also request sick leave use for condolence or bereavement.


[1] Note: Family member means the employee’s spouse or same or opposite sex domestic partner; child; parent; grandparent; grandchild; sister; or brother. Family member also includes individuals in the following relationships with the employee’s spouse or domestic partner: child, parent, or grandparent. It also includes those persons in a “step” relationship.

Professional staff employees receive regular pay (civil duty leave) while serving on jury duty, when subpoenaed as a trial witness, or to exercise other subpoenaed civil duties. Employees on civil duty leave may retain compensation received for such service.

Professional staff employees who are called to report for active duty or to take part in active training duty in the Washington National Guard, or in the Army, Air, Marine, Navy, Coast Guard, or any organized reserve forces of the United States, receive up to 21 workdays of paid leave during the annual cycle that begins October 1 and ends September 30 of the following year. This leave is in addition to any annual leave to which an employee is entitled.

See the Military Leave web page for detailed information about military leave entitlements, including military leave without pay and re-employment rights.

Discretionary Leave is paid time off work that a department or division head may award to a professional staff employee to recognize noteworthy achievement and work effort that have significantly contributed to the unit’s mission, goals and/or objectives. Up to six days of discretionary leave may be awarded per calendar year.

Authorization and record keeping
  1. The supervisor prepares a written request to the department/division head that explains:
    1. The nature and duration of the assignment for which discretionary leave is to be awarded; and,
    2. The number of days of discretionary leave that are recommended (maximum of six days per calendar year).
  2. The department/division head reviews the request and approves, denies, or modifies the discretionary leave award.
  3. If approved, a copy of the approval is retained in the employee’s department file to support entries made in the UW Online Work Leave System (OWLS), or other authorized leave tracking system.
Discretionary leave use
  1. Discretionary leave may be taken in partial or full days of time off work.
  2. Discretionary leave must be used before vacation leave.
  3. Discretionary leave must be used by March 31 of the calendar year following the calendar year in which it was awarded. Discretionary leave from the prior calendar year that is not used by the March 31 deadline will be lost and deducted from the employee’s leave record. The March 31 deadline for discretionary leave use cannot be extended under any circumstances.
  4. Unused discretionary leave has no cash value and cannot be paid.
  5. Discretionary leave may only be used while the employee works in the unit that awarded it. Unused discretionary leave is lost when an employee moves to a different organizational unit, or when an employee leaves University employment.
  6. Discretionary leave may not be donated as shared leave.

Overtime eligible professional staff must use leave from the appropriate category to cover part day absences from work. If paid leave is not available, leave without pay is used.

Overtime exempt professional staff are generally not required to use paid leave for part day absences, provided such absences are not unusually frequent or lengthy.

All absences and use of leave are subject to the supervisor’s approval.

The purpose of professional leave with pay is to allow an employee to work on a project or acquire knowledge and/or experience that will enhance the individual’s future contributions to the University (e.g., gaining new technical expertise, conducting research, or reporting on an issue of significance to the employing organization or the University).

Eligibility

A professional staff employee is eligible to apply for a professional leave not earlier than their seventh year service to the University, or not earlier than in the seventh year after return from a previous professional leave.

Application
  1. Professional Staff Leave with Pay Application (MS Word) form and complete it according to the form’s instructions.
  2. File the application at least six months before the date the requested leave is to begin.
Review process
  1. The immediate supervisor reviews the application and decides whether to endorse it.
  2. The supervisor transmits the application to the appropriate dean or vice president for concurrence, and then to the HR Operations Office that serves the unit for final approval.

The nature of the applicant’s plans, their relevance to the unit’s and University’s mission, and the applicant’s ability to carry them out should be considered in the granting of professional leave.

Length of leave

Professional leave with pay may be granted for any period of time up to a maximum of nine months.

Compensation

The University will provide salary support for the period of the leave as follows:

  • Full salary for a leave not exceeding three months;
  • Three-fourths salary for a leave greater than three months up to six months;
  • Two-thirds salary for a leave exceeding six months to nine months.

If the applicant secures grant support that is designated for salary, the funds can be applied to bring the professional staff employee’s pay up to full salary during the leave. Any grant funds in excess of those necessary to achieve full salary payment, are used to reduce the University’s contribution from other fund sources.

Except in unusual circumstances, the combined compensation for an individual on professional leave may not exceed the individual’s regular salary. If the leave will be spent in a particularly high cost-of-living area, or where the work to be performed requires extraordinary expense, the HR Operations Office serving the unit may approve a combined salary that exceeds the employee’s regular salary.

Other employment

An employee on professional leave with pay may not accept paid employment during the period of the leave except where the purpose of the leave is for professional practice or experience that cannot be obtained otherwise.

Supplemental employment should not carry with it responsibilities that interfere with the purpose for which the leave is granted. Salary from other employment while on professional leave will be applied in the same manner as grant support.

Agreement to return

In order to be granted professional leave the employee must agree in writing to return to his/her University position for a period equivalent to the length of the leave. Pursuant to RCW 28B.10.650, if the employee does not comply with this agreement, the employee is obligated to repay all remuneration received from the UW during the period of the leave.

Report of leave

Within one month of returning to work at the University, the employee must submit to the appropriate dean or vice president a summary of the activities in which the employee was engaged while on leave. The summary must provide details explaining the leave’s value to the University and to the employee’s professional development.

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Benefits

Professional staff participate in University sponsored medicaldentalterm life, and long term disability insurance programs. Professional staff may participate in other benefit and insurance programs to meet the employee’s unique needs. See the Benefits Home Page for links to other benefit programs.

Newly hired professional staff, or current staff who promote or are re-classified into professional staff positions, who have existing Public Employees Retirement System (PERS) accounts should contact the Benefits Office for special enrollment options.

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Disability accomodation

The University of Washington provides reasonable accommodation to qualified employees with a disability as defined under state and federal law. Professional staff can request accommodation by using the University’s Disability Accommodation Request Process. Questions regarding disability accommodation should be directed to the employing unit’s Human Resources Consultant.

Disability leave of absence

Employees who cannot perform their job duties because of a medical condition (including pregnancy related disabilities, childbirth, or recovery from childbirth) may be eligible to take disability leave. Health care provider certification may be required for a disability leave approval. Periods of disability leave may also be covered by the provisions of the Family and Medical Leave Act.

The University’s Disability Leave of Absence Policy describes how professional staff may use paid and unpaid leave during a disability leave of absence and explains the disability leave allowance, the length of time that the University authorizes an employee to remain on disability leave due to ongoing disability.

Disability leave can be requested by following the employing department’s normal leave requesting procedures, or in conjunction with a disability accommodation request.

See ‘Insurance’ for information about benefits retention during a disability leave of absence

Disability separation

If an employee cannot be reasonably accommodated, including placement in an alternative position, the employee will be separated from University employment after the employee’s leave entitlements (disability leave, Family Medical Leave if applicable) are exhausted. The unit’s Human Resources Consultant must review all cases where disability separation is being considered.

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Performance evaluation

The University encourages a work environment in which employees and supervisors communicate regularly about job performance. Performance feedback should include: the employee’s progress toward achieving unit goals and objectives; recognition of individual accomplishments and opportunities for growth, and; involving comments from faculty, students, clients, and peers as appropriate. Ongoing communication helps ensure that there is a mutual understanding of job performance requirements and the employee’s success in meeting them.

In addition to regular performance feedback, the Professional Staff Program requires supervisors to conduct formal performance evaluations at least annually, though employees may request evaluation more frequently.

Units schedule evaluations to best meet their needs, and the evaluation cycle is not dependent on the merit salary increase process. However, a current performance evaluation (completed within the previous twelve months) is required to support recommendations for merit salary adjustments and in-grade or grade change salary increases.

Units determine the type of performance review program that will work best for them. An employee may request that the Performance Review - Professional Staff Feedback (MS Word) form be used to solicit performance feedback from others who have knowledge of the employee’s performance. The employee may suggest people of whom feedback will be requested. The employee shall receive a copy of the signed and completed evaluation.

Two sample formats and a feedback solicitation form are available to assist units in planning and conducting performance reviews.

Performance Review - Conversation Approach - Professional Staff (MS Word)
Performance Evaluation - Structured Approach - Professional Staff (MS Word)

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Employment/Appointments

Employment process

Professional staff positions meet one or more of the legislatively authorized exemption criteria as determined by the Compensation office. Compensation must also approve the position’s salary grade and range.

Follow the steps in the Hiring Process Guide to begin recruitment on new, replacement of temporary professional staff appointments.

Joint appointments – Faculty and professional staff

Employees holding joint faculty and professional staff appointments with a combined total of half time or more, accrue and are eligible to use Professional Staff Program annual and sick leave benefits in proportion to the percentage of the professional staff appointment.

A special condition applies when a professional staff employee intermittently reduces his or her professional staff appointment to accept a temporary faculty appointment. In this case the annual and sick leave accrual rate is determined by combining the percent time of the professional staff and faculty appointments to arrive at an overall full-time equivalency for leave accrual purposes.

Multiple university appointments

A full or part-time professional staff employee must receive approval from his or her supervisor before accepting any additional hourly or monthly University appointments.

Overtime eligible professional staff employees must be paid time and one-half overtime compensation for the combined total hours worked in multiple appointments that exceed 40 hours in a workweek. The employee’s home department is required to monitor all work hours and maintain weekly timekeeping records that show all University hours worked.

Outside consulting and employment

Employees may engage in outside consulting work or part-time employment provided it does not conflict with or negatively impact employees’ ability to fulfill their University employment obligations, and it does not otherwise negatively impact the University.

Criteria for consulting activities or part-time employment

The State of Washington Ethics in Public Service Act, Chapter 42.52 RCW, permits a University employee to engage in outside consulting or part-time employment provided the activities meet the criteria specified in Administrative Policy Statement 47.3, “Outside Consulting Activities and Part-time Employment by Professional or Classified Staff Employees.”

Advance review and approval of outside work

Advance review and approval of outside consulting or employment is required whenever the activity relates to, or could conflict with, the employee’s University job responsibilities or status as a University employee. The advance approval requirement protects the University’s and the employee’s interest in minimizing participation in activities that do, or appear to, conflict with the state ethics law and/or University policies.

Review procedure

Administrative Policy Statement 47.3 describes the procedure for the advance review of outside consulting or part-time employment. Requests for approval of outside professional work require review and approval by the immediate supervisor, the unit head and the appropriate dean or vice president (or equivalent administrator).

Use of University facilities or equipment

Professional staff may not use University facilities or equipment for outside work (see Administrative Policy Statement 47.2, “Personal Use of University Facilities and Equipment by University Employees”).

Conflict of interest

Employees are expected to maintain high standards of ethics and to avoid conflicts of interest as set forth in the University Handbook, Volume Four, Part V, Chapter 2. They are also expected to comply with the 1994 state ethics law (Chapter 42.52 RCW), and Administrative Policy Statement 47.3, “Outside Consulting Activities and Part-time Employment by Professional or Classified Staff Employees.”

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Ending employment

Resignation

When a professional staff employee resigns from University employment, the employee should provide a minimum of two weeks of notice whenever possible.

Layoff-reduction in force

When a professional staff appointment is to be terminated due to lack of funds, lack of work, and/or reorganization, the affected employee should receive as much advance, informal notice of the layoff as feasible. Professional staff must receive a minimum of 30 days written notice of layoff from the appointing authority or designee. Layoff notification explains the process employing units must follow to initiate layoff.

Corrective action and termination of employment

For University-initiated terminations that do not result from layoff or disability separation, the Appointing Authority [1] will determine how much notice is given. The employee will be notified in writing of the effective date of termination.

Termination from the University for unsatisfactory performance can be preceded by lesser corrective measures as the employing official determines are appropriate.

Reversion rights to classified service

Washington State Civil Service Law (RCW 41.06.070) provides that a permanent classified employee who accepts an appointment in a position that is exempt from civil service has the right, at the conclusion of the exempt appointment, to “revert” to the highest class of position previously held, or to a position of similar nature and salary. An employee in an exempt appointment who is terminated for gross misconduct or malfeasance is not eligible for any reversion rights the employee would have otherwise had.

Professional staff employees who have reversion rights, must request to exercise them within 30 days of the termination of the exempt appointment.


[1] Note: The Appointing Authority is the person who has delegated authority for personnel actions.  This authority typically rests at the dean or vice president level but may be delegated to another official.


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Complaint procedure

The University encourages regular communication between professional staff employees and their supervisors to help avoid and resolve concerns that otherwise detract from the quality of the employee’s work life and effective operations.

Notwithstanding the responsibility employees and supervisors each have for resolving employment concerns informally, and without altering the “at will” nature of professional staff appointments, the University provides a process for reviewing complaints employees may have about such matters as: working conditions, job responsibilities, performance evaluation, and corrective action.

The following procedure exclusively governs the professional staff complaint process. This procedure does not apply to complaints filed under “Resolution of Complaints Against University Employees” (Administrative Policy Statement 46.3) where employees have additional options for resolving a complaint, including the services of the Ombudsman.

Where a meeting is scheduled to review a complaint, the complainant may bring a person of his/her choice to the meeting as an observer by providing at least 24 hour’s notice of the observer’s attendance to the person who will review and respond to the complaint.

In the following process where there is a filing deadline, if the deadline falls on a day that is not a regularly scheduled work day (leave days are not part of this provision), the deadline will be the next scheduled work day.

In addition to the formal complaint resolution options that are available, professional staff employees may consult with their unit’s Human Resources Consultant for information about University policies and procedures, and for advice and guidance regarding problem resolution options.

Non-retaliation                                                                  

It is a violation of University policy to retaliate in any manner against any employee who pursues resolution of an employment concern or complaint through the Professional Staff Program Complaint Procedure or through any of the processes identified in “Resolution of Complaints Against University Employees” (Administrative Policy Statement 46.3), or by filing a complaint through an outside agency.

Submission

The complaint must be filed in writing with the supervisor within fifteen business days of the action or incident on which it is based (count Mondays through Fridays, include official University holidays, and omit weekends). The complaint must state the issue about which the complaint is being filed and the remedy or resolution that is requested.

Supervisor review

The supervisor will schedule a time to review the complaint with the employee and allow the employee an opportunity to explain the reason(s) for the complaint. Within fifteen business days after the supervisor’s review, the supervisor will provide the employee with a brief written decision concerning the complaint, and advise the employee of the opportunity for further internal review. If the employee does not request further review, the supervisor’s decision is final.

Vice president or dean review

If the employee is dissatisfied with the supervisor’s written decision, the employee may request a review of that decision by the appropriate vice president, dean or equivalent administrative authority, or that person’s designee. The employee must submit to the office of the reviewer a written request for review within fifteen business days after receipt of the supervisor’s decision.

The reviewer will give the employee an opportunity to explain the reason(s) for the complaint, either in person or in writing. Within fifteen business days after the review, the vice president or dean will provide the employee with a brief written decision concerning the complaint and advising the employee that judicial review may be available [1]. Upon written notice to the employee, the reviewer may extend the deadline for responding by fifteen business days. The decision at this level is final.

President review

If the supervisor to whom the complainant reports is a vice president, dean, or equivalent senior officer, the employee may request a review of the supervisor’s decision by the President or the President’s designee . The employee must submit to the office of the President a written request for review within fifteen business days after receipt of the supervisor’s written decision. (Review by the President is not available unless the supervisor is a vice president, dean, or equivalent senior officer)

The President or designee will give the employee an opportunity to explain the reason(s) for the complaint, either in person or in writing. Within fifteen business days after the President’s or designee’s review, the President or designee will provide the employee with a brief written decision concerning the complaint and advising the employee that judicial review may be available [1]. Upon written notice to the employee, the dean or vice president may extend the deadline for responding by fifteen business days. The decision at this level is final.


[1] The term “judicial review may be available” means that following receipt of the notice of final action regarding the employee’s complaint, the employee may have recourse to the courts if the employee remains dissatisfied with the outcome of the complaint. An employee would have to seek legal advice to determine whether grounds may exist for judicial review.


Appendices

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Appendix: Exemption criteria

  1. Confidential Secretaries and Administrative Assistants to the President and Vice Presidents
    Individuals serving as a confidential secretary and/or administrative assistant to the President or a vice president.
  2. Executive Heads of Major Administrative or Academic Divisions
    Individuals serving as the:

    • President;
    • Provost, vice provosts, associate and assistant provosts, associate and assistant vice provosts, deans, associate and assistant deans, chairpersons, and academic personnel equivalent to a director;
    • Vice presidents, associate and assistant vice presidents;
    • Hospital administrators, and senior associate and associate hospital administrators;
    • Directors and other administrative personnel; who are responsible for a separate budgetary unit or units and direct the work of others. Heads of major administrative or academic divisions must have a reporting relationship not below that of director or the equivalent.
  3. Principal Assistants to Executive Heads
    Individuals serving as principal assistants to executive heads of a major administrative or academic division and who have major administrative or program responsibility within the division/department and report directly to the executive head. The employee regularly exercises independent judgment and discretion in work directly related to management policies or department business operations and has delegated authority to make commitments that affect department operations.
  4. Counseling of Students [1]
    Individuals responsible for directing and/or participating in providing academic, athletic, career, medical, financial aid, student activity, and/or personal counseling to students.
  5. Continuing Education [1]
    Individuals that have responsibility for administrative, operational and/or educational components of extension or continuing education activities or programs.
  6. Research [1]
    Individuals having formal academic preparation at least at the Bachelor’s level or demonstrated professional competence in a specific field of research, and having responsibility for or assisting in one or more of the following tasks:

    • Identifying and defining research problems,
    • Designing approaches or hypotheses to be tested and the methodology to be used,
    • Designing specific phases of research projects,
    • Analyzing results,
    • Developing conclusions and hypotheses,
    • Presenting research results in publishable form, and/or
    • Obtaining research grants.
  7. Graphic Arts and Publications [1]
    Individuals having prescribed academic preparation or special training in the fields of graphic arts, printing and publications, and who are assigned to a major academic or administrative unit and who are responsible for the development and design of scholarly or related publications, or the full range of printing and publication activities, including publication via digital or other non-print media.
  8. Program Direction/Control
    Managerial or professional level positions having substantial responsibility for directing or controlling program operations and who are accountable for the allocation of resources and program results.
  9. Institutional Policy
    Managerial or professional level positions having substantial responsibility for formulating University of Washington institutional policy.
  10. Human Resources (Personnel)
    Managerial or professional level positions having substantial responsibility for exercising discretion and independent judgment in effecting, executing, and discharging personnel functions, such as employment, classification, compensation, benefits, affirmative action/equal employment opportunity, labor relations, employee relations, and training and development.
  11. Legislative Relations
    Managerial or professional level positions having substantial responsibility for promoting information flow to and from local, state, and national governments; devising institution’s lobbying strategies; and also monitoring and analyzing bills and policies.
  12. Public Information
    Managerial or professional level positions having substantial responsibility for planning and directing the development and communication of information designed to keep the public informed of the institution’s programs, accomplishments, and point of view. Individuals exercise discretion in determining content of written copy. Other duties may include creating ideas, laying out artwork, contacting media representatives, and representing the institution directly before the general public.
  13. Development
    Managerial or professional level positions having substantial responsibility for:

    • Establishing the unit’s fundraising goals and developing methods to accomplish them;
    • Planning and conducting public contact programs designed to promote the public’s understanding of the unit’s activities; and/or,
    • Cultivating donors.
  14. Senior Computer Systems and Network Programming
    Individuals having demonstrated professional competence in computer systems and network programming above the journey-level, who independently perform work assignments, and devise methods and processes to meet new and unique work requirements and problems. Employees having substantial responsibility in at least one of the following areas:

    • Applying systems analysis techniques and procedures including consulting with users to determine hardware, software, or system functional specifications;
    • Designing, developing, documenting, analyzing, creating, testing, or modifying computer systems or programs, including prototypes based on and related to user or system design specifications;
    • Designing, documenting, testing, creating, or modifying computer programs related to machine operating systems; or
    • A combination of these duties, the performance of which requires the same level of skills.
  15. Internal Audits and Investigations
    Individuals responsible for examining and analyzing fiscal and/or administrative records, and institutional practices and procedures for:

    • Compliance with internal and external regulations and policies, including those for patient, worker and public health and safety;
    • Effectiveness of established controls;
    • Efficiency of operations; and,
    • Accuracy of reports and records.

    Individuals report to management on investigation or audit results and resolve complaints, provide risk assessments, and/or make recommendations for training or to improve operations.


[1] The University of Washington may authorize exemption in these categories.


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Appendix: Professional staff salaries

Professional Staff Monthly and Annual Salaries (Except Research Scientists/Engineers)
Effective October 1, 2015
Grade Monthly Annual
Grade Minimum Grade Maximum Grade Minimum Grade Maximum
5 $2,794 $5,309 Each payroll title in grades 5-10 has a specific market range minimum and maximum used to set hiring salaries and promotional adjustments.* $33,528 $63,708
6 $3,276 $6,317 $39,312 $75,804
7 $3,803 $8,429 $45,636 $101,148
8 $4,358 $9,955 $52,296 $119,460
9 $4,958 $12,131 $59,496 $145,572
10 $5,594 $15,634 $67,128 $187,608
11 $6,667 $20,063 $80,004 $240,755
12 $8,754 $27,530 $105,048 $330,356
13 $10,834 $31,612 $130,008 $379,342
14 $12,425 OPEN $149,100 OPEN

*Hiring Officials may contact their employment specialist for information about recruiting ranges or may contact Compensation for guidance to adjust a current employee’s salary. Employees with salary questions or concerns should discuss them with their supervisor/manager.

Research Scientist/Engineer Monthly and Annual Salaries
Effective October 1, 2015
Grade Monthly Annual
Grade Minimum Grade Maximum Grade Minimum Grade Maximum
5 $2,859 $6,055 $34,308 $72,660
6 $3,094 $6,552 $37,128 $78,624
7 $3,967 $8,401 $47,605 $100,812
8 $4,639 $9,824 $55,668 $117,888
9 $5,749 $12,174 $68,985 $146,088
10 $7,281 $15,418 $87,369 $185,016
11 $8,453 $19,392 $101,436 $232,704
12 $10,407 $23,876 $124,884 $286,512

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Appendix: Job evaluation factors

These factors are evaluated to determine a position’s salary grade assignment.

A. Entry qualifications:
  1. Minimum number of years formal education.
  2. Years of relevant work experience.
B. Job content:
Difficulty of thinking and problem solving
  1. How specifically is direction given to incumbent.
  2. Degree incumbent’s work typically monitored.
  3. Degree incumbent can obtain authoritative advice.
  4. Degree established rules, instruction, and/or procedures apply.
  5. Degree precedents apply to job duties.
  6. Degree of freedom in selecting methods used.
  7. Degree incumbent schedules own work.
  8. Time it typically takes to determine effectiveness of work.
  9. Degree of problem-solving involving integration of information/recommendations.
  10. Degree of decision making involving theoretical/subjective judgments.
  11. Extent of resourceful development/application of new approaches, etc.
Personal interaction
  1. (a) Institutional officers (regents, President, vice presidents); (b) Deans, assistant vice presidents, heads of major administrative/academic departments.
  2. (a) Faculty and/or staff; (b) Students and/or patients.
  3. General public.
Supervision exercised
  1. Responsibility for personnel staffing.
  2. Number of staff.
  3. Number of separate functional areas.
Working conditions
  1. Externally imposed deadlines.
  2. Responding to questions on immediate basis.
  3. Irregular work week.
C. Responsibility and impact on end results:
  1. How influential is the position within the institution?
  2. Likely effect resulting from type of errors?
  3. Impact on the fiscal affairs of the institution?
  4. Importance of impact on the end results of institution?

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Appendix: Layoff notification

The layoff process for professional staff consists of the following steps:

  1. The administrator from the employing unit or other designated departmental official should review the information on planning and initiating a layoff and contact the unit’s HR consultant to discuss the layoff. Human Resources will reviews the reason(s) for the proposed layoff and discuss any questions with the departmental administrator.
  2. The administrator or employing official provides the affected employee with at least 30-days of written notice of the layoff.
  3. The designated departmental official completes the Request to Initiate Layoff (MS Word) form, and submits it to the unit’s Human Resources Operations office. Human Resources requests 10 to 12 weeks notice in advance of the proposed layoff effective date. If circumstances prevent supplying Human Resources with the requested notice, please contact your unit’s Human Resources Consultant to discuss the situation.
  4. Human Resources works with the departmental administrator to ensure the employee scheduled for layoff properly receives the official layoff notice and other resource information for employees.

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