Meet the Dean | College Publilcations | College Reports
Dean's Presentations | Organizational Chart | Dean's Vitae

Policy Manual

SECTION III: Personnel/Employment

III.1     General Policies

III.1.1  Personnel Categories (Excerpts taken from LSU Staff Handbook)

a. Academic:Faculty Members—Faculty members are full-time members of the academic staff, holding the rank of instructor or above, and equivalent ranks. Other Academic Employees—“Other academic employees” includes part-time members of the academic staff and full-time members of the academic staff below the rank of instructor, or equivalent. Employees with academic responsibilities who do not hold faculty rank are also included in this classification. For the purpose of this Handbook, this category also includes part time faculty (instructors and above); clinical, teaching, research, and library associates; lecturers; and adjunct faculty. Employees in this category are sometimes termed “non-faculty academic.”

• LSU Faculty Handbook
• PM-23: Ranks, Provisions, and Policies Governing Appointments and Promotions of the Academic Staff
• PS-36: Criteria for Evaluating Academic Performance, and Policy and Procedures on Faculty Appointment, Performance Evaluation, Reappointment/Non-reappointment, Promotion and Tenure, Appeal Procedures
• PS-104: Dismissal for Cause for Faculty
• PS-3: Teaching Assignment for Non-Faculty Personne

b. Professional/Administrative: This category includes administrative officers and professional staff, as well as all employees in positions exempt from the provisions of the State Civil Service System. Employees in this category are sometimes termed “unclassified.”

• LSU Staff Handbook
• PS-20: Title, Position and Salary Control for Professional and Administrative Personnel
• PS-35: Performance Evaluation of Administrative, Professional, and Other Academic Staf

c. Classified/Civil Service: Classified/Civil Service employees are all employees in positions covered by the provisions of the State Civil Service System. All actions affecting classified employees are made in accordance with Civil Service rules and regulations.

• PS-39: Performance Evaluations (Classified

d. Graduate/Teaching Assistant: Graduate assistants are primarily students, not employees. Nevertheless, graduate assistant appointments are part-time employee-employer contracts between full-time graduate students and the University. As a result, the GA is obligated to fulfill assigned duties for the specified amount of time and is entitled to compensation within the range established by the University. Graduate assistants must fall under one of the following categories: Teaching Assistant (TA), Research Assistant (RA), and Service Assistant (SA). (excerpt taken from PS-21)

• PS-21: Graduate Assistantships

e. Research Associate/Post-Doctorate: Individuals appointed to this academic rank must possess a terminal degree or equivalent and have primary responsibility for conducting research or extension education.

• PM-23: Ranks, Provisions, and Policies Governing Appointments and Promotions of the Academic Staff

f. Contingent/Transient Employees: The employment of individuals in the contingent/transient category is pursuant to Civil Service Rule 4.1(d)1 which includes various categories of seasonal, temporary, and intermittent employees for activities such as University athletic events; clerical assistance with educational workshops, conferences, and meetings; assistance with research projects; and other special events.  Contingent employment is governed by PS-28: Employment and Payment of Contingent Employees.

g. Student (Undergraduate and Graduate/Non-Assistantship): Only full-time students will be approved for campus employment. University policy defines a full-time student as follows: Undergraduate - One enrolled in an undergraduate college for 12 or more hours of resident credit. For the summer term, a student must carry at least 6 semester hours to be classified as full-time and Graduate - One enrolled in the graduate school for 9 or more semester hours in the fall and spring semesters or for 6 hours in the summer term. (excerpt taken from PS-33)

• PS-33: Student Employment

h. International Employees and Visitors

• PM-26: System Policy on International Employees and Visitors

III.1.2  Compensation

Academic Employees: Compensation for academic employees is negotiated by the appointing authority (Dean, chair, director, etc.) based on the qualifications and level of experience of the candidate.  The University does not predetermine salary ranges for academic employees.

Professional/Administrative Employees:  Compensation for professional/administrative employees is negotiated by the appointing authority (Dean, chair, director, etc.) based on the qualifications and level of experience of the candidate within the predetermined salary ranges established by the University for corresponding professional/ administrative titles.  See Common Professional Staff Titles and Salary Ranges.

Classified/Civil Service Employees:  Compensation for classified/Civil Service employees is governed by Civil Service regulations.  The following pay policy describes the general pay guidelines for classified employees at LSU: LSU Pay Policy for Classified Employees.  Classified positions typically fall within the Administrative Series of titles and corresponding salary ranges established by Civil Service.

III.1.3  Benefits

The University offers a wide array of benefits to full-time academic, professional/administrative and classified/Civil Service employees.  Benefits are not available to student and part-time (less than 75% effort) employees.  For details, visit the benefits Web site of the LSU Office of Human Resource Management.

III.1.4  External Employment (excerpts from PM-11)

Permanent Memorandum 11 states that “The University recognizes that certain outside employment activities are of benefit to the University, to the State of Louisiana, and to the private sector, as well as to individual employees. Although the University recognizes a right of employees to engage in outside employment, it has established policies and procedures requiring that such outside employment be disclosed and submitted for administrative review and approval.”

This policy requires that all full-time employees adhere to PM-11.  Prior to accepting employment external to the University, full-time employees are required to submit a completed PM-11 form to the immediate supervisor, detailing the nature and scope of the external employment offer.  The PM-11 form will be routed to all denoted administrative levels for approval.  A copy of the fully executed form will be returned to the employee by the LSU Office of Research and Economic Development, at which time approved external employment may commence.  Employees must follow this process for each external employment opportunity.

III.1.5  Leave and Holidays

Policy Statement 12 defines the University policies and procedures for the various leaves of absence applicable to all full-time employees (academic, professional/administrative, and classified/Civil Service). Each employee is obligated to become familiarized with the appropriate leave policies for the employment classification in which s/he is employed.  Likewise, there is a responsibility for employees to submit to the immediate supervisor appropriate leave request documentation, including requests for leave without pay.  Failure to do so will result in an administrative adjustment to individual leave or leave without pay records.  These policies and procedures for the granting of leave and the maintenance of records are in accordance with University and Civil Service regulations and State law.

Holidays for fiscal (12-month) employees who work more than 20 hours per week are set by the University in accordance with Act 139 of the 1991 Legislative Session, which authorizes fourteen (14) paid holidays per year. Any other state holiday that may be declared by the Governor or named in the Civil Service rules will not be observed by the University except as provided in PS-31.

III.1.6  Searches

• Identification of Position Need: For academic positions, program area and/or division faculty identify and articulate the need for a position and submit a written request through the division leadership to the department chair. The chair will then determine whether a request is made to the Dean to authorize the use of a vacant line.  For non-academic positions such as externally funded sponsored program positions, identification of source of funds and scope of position must be provided in writing to the Dean through the Assistant Dean for Finance and Administration.  In order for a new position to be initiated or a vacant position to be filled, approval of the Dean is required.
• Permission to Search: All State-funded vacant positions revert to the Dean and are reallocated according to need.  The creation of a new academic or professional/administrative position, State-funded or otherwise, must be approved by the LSU Board of Supervisors.  New classified/Civil Service positions must be approved by Civil Service.  Provided the Dean accepts the request of the department chair to use a vacant line or approved new line, permission to search will be extended and a search budget will be authorized by the Dean.
• EEO Compliance: University Policy Statement 1 assures equal opportunity for all qualified persons in admission to, participation in, or employment in the programs and activities which the University operates without regard to race, creed, color, marital status, sexual orientation, religion, sex, national origin, age, mental or physical disability, or veteran's status.  All College of Education searches must be in compliance with PS-1.
• Diversity Recruitment:  The College is committed to recruiting employees who are diverse in terms of race, gender, culture, sexual orientation, national origin, religion and exceptionality.  All College faculty search committees must meet with the Vice Provost for Equity, Diversity and Community Outreach or designee in order to ensure compliance with University diversity recruitment objectives.
• Development, Composition and Role of Search Committee: Consistent with University policy, search committees are selected at the discretion of the hiring authority (e.g., supervisor, department chair), with input from the Dean.  Committee membership should include appropriate representation (e.g., program area/unit; faculty rank; P-12, University and/or agency partners; community constituents) to attract the broadest possible candidate pool.  Committee responsibilities include working with the hiring authority to develop an appropriate job description, formulating an advertising strategy, screening the initial pool to identify a qualified candidate pool, selecting candidates for consideration, reviewing references and recommending to the chair and Dean those candidates to be interviewed.  The committee then assists the hiring authority in developing the interview protocol, participates in the interviews, gathers and summarizes data on the interview process and makes recommendations to the hiring authority, who makes a recommendation to the Dean.
• Advertisement: The hiring authority (e.g., supervisor, department chair) will work with the Assistant Dean for Finance and Administration to draft an advertisement which satisfies applicable EEO and University policies.  Based upon the venues and duration in which the advertisement is to be posted, the LSU Office of Human Resource Management will provide pricing information for advertisement costs.  Decision to expend advertising funds must remain within the overall search budget approved by the Dean.
• Interview Process:  In consultation with the hiring authority and with the approval of the Dean, search committees are expected to establish interview protocols which ensure compliance with EEO standards and University policies.  Individuals participating in candidate interviews should be drawn from a relevant and diverse population, with attention given to program area/unit; faculty rank; P-12, University and/or agency partners; and community constituents. The Dean and other appropriate administrators should be included in the interview process.  Committee members are required to gather data, including written feedback from search participants; summarize data obtained throughout the interview process; and compile copies of the instruments used to solicit input from search participants.  The committee will then prepare a written report as requested by the hiring authority or the Dean.  All materials gathered during the search process (e.g., interview notes, evaluations, surveys, interview schedule) must be assimilated into the official search file and submitted to the hiring authority for archival purposes.
• Making an Offer to Hire:  The parameters within which hiring negotiations can take place (e.g., salary, workload, start-up costs, equipment, relocation expenses) must be approved by the Dean and in accordance with University policy.  Within those parameters, the hiring authority may negotiate and tender a written tentative offer to the candidate as approved by the Dean.  All offers to hire remain contingent upon official notification of approval from the LSU Office of Human Resource Management.  This important stipulation must be made clear to the candidate as part of the written offer.  All written offers and follow-up correspondences must be submitted to the Assistant Dean for Finance and Administrative Services for approval by the Dean prior to submission to the prospective candidate.
• Moving Expenses & Relocation Incentives: The parameters within which relocation expense negotiations can take place must be approved by the Dean and must be in accordance with University policy.  There are two options for dealing with relocation: 1) provide an amount up to which the moving expenses will be covered, and/or 2) provide a relocation incentive, which is a onetime payment to a prospective employee.  When selecting Option 1 involving the payment of moving expenses, the College recommends following the LSU System Relocation Program, which involves the use of and payment directly to a contracted provider.  The hiring authority may negotiate an amount up to which the prospective employee may be reimbursed for incurring moving expenses.  However, in this case, adherence to the University policy on relocation reimbursements (FASOP: AS-01) must be followed.  When selecting Option 2 involving the payment of a relocation incentive, hiring authorities should refer to the Relocation Incentive Program identified by the LSU Office of Human Resource Management.
• New Employee Orientation:  The University provides comprehensive orientation programs tailored for new employees in the academic, professional/administrative and classified/Civil Service ranks.  The hiring authority will inform new employees of the availability of these orientations and facilitate their participation in these important and informative sessions
• Start-Up:  The negotiation of certain start-up costs to be incurred by the University begins during the hiring process. Costs may include the procurement of research/teaching equipment, computers, peripherals, and/or the provision of graduate/research assistants.  Other start-up needs will be facilitated by the hiring authority either before or upon arrival of the employee on campus.  Examples include the set-up of start-up needs identified during the hiring negotiations, as well as standard amenities such as keys, office phone, mailbox, copier codes, etc.  Information on other start-up needs such as establishing a University email account, obtaining parking permits and employee identification cards will be provided during the University orientations and facilitated as needed by the hiring authority

III.1.7  Hiring Procedures (by category)

• Personnel Forms

The employment category determines the requisite personnel forms for affecting appointments.  Below are links to the LSU Office of Human Resources Website which provides guidance on the required appointment form for the respective employment category. Exclusion of these forms will cause new employees to miss a paycheck:

• Academic and Administrative/Professional
• Classified (Civil Service)
• Contingent

• Required Attachments

The employment category also determines the additional forms that are necessary to for the appointment process. Exclusion of these forms will not cause new employees to miss a paycheck; however, they are necessary to complete the appointment process.


• Academic and Administrative/Professional
• Classified (Civil Service)
• Contingent
  

• Degree Documentation:  For compliance with the accreditation requirements of the Southern Association of Colleges and Schools, acceptable degree documentation shall be in the form of an official transcript from the institution from which the highest degree has been conferred.
• Background Checks:  All prospective employees are required to submit to a criminal background check by the LSU Office of Human Resource Management.  Offers of employment are contingent upon the receipt of a background check deemed acceptable by the LSU Office of Human Resource Management. In addition, new employees cannot begin working for the University until a background check deemed acceptable by the LSU Office of Human Resource Management has been received.

III.1.8  Professional Expectations

In concert with the general goals of the College, faculty, staff and students are expected to uphold the highest standards with regards to professional teaching, research, and outreach efforts.  As such, the College is committed to generating and utilizing our professional knowledge and expertise to improve the conditions of individuals, organizations, and society.  We are committed to protecting the rights and freedoms of our students and those we impact through research and outreach efforts and to the freedom of inquiry and expression in research, teaching, and publication. 

Faculty, staff, and students are expected to uphold the standards and fulfill the obligations of University policies and procedures, as well as those of their professional associations.  In addition to those responsibilities delineated in the Faculty Handbook, faculty responsibilities include, but are not limited to, the following:

Participation in Faculty Governance and Shared College Culture

• Attendance at all College and departmental meetings
• Service on departmental and college committees
• Attendance at departmental division meetings
• Effective communications across division, department and College levels
• Mentoring new faculty and students consistent with department and college goals
• Maintaining high degree of professional activity
• Collaborative programs and agendas
• Seeking external funding to support research and engagement activities

Participation in Program Area Oversight and Implementation

• Course alignment and coherence with program design
• Submission of course syllabi at the beginning of each semester
• On-going program review
• Accreditation materials preparation
• Accreditation process (e.g., University Departmental Program Review, SACS, SPAs, NCATE)

Professional Conduct

• Participation in at least one graduation ceremony per year
• College and departmental citizenship
• Promotion of College and University in a positive way
• Service to University and University community
• Participation in faculty review processes
• Electronic submission of CV at least once per year to department chair
• Upholding the highest integrity with regard to research and scholarship, including PS-69 (Research Misconduct), PM-64 (Intellectual Property), and PM-67 (Faculty Contracts)
• Upholding the highest integrity with regard to teaching, including, for example, those covered in PM-13 (Travel Regulations), PM-15 & PM-17 (Copyright Guidelines), and PM-20 (Leave Policies)
• Reporting all external employment (see PM-11)
• Maintaining student confidentiality as determined by FERPA and the University. Materials related to student grades are not to be placed in public spaces.  Student personal information (social security numbers, LSU student identification numbers, grades) must not be posted on Web sites or accessible for public viewing.
• Complying with IDEA and University policies for accommodation of student needs
• Upholding University policies on plagiarism and cheating, including reporting all suspected incidences of such.
• Protecting computer equipment and materials (print and electronic) that may have individual student information
• Reporting a possible breech of student information to the Department Chair
  

Staff are expected to uphold the highest standards of professional demeanor, including maintaining faculty, student, and staff confidentiality and creating a positive work environment. Staff responsibilities are outlined in the University’s Staff Handbook.
                       
Students are expected to uphold the highest standards of behavior and demeanor.  Graduate teaching assistants are expected to uphold the professional standards of teaching faculty at this University as described above.  Student responsibilities are outlined in the following University resources:

• Student Handbook
• Code of Student Conduct
• Understanding and Avoiding Plagiarism

III.1.9  Nepotism

It is the policy of Louisiana State University to recruit and employ the best qualified individuals solely on the basis of merit. In accordance with this policy, persons related to University employees by blood or marriage will not be excluded from employment by the University.  PS-25 further articulates applicable University policy.

III.1.10 Resignation/Retirement/Separations

Upon making the decision to resign or retire from a position within the College, employees are obligated to provide written notice to their immediate supervisor.  Employees are strongly encouraged to provide as much notice as possible prior to departure, with the standard two weeks’ notice expected.  Prior to departure, employees who are resigning, retiring or being removed from a position are required to return to the immediate supervisor all property belonging to the College or University (e.g., keys, equipment, supplies, credit cards, parking permits, gate cards, identification cards, items procured from externally funded sponsored agreements).  Employees with teaching/supervisory assignments at the time of departure are required to submit grades and supporting documentation to the immediate supervisor.  Employees engaged in outreach and/or externally funded sponsored projects at the time of departure should provide files, records, and written status reports relevant to the project(s) to the immediate supervisor, with copies to the Dean’s Office of Sponsored Programs and Accounting. Faculty and staff are encouraged to make an appointment with their immediate supervisor and/or Dean for an exit conference. 

III.2     Academic Employees

III.2.1  Ranks
           
All faculty ranks are governed by PM-23.

III.2.2  Graduate Faculty Nomination and Membership

The graduate faculty at Louisiana State University consists of those members of the teaching and research faculties who have been so designated by the Chancellor, on recommendation of the Graduate Council, acting on appropriate nominations. Such designations provide for classification as a Member, Associate member, or Affiliate member, according to qualifications and experience.  Faculty members who hold the rank of adjunct professor, adjunct associate professor, or adjunct assistant professor in a department offering work for graduate credit are eligible for graduate faculty status as Full members or Associate members, depending on their qualifications. (Excerpt from the Codification of Graduate Council Policies)

See Codification of Graduate Council Policies for information on nomination procedures and terms of membership.

III.2.3  Supervising and Mentoring

Departments are encouraged to develop their own written processes and procedures for supervising and mentoring students. Graduate Teaching Assistants and Research Assistants must be provided feedback as determined by the graduate school. New faculty are to be assigned faculty mentor(s) as determined by the departments. P-12 faculty and/or agency personnel who supervise field experience and/or clinical practice students shall be supervised and assessed for compliance with all University and College policies.

A summary of supervision and mentoring responsibilities follows.

• New Faculty – policy determined by departments
• Graduate Teaching Assistants – policies determined by departments
• Graduate Research Assistants – policies determined by departments
• Field Experiences and Clinical Practice Faculty – determined by the Office of Field Experiences. Additional considerations include the following.
  • In all programs, selection of field sites and mentors/field supervisors is jointly determined by University and school/agency personnel in accordance with the College's mission and program expectations and standards.
  • Roles and responsibilities of the various parties involved, as well as principles and expectations governing placements and experiences, are defined in memos of understanding and program handbooks, as well as in orientation sessions and professional development workshops.
  • University supervising faculty and, if applicable, school or agency administrators monitor and assess site supervisor suitability in meeting program requirements and expectations, as well as supervisory effectiveness.

III.2.4  Promotion/Tenure

Whether tenure is granted at the traditional end of the probationary period, or whether it is granted to a senior faculty member just entering the University, all tenure and/or promotion decisions for faculty in tenurable or tenured positions must be made only after a thorough, impartial analysis of the faculty member’s scholarship, teaching, and service, and with the support of evidence from a variety of sources.

The College is governed by the rules of PS-36, which delineates the general procedures and guidelines for faculty evaluation, promotion and tenure. The procedural guidelines described below are intended to support PS-36 and to ensure that review at the department and college level is as thorough, analytical, and clear as is necessary to support appropriate decisions. These guidelines shall govern review of all cases of tenure and/or promotion in the College.  Early reviews are discouraged except under extraordinary circumstances.

Timelines for submission and reviews must be consistent with University policies and academic due dates posted by the LSU Office of Human Resource Management. 

Policies and procedures of the departmental review process must be formulated by the department and approved by the Dean.

Votes will be considered affirmative if a minimum of 75% of the voting faculty are in favor; mixed, if less than 75% but greater than 50% of the voting faculty are in favor; and negative, if 50% or less of the voting faculty are in favor.  Following the vote, the chair of the departmental review committee shall write the review and justification for the vote.  This review shall be as extensive as necessary to present the case in a balanced and analytical manner, with the narrative and the vote being completely and unquestionably consistent with each other.  Before sending the committee letter forward, the committee chair should circulate the review among the committee members to ascertain that it accurately reflects the committee’s evaluation. In the case of disagreement with the committee chair’s review summary, additional reports from committee members may also be submitted.

The committee vote, review summary signed by the committee chair, and any additional report(s) signed by the author(s) shall be forwarded to the chair of the department.  The department chair shall write an independent review and a firm positive or negative recommendation, including in the case of a mixed vote of the committee or in the case of disagreement among committee members and the committee chair.  This recommendation shall address the candidate’s strengths and weaknesses and shall document the chair’s support or non-support of the committee’s recommendation.

Prior to submission of promotion and/or tenure recommendations to the Dean, the candidate will receive copies of all official written statements of the evaluation generated by faculty and chair(s) regarding her/his promotion and/or tenure.  The candidate may prepare a formal letter of response for inclusion with the promotion and/or tenure file submitted for review beyond the department. In order to be considered in the College review process, such a letter must be sent to the chair of the department and to the Dean no later than five working days after the deadline for forwarding departmental recommendations to the Dean.

At the discretion of the Dean, an advisory committee may be convened to review all or some of the College’s tenure and/or promotion cases.  If convened, the advisory committee shall review all the materials submitted and shall provide a signed, written review of both the candidate and the departmental reviews to the Dean.  The Dean shall prepare and sign a written recommendation to be forwarded to the provost.  The candidate is advised in writing of the Dean's recommendation at the time of submission to the provost. In the case when promotion and/or tenure is not recommended, or if the candidate requests it, a conference with the Dean will be held.

Beyond the College, tenure and/or promotion reviews adhere to the University policy as outlined in PS-36.  Decisions on tenure are ultimately made by the president of the LSU System.  Decisions on promotion are recommended by the president of the LSU System and ultimately ratified by the LSU Board of Supervisors.  The chancellor and Dean will, in a timely manner, provide candidates with written notification of the final decision.

III.2.5  Sabbatical Leaves

Sabbatical leaves are to be awarded only to those faculty who have shown by their scholarly accomplishments that such a leave would benefit both them and the University.

The following general guidelines are suggested for reviewing applications.

• Sabbatical leaves should be used:
  • To improve an individual’s research, artistic or scholarly skills
  • To change the direction, thrust or area of an individual’s specialization within subject field
  • To actively participate with a peer in a worthy project or activity which could not be accomplished under a normal academic workload
  • To conduct intensive research or other scholarly activity which requires access and review of material that is not available to local museums, archives, libraries, etc.
  • To utilize equipment, laboratories, facilities, etc, which are not available on the individual’s home campus
  • To conduct extended field research
  • To initiate or facilitate cooperative projects with other universities
  • To perform other scholarly endeavors of equal merit
• Faculty are encouraged to spend their sabbatical leaves away from Baton Rouge; in fact, applications proposing a significant amount of study and research away from the campus will be given priority.  However, it is recognized that in some instances the proposed scholarly activity is not affected by location, and in such cases the application will be given full consideration.
• Sabbatical leaves will not be considered for purpose of “retreading” or for “rest and recreation.”
• Award of sabbatical leave is not automatic after each six-year period of service.
• Upon return from sabbatical, faculty are required to submit a report of their sabbatical activities to the Dean through the Department Chair.
• Refer to PS-12 for further information on sabbatical leave.
  

III.2.6  Work Load Policy

The following is the policy approved by COE PPRAC and Personnel Committees and Administrative Council, effective fall 2002.

As articulated in the LSU Faculty Handbook (p. 14), “the work load of faculty members includes formal classroom and laboratory teaching; course development; scholarly activities; supervision of theses, dissertations, and independent study courses; student evaluation and advising, and professional, University, and public service duties.  The distribution among these various duties may vary from one faculty member to another and from one semester to another.  Assignments are made by the department chair in consultation with the faculty and must be consistent with the stated departmental goals and objectives and with stated criteria for evaluating faculty performance.

The normal classroom teaching assignment (for full-time faculty with minimum involvement in other faculty duties) is the equivalent of 12 semester hours of lecture per week.  Classroom teaching assignments are adjusted according to research, service, and administrative assignments, and may vary according to student level (undergraduate, graduate,  or professional).  All full-time faculty members carry full workloads and normally have budgetary assignments that reflect the variety of assigned duties.”

The College of Education recognizes the diversity of contributions faculty members make to the mission of the College and evaluates faculty consistent with their assigned responsibilities.  Within the tenure and tenure-track ranks, the normal expectation for faculty in a College of Education at a flagship, research University is that they maintain a record of scholarly productivity, excellence in teaching and service to the College and the profession.  Particularly within graduate departments, the expectation is that faculty maintain membership on the Graduate Faculty and are available to serve on committees and teach graduate courses.  Continued Graduate Faculty status requires a steady scholarly output in a focused research direction; i.e. that an individual is publishing consistently in a defined research area in quality journals or through quality presses, usually as first author.  To that end, the normal teaching loads per semester of tenured and tenure-track faculty are as follows:  (A course normally equates to 3 credit hours).

Assistant Professors                Two Courses

Associate and Full Professors
Full Grad Faculty                    Two Courses
Associate Grad Faculty          Two-Three Courses
No Grad Faculty Status          Four Courses

All faculty are expected to contribute to the research and service missions of the department, commensurate with the individual assignments that are negotiated between the faculty member and the department chair.

Faculty who lose graduate faculty status entirely or whose status changes from Full Member to Associate Member and who choose to continue with a two course teaching load, must submit a plan to their department chair outlining how they intend to regain graduate faculty standing within three years.  The chair and the faculty member will review the plan annually to assess the faculty member’s progress.  At the end of the three years if the faculty member has not regained graduate faculty standing, the faculty member’s teaching load will be increased as indicated above.

It should be recognized that individual faculty members’ assignments over the course of their careers may vary based on their interests, the needs of the program, or other obligations.  For example, faculty chairing an accreditation committee or editing a major journal may choose to negotiate a larger percentage of their time in service for the duration of that assignment.  Alternatively, faculty might teach less than two courses if supported by external funding for scholarly projects.  Faculty will be evaluated annually on the basis of the negotiated assignment.

III.2.7  Summer Appointments

Faculty summer appointments are made by the department chair. Typically, faculty receive 1/9 salary for teaching one summer course with an additional 1/9 or fixed amount provided for a second course, depending upon departmental policy, course enrollment, and/or the summer school funding formula.

III.2.8  Courses Offered in Nontraditional Formats

Any courses that do not generate student credit hours for the College must be submitted through the Department Chair to the Assistant Dean for Finance and Administrative Services for approval by the Dean.  These courses include those offered through Continuing Education (e.g., Intersession, Summer Session, Winter Session, Evening School, distance education) or International Programs (e.g., Academic Programs Abroad).

III.2.9  Additional Compensation

Additional Compensation (Ad Comp) may be provided to faculty in accordance with University policies and practices as detailed in PS-43 and PM-3.

III.2.10 Performance Evaluation (College policy in relation to PS-36)

Annual faculty performance evaluations are conducted as outlined in PS-36. Department chair and Dean performance evaluation is conducted as outlined in PS-35 and PS-111.

Process for Chair Evaluation: Annual review of chairs will occur as determined by PS 35: Performance Evaluation of Administrative, Professional and Other Academic Staff. In addition, every two years, pursuant to PS 111: Consultation with Faculty in Certain Reviews of Administrative Performance faculty input to the chair’s evaluation will be solicited. Initially and periodically thereafter, the College of Education Expanded Administrative Council comprised of division leaders, department chairs, and College of Education Deans will develop, review, and revise as needed the survey instrument, distribution mechanisms, and other relevant procedures associated with the gathering of information about the chair.

Faculty opinion will be solicited using a standard survey instrument during the spring semester of the year in which an evaluation will take place. Data will be summarized and a report will be prepared and presented to the chair as part of the annual review process. The meeting between the chair and the Dean will occur after the chair has submitted a personnel summary as outlined in PS 35 and after departmental summaries/progress reports have been submitted. These summaries and progress reports are typically made available to the Dean at the completion of the fiscal year with the face-to-face meeting with the chair occurring in early August.

Assurance of Confidentiality: Faculty written comments about the chair made during the evaluation process will be kept in strict confidence by the Dean.  Faculty comments will be typed and provided to the chair in the written summary.

Reporting Results to the Faculty: After the Dean has met with the chair, the Dean will call a special meeting of departmental faculty to discuss the evaluation of the chair and provide a written summative report for their review.

III.2.11 Merit Pay Policy

Department chairs, in consultation with the Dean, will assign merit pay to faculty based on annual review data. Departments will determine procedures, in accordance and consistent with University policies and consistent with departmental and College goals.

III.2.12 Endowed Chair/Professor

Procedures for Selecting Recipients of Named Professorships (Adopted by the Administrative Council of the College of Education on May 5, 2005)

• Candidate Eligibility
  • Candidates must be a full-time faculty member in any of the four departments of the College, which include: Curriculum and Instruction; Educational Leadership, Research and Counseling; Kinesiology; and the University Laboratory School.
  • When the preference of the donor(s), as identified in the endowment agreement, restricts a professorship to a specific department, the preference of the donor(s) shall be honored.
  • Consideration of candidate characteristics shall be based on excellence in teaching, scholarship, and/or service, in honor of past, present, and future contributions appropriate to the purpose of the professorship.
• Nomination Procedure
  • The Dean shall solicit nominations, via an announcement to the faculty, of the availability of the professorship, along with any specific criteria identified by the donor(s) in the endowment agreement.
  • Faculty members are to submit nominations to his/her department chair.
  • Department chairs shall submit nominations to the Administrative Council along with appropriate biographical and professional information on the nominees (e.g., standard curriculum vita, activity reports, record of grants activity, etc.)
  • Applications for the professorship from individual faculty members will not be solicited or accepted by the Administrative Council
• Selection Procedure
  • Nominations shall be reviewed by the Administrative Council; however, individual nominees will not be interviewed.
  • As appropriate, the Administrative Council may choose to interview faculty, administrators, students, and the nominee’s colleagues outside the College and University.
  • The Administrative Council shall make the recommendation to the Dean for awarding the professorship.
  • The Dean may either accept or reject the recommendation of the Administrative Council.  In the case of rejection, the Dean shall explain the rationale for rejection and ask the Administrative Council for an additional recommendation.
  • Upon the selection of a candidate, the Dean shall forward a recommendation for approval to the president of the LSU System via the provost and chancellor.
  • The recommendation shall remain confidential until approved by the appropriate University administrative entity.
• Term of Appointment and Renewal
  • The term of appointment shall be for a period of three years.
  • Unless otherwise specified, the recipient shall be eligible for additional three-year continuations of the award based on a review of the contributions of the recipient.
  • The consideration for renewal shall be initiated by the recipient’s department chair in the form of a memo of support submitted to the Administrative Council.
  • The Administrative Council shall consider the request and recommend to the Dean whether or not to renew the award.
  • The Dean shall provide written notification to the recipient of the award renewal decision.
• Monetary Consideration
  • The total amount of monetary consideration shall be determined by the LSU Foundation Board approved award limit.
  • The total amount of monetary consideration shall be a combination of 60% endowment earnings from the private endowment portion of the professorship, and 40% endowment earnings from the State-matched endowment portion of the professorship, provided the private portion has been matched by the Board of Regents.  (Note: Since State matching occurs only after the private portion of the professorship endowment has been fully funded, in most instances a recipient will begin to receive the private portion of his/her monetary award before receiving the State portion.)
  • Monetary consideration from either the private or State portion shall be made available to the recipient only after the respective endowment earnings reach the threshold level which has been established as 60% and 40% respectively of the LSU Foundation Board approved award limit.
  • Monetary consideration shall continue to be made available to the recipient as long as annual endowment earnings account balances do not fall below the established threshold level.
  • The amount of monetary consideration available to the recipient shall be determined annually, and the recipient shall be so notified in writing. 
  • Monetary consideration shall be made available to the recipient in one of the following forms: temporary salary supplements during the academic year, summer salary, or support for expenditures.
  • The recipient shall select the form of monetary consideration at the beginning of the appointment term, and that selection shall remain in place for the duration of the term.

III.2.13 Externally Funded Research

• Policy on Research Release Unexpended Salary Recovery

When engaged in the administration of an externally funded sponsored program, faculty members have the option of charging a percent of their salary commensurate with the amount of effort expended in the execution of the sponsored program.  This salary cross charge will generate research release salary funds which will accrue to the College of Education on a monthly basis as salary expenditures are charged to the respective sponsored program(s).  These research release salary funds are made available to the academic unit through a unit-wide unexpended salary account. All research release salary funds recovered by the College of Education will be managed by the Assistant Dean for Finance and Administration through the Dean’s Office of Sponsored Programs and Accounting. The purpose of this policy is to establish the manner in which these research release salary funds will be allocated within the College.

Of the amount of University indirect cost recovery returned to the College of Education, 40% will be directly allocated to the faculty member whose sponsored program generated the recovered indirect costs; 40% will remain in the Dean’s Office of Sponsored Programs and Accounting and expended at the discretion of the Dean; 10% will be allocated to the department chair; and the remaining 10% will be allocated to the departmental division to which the faculty member is affiliated, with use of these resources to be determined by the division leader in consultation with division faculty.

Chairs, division leaders, and faculty members receiving an indirect cost allocation will be provided an annual statement indicating the balance available to be used.  Indirect costs recovery funds are not sensitive to fiscal year deadlines, and as such, unexpended balanced will carry over from one fiscal year to the next.  The use of allocated indirect cost recovery is subject to all State procurement regulations.

• Policy on Indirect Cost (F&A) Recovery

The University has established a policy concerning the return to the academic units a portion of the Facilities and Administrative Costs, also known as indirect costs, generated by externally funded sponsored programs administered by the units.  Near the beginning of each calendar year, the LSU Office of Sponsored Program Accounting calculates and reports to Deans on the amount of indirect costs recovered by the sponsored programs administered by the academic unit.  These indirect costs are reported for the previous fiscal year (July 1 through June 30), and the amount to be returned to the academic unit is transferred into a unit-wide indirect cost recovery account. All indirect costs recovered by the College of Education will be managed within that single account by the Assistant Dean for Finance and Administrative Services through the Dean’s Office of Sponsored Programs.  The purpose of this policy is to establish the manner in which the portion returned to the College of Education will be distributed within the College.

Of the amount of University indirect cost recovery returned to the College of Education, 50% will be directly allocated to the faculty member whose sponsored program generated the recovered indirect costs; 40% will remain in the Dean’s Office of Sponsored Programs and Accounting and expended at the discretion of the Dean; and 10% will be allocated to the department chair of the department in which the faculty member is affiliated.

Chairs and faculty members receiving an indirect cost allocation will be provided an annual statement indicating the balance available to be used.  Indirect costs recovery funds are not sensitive to fiscal year deadlines, and as such, unexpended balanced will carry over from one fiscal year to the next.  The use of allocated indirect cost recovery is subject to all State procurement regulations.

III.2.14 Support for Travel (Departmental & External)

Departments will develop their own policies for distribution of faculty travel funds, when available. 

When funding is available, the College will offer a Faculty Travel Grant Program, which provides faculty travel funds for faculty presentations and research. Faculty will be informed at the beginning of the academic year what funds are available and the procedures for requesting funds. Typically, a written request accompanied by a budget and supporting documentation will be required of all who request funding from the Faculty Travel Grant Program. Email submissions to the Dean, copied to the Assistant Dean, are encouraged. When available, graduate students may request travel support for presentations. Faculty and graduate students are encouraged to seek additional support from the department, graduate College, or other University resources. The Dean’s office may request additional support solicitation as a condition for awarding College travel funds.

III.2.15 Support for Hosting Conferences

Approval from the LSU Office of Academic Affairs is required prior to hosting a conference affiliated with the College or University.  A written proposal should be submitted to the Assistant Dean for Finance and Administrative Services during the conference planning process.  The proposal must include the following information:

• 1-2 page description of the conference to be hosted (e.g., goals, format, speakers, location, partners/ collaborators, expected number of participants, who the participants may be, benefit/impact potential, how the conference will be advertised, and how it advances the Flagship Agenda)
• Budget and budget justification that include conference budget, expected expenses and source(s) of funds

The College has established a self-generated conference account that can manage the receipt of revenues (e.g., individual conference registration or larger sponsorship contributions) which in turn can be used to defray conference expenses.  In addition, the Dean’s Office of Sponsored Programs and Accounting is available to provide logistical and technical support for approved conferences as well as support with budget preparations.  If funds are available, the College will consider providing financial support (typically at or under $500) to help sponsor the conference.  Requests for funding from the College must be identified in the budget.

III.2.16 Vitae

Faculty are expected to maintain updated vitae and submit an electronic version of their vitae to the department at least once a year.  It is recommended the vitae be submitted at the time the Annual Report is submitted.

III.2.17 Syllabi 

Faculty should develop and maintain a social contract of course expectations and communicate expectations and grading policies through distributing and negotiating, as appropriate, a course syllabus for all courses.  At the beginning of every semester, updated copies of course syllabi must be electronically submitted to the departmental office.  It is also recommended that course syllabi be placed on the University’s course management system (e.g., Moodle) in the event of a long-term campus closure.

Suggestions for contents of course syllabi and/or negotiated syllabi content:

• Course Title, Instructor(s), and contact information and policies
• Course description
• Course goals and/or requirements
• Relationship to program goals, where appropriate (e.g. conceptual framework, professional standards)
• Articulation of relationship between course assignments and core program and/or unit assessments
• Class policies (attendance, late assignments, test/assignment make-ups, extra-credit, etc.)
• Required texts/lab manuals/readings
• Tentative semester schedule showing outline of subject matter
• Overview of primary assignments and grading scale/policy
• Supplemental or recommended readings
• Reminders of University academic dishonesty, attendance, disability, and materials distribution policies

Other considerations for course content and assessments should include the following.

• For 4000-level courses, faculty should confirm in advance with Department Chair whether graduate credit can be permitted and, if so, should differentiate between grading criteria for undergraduate and graduate credit.
• Faculty who teach courses that are required for certain curricula or certification tracks should address related expectations and content requirements for the course.
• Faculty who teach multiple sections of courses should  ensure consistency of assessments and grading practices.
• Uniform course syllabi for such courses—specific curricula, certification tracks, multiple sections—should be maintained in the departmental office. 

III.3    Professional/Administrative Employees

III.3.1 Additional Compensation

Occasionally professional/administrative employees are asked to assume responsibility for additional duties unrelated to, or independent of, their normal work. When such assignments are clearly not a part of the employee's normal assignment, additional compensation may be permitted. A request must be approved prior to the beginning of the additional compensation assignment.  Additional compensation work may include instruction, research, or public service activities which are generally short term in nature.  Additional compensation may be provided to professional/administrative employees in accordance with University policies and procedures as detailed in PS-43 and PM-3.

III.3.2 Annual Performance Evaluations

Annual performance evaluations for professional/administrative employees are to be conducted at the end of each fiscal year in accordance with PS-35 and submitted to the LSU Office of Human Resource Management. Copies of annual performance evaluations should be forwarded to the Assistant Dean for Finance and Administration for the College personnel file.
 
III.3.3 Merit Raises

Supervisors of professional/administrative employees, in consultation with the Dean, will assign merit pay based on annual review data.  Merit raise procedures will be determined in accordance with University policies and administered consistent with College goals.

III.3.4 Tuition Assistance Program

Full-time employees (non-faculty) who have beenemployed at least one year at 100 percent effort may—with the approval of his/her immediate supervisor, departmenthead or chair, and the Office of Human Resource Management—register for job-related courses up to six hours per semester (three hours in summer term) and receive full tuition exemption. Onlythree hours per week of the approved job-related courses may be taken during work time withoutcharge to annual leave. In order to continue participation in this tuition exemption program, youmust make satisfactory progress, as determined by your supervisor. Generally, “satisfactory progress” will be interpreted to include completion of the course with a passing grade.

Full-time employees (non-faculty) who have been employed less than one year may—with the approval of his/her immediate supervisor and department head or chair—registerfor a job-related course at his/her own expenseand be allowed to take this course during worktime for no more than one hour per day up to three hours per week.

Part-time employees are not eligible for these educational benefits. Auditing and non-degree credit courses are not covered. “Job-relatedness” is to be narrowly interpreted and will be based on whether the course would be beneficial to the employee in performing the functions outlined in his/her position description, to advance to the next higher position to which s/he might logically aspire within the unit, or if it is required for a degree program in which s/he is enrolled and if the degree program is also job-related.

Additional details can be found on the Tuition Exemption Program page on the LSU Office of Human Resource Management Website.

III.3.5 Professional Development

Louisiana State University is committed to providing consulting, professional development and assessment services to support continual improvement of effectiveness, both for the individual employee and the organization, in alignment with the University’s strategic objectives. An extensive list of training and development opportunities available to professional/administrative employees can be found on the HRM Training website.

III.4    Classified Employees

III.4.1  Overtime

Overtime policies pertain primarily to hourly employees such as those in the Classified/Civil Service ranks.  According to PS-61, which governs overtime, “Staffing should be planned so that most jobs require minimal overtime. Other alternatives should be considered when significant and recurring overtime is required such as additional temporary help, redistribution of the workload, or postponement of the work. Overtime pay should not be used as a means to provide supplemental pay to an employee. The Compensation Section of HRM is responsible for administering this policy.”

III.4.2 Annual Performance Evaluations

Annual performance evaluations for classified employees are to be conducted on or before the employee’s appointment anniversary date in accordance with PS-39 and submitted to the LSU Office of Human Resource Management. Copies of annual performance evaluations should be forwarded to the Assistant Dean for Finance and Administration for the College personnel file.

III.4.3 Merit Raises

As part of the annual performance evaluation process for classified employees, supervisors determine whether employees are recommended for a merit raise which is available each year as provided for by State Civil Service regulations.

III.4.4 Tuition Assistance Program

Full-time employees (non-faculty) who have beenemployed at least one year at 100 percent effort may—with the approval of his/her immediate supervisor, departmenthead or chair, and the Office of Human Resource Management—register for job-related courses up to six hours per semester (three hours in summer term) and receive full tuition exemption. Onlythree hours per week of the approved job-related courses may be taken during work time withoutcharge to annual leave. In order to continue participation in this tuition exemption program, youmust make satisfactory progress, as determined by your supervisor. Generally, “satisfactory progress” will be interpreted to include completion of the course with a passing grade.

Full-time employees (non-faculty) who have been employed less than one year may—with the approval of his/her immediate supervisor and department head or chair—registerfor a job-related course at his/her own expenseand be allowed to take this course during worktime for no more than one hour per day up to three hours per week.

Part-time employees are not eligible for these educational benefits. Auditing and non-degree credit courses are not covered. “Job-relatedness” is to be narrowly interpreted and will be based on whether the course would be beneficial to the employee in performing the functions outlined in his/her position description, to advance to the next higher position to which s/he might logically aspire within the unit, or if it is required for a degree program in which s/he is enrolled and if the degree program is also job-related.

Additional details can be found on the Tuition Exemption Program page on the LSU Office of Human Resource Management Website.

III.4.5 Professional Development

Louisiana State University is committed to providing consulting, professional development and assessment services to support continual improvement of effectiveness, both for the individual employee and the organization, in alignment with the University’s strategic objectives. An extensive list of training and development available to classified employees can be found on the HRM Training website.

III.5 Graduate/Teaching Assistants

III.5.1  Additional Compensation    

Graduate assistants are required to devote full time to their graduate programs and to the responsibilities of their graduate assistantships. A GA may accept additional employment or compensation only with the approval of the chair or graduate advisor of the student's department and the Dean of the Graduate School.

III.5.2  Performance Evaluations

Employing units are responsible for providing each graduate assistant with an annual written evaluation.  This evaluation must be reviewed by the GA and one signed copy must be placed in the student's departmental file. If an evaluation form is used, a sample must be submitted to the Graduate School; when more than one evaluation form is used, copies of each type must be on file in the Graduate School.

 Grievances involving the employee-employer relationship of graduate assistants and the University shall be appealable through the supervisor of the employing unit (department chair, head, other unit supervisor, and, when GA funding resides above the unit level, through the dean or director) to the Dean of the Graduate School.

III.5.3  Tuition Assistance, Benefits & Fee Responsibilities

The graduate assistant is responsible for paying in-state tuition. Full-time (20 hours per week) assistantship appointments will receive a full tuition exemption.  The graduate student will be responsible for applicable University fees.

To qualify for a nonresident and/or tuition exemption, you must be employed on an assistantship at least half the semester.  You must be employed on an assistantship on or before the following dates: March 1st for spring, July 1st for summer, and October 1st for fall.

Graduate assistants are eligible for a 10% discount on supplies and book purchases at the Barnes and Noble Union Bookstore. Graduate assistants may elect to pay University tuition and fees by payroll deduction. This option allows total tuition bill deferred in full at the time of registration and paid to the University over a four-month period in equal installments. Graduate Assistant may elect to defer half of the tuition by authorizing the University to initiate a payroll deferment. This option allows deferment to a maximum of 50% of the tuition and fees at the time of registration and the ability to pay the remaining balance in full at a later time established by the University. There is a service charge of $15 to process this option.

Non-resident students who hold assistantships are classified as residents for fee purposes only, and only for the duration of the assistantship contract. For more information regarding residency status, check the LSU Residency Policies.

Additional information on graduate assistantships may be found in PS-21, PS-85, and can also be obtained by contacting the Graduate School.

III.5.4  Enrollment Status Requirement and Academic Standing

Graduate assistants must maintain full-time enrollment in graduate-level courses. Please refer to the Graduate School Bulletin for definition of full-time enrollment. In addition, only graduate students with acceptable academic records may be appointed to graduate assistantships. A student admitted on probation may not be appointed to a graduate assistantship until good standing has been achieved. A graduate student placed on academic probation by the Graduate School for failing to make satisfactory progress may not be appointed or reappointed to a graduate assistantship unless the student’s cumulative/semester grade point average is at least 3.00.

Details and additional information regarding eligibility for a graduate assistantship may be found in PS-21, PS-85, and can also be obtained by contacting the Graduate School.

III.5.5  Terms of Appointments

There are two terms of appointments for graduate assistantships. 

• Academic – Academic appointments are on a 9-month pay-basis and coincide with the academic calendar (typically August through May), semester break schedule as well as faculty appointment dates.
• Fiscal – Fiscal appointments are on a 12-month pay-basis and coincide with the University’s fiscal calendar (July 1st through June 30th) and annual holiday schedule as provided for in PS-31.
  

III.5.6  Summer Employment

Graduate assistants on academic appointments who have been teaching assistants for at least two semesters may be eligible for summer employment teaching courses and lab sections on campus, although the number of available positions available are limited. The employment term for graduate assistants on a 12-month, fiscal appointment includes the months referred to as summer term under a 9-month academic pay-basis. As such, there is no distinction for summer employment under a fiscal appointment.

III.6 Research Associate/Post Doctorate

Research associate and post doctorate appointments are administered in accordance with the guidelines for academic/faculty appointments as in Section III.2.

III.7 Contingent/Transient Employees

III.7.1 Special Provisions

The employment and payment of contingent (formerly referred to as transient) employees is governed by PS-28.  The authority of Louisiana State University for employment of persons in categories termed "contingent" is pursuant to Civil Service Rule 4.1(d)1, which includes various categories of seasonal, temporary, and intermittent employees for activities such as:

• University athletic events; theatricals, musicals, ice shows, lecturers and artists' productions; livestock and horse shows, rodeos, and other agricultural events; student registration; and other special events;
• clerical assistance with educational workshops, conferences, and meetings;
• assistance with research projects;
•  labor and trades work for construction, repair, renovation or painting of University buildings; and
• Agricultural work.

Contingent appointments may not be used for any full-time students (university or high school) or used in the place of regular part-time or job appointments. Contingent appointments may not be used for the purpose of circumventing rules for filling positions covered by Civil Service. For instance, a contingent appointment would be inappropriate for replacing employees on leave or for temporarily filling vacant positions.
Contingent appointees are not eligible for holiday pay, earning sick or annual leave, or fringe benefits, and shall only be paid for time actually in work status. No individual who is currently being paid by the University on a regular basis may be appointed as a contingent employee. Individuals receiving retirement stipends must have prior approval through the Office of the Chancellor before appointment as a contingent employee.

For information on contingent appointment procedures, contact the Office of Human
Resource Management, Employment Section.

III.7.2  Background Check Requirement for Initiation of Work

In accordance with the Pre-Employment Background Check Policy established by the LSU Office of Human Resource Management, a criminal records search is required on all temporary positions, including contingent employees. A temporary employee may not begin work prior to the completion of the background check

The hiring authority should have the proposed contingent employee sign the Authorization to Release Information/Request for Background Check form on the interview date and provide the applicant with the Fair Credit Reporting Act Disclosure Statement which accompanies the form. The hiring authority should forward the signed Authorization to Release Information/Request for Background Check form to the Dean’s Office of Sponsored Programs Accounting which will complete the bottom portion and forward it to the Office of Human Resource Management (faxed to 578-9499 or mailed to 110 Thomas Boyd Hall) to initiate the background check. The investigation takes three to four working days on average from receipt of completed form. Therefore, it is critical that HRM receive the appropriate paperwork as soon as possible.
An offer of employment may be made contingent on a satisfactory background check, and this contingency should normally be included within the offer letter. However, the background check must be complete before the date of employment. Exceptions will be considered by HRM on a case-by-case basis. However, advance approval by HRM is required and employment is contingent upon a satisfactory report. Background checks revealing misrepresentations may be grounds for immediate rejection of the application.

For re-employment purposes, a background check will normally be conducted if it has been more than one year since the date of the last background check. If the date of a previous background check is unknown or if it has been close to one year since the previous background check, please contact HRM at 578-9238 for confirmation.

No individual who is currently being paid by the University on a regular basis may be appointed as a contingent employee. Individuals receiving retirement stipends must have prior approval through the Office of the Chancellor before appointment as a contingent employee.

III.7.3  Duration of Appointment

Contingent appointments may not be used for continuous appointments of more than 120 days unless approved by the Office of Human Resource Management on an exception basis.

III.7.4  Compensation/Time and Attendance Reporting   

Rates of pay must comply with federal minimum wage and overtime requirements. The contingent employee must certify the actual hours of service rendered by   signing a time record or a timesheet that includes the correct number of hours of attendance on duty. Timesheets must be certified by the contingent appointees' supervisor. These certifications of hours worked must be maintained in the employing unit for a period of three years.

III.8 Student Employees (Undergraduate/Non-Assistantship)

III.8.1  Job Description and Responsibilities

As stated in PS-33, job descriptions for each type of student job in each department must be on file in the Office of Student Aid and Scholarships. Additionally, job descriptions must be readily available for review within each department. Departments should list jobs for student workers under titles that seem most appropriate to the work being performed. Examples of typical job classifications for student employees are as follows.

• Student Worker (Office) – involves general office work such as typing, filing, answering the telephone, etc.
• Student Worker (Library) – involves shelving books and serials, reading stacks, sorting and alphabetizing catalog cards, assembling newspaper material and other library duties.
• Student Worker (Lab/Research) – involves assisting faculty members in laboratory activities and research projects.
• Student Worker (Data Entry) – involves entering data into the mainframe/computer system.
• Student Worker (Computer Lab) – involves monitoring a computer lab and assisting students who are using the lab.
• Student Worker (Tutor) – involves assisting and instructing students with their schoolwork.
• Student Worker (Off Campus Employment) – involves students working with organizations within the community.

 
III.8.2  Percent of Effort Limits

In accordance with PS-33, students holding part-time campus jobs should not be allowed to work more than 20 hours a week during the fall and spring semesters. In the event that a department wishes to exceed this limit, an appeal must be submitted by the supervisor prior to the student working the hours. These appeals are considered by the Office of Student Aid and Scholarships on a case-by-case basis. No student will be allowed to work more than 25 hours per week. All students considered for this exception must be full-time students.

Student employees may be employed by more than one department with approval from the Office of Student Aid and Scholarships. Students holding employment positions with more than one department may not work in excess of 20 hours per week. Students holding part-time campus jobs are not allowed to work during their scheduled class time.

III.8.3  Time and Attendance Reporting/Compensation   

Time sheets are to be completed in ink and maintained by the supervisor at all times. Student employees must be paid for all hours worked. Minimum and maximum pay rates are established as necessary by the Office of Student Aid and Scholarships.

III.8.4  Enrollment Status Requirement

Student employees are required to be in good academic standing in the University. No appeals are accepted regarding this requirement

III.8.5  Summer Employment

An undergraduate student can work during the summer if they are not enrolled in summer term provided s/he was enrolled full-time during the previous spring semester and pre-enrolled full-time for the upcoming fall semester. Students enrolled full-time in summer school are eligible to work a maximum of 20 hours per week during summer term. Students not enrolled in summer courses, but who completed the prior spring semester as a full-time student and have full-time hours for the upcoming fall are eligible to work up to 40 hours per week during summer term.  The first date students are eligible to being working 40 hours per week during the summer term is the Monday after the week of spring semester finals.  Students are eligible to work up to 20 hours during the week of finals for any semester

III.9 International Employees and Visitors (Gratis)
           
The LSU System Policy on International Employees and Visitors is outlined in PM-26. In accordance with PM-26, to ensure compliance with applicable immigration laws, all matters and documentation pertaining to international employees and visitors being hired by the LSU-BR campus must be routed through and approved by the Director of the International Services Office.  All forms required for employment can be found on the ISO Website.