Frequently Asked Questions (FAQs)

Who is responsible for establishing flexible work schedules?

Upon receipt of a Flexible Work Arrangement proposal, the supervisor receiving the request will discuss the request with the employee. The supervisor will then consult with their department/division leader. The President’s Cabinet member must approve any flexible work arrangement in their respective division, in consultation with the employee’s supervisor and/or department head.

Is it necessary to have a signed agreement to be on a flexible work schedule?

For flexible work arrangements, any schedule outside the standard four days on campus and one-day remote requires a request through a Flexible Work Arrangement Form. Some flexible work arrangements may be more complex and require detailed agreements. A sample agreement is available on the Dominican website for your reference.

Everyone may be coming and going at different times. How will a supervisor be able to ensure the work gets done?

The business needs of the department remain the primary issue and it is a supervisor’s responsibility to schedule employees to ensure that the work is completed. The supervisor’s role is to clearly assign and define duties and set performance expectations to meet workload demands. The supervisor will monitor work product, deadlines, workload activity, and other metrics to ensure work is accomplished.

Will a supervisor have to work longer hours in order to supervise employees working on a flexible work schedule?

No, not unless the supervisor feels that they must be on site during the entire schedule. A benefit of an FWA is that staff can be encouraged to self-monitor and supervisors can be a resource for staff rather than overseers.

What does a supervisor do if staff members come in late or leave early without making up time?

An FWA is a privilege, not a right. If employees abuse the program they can be required to return to a standard schedule. They can also be disciplined for their behavior, based on existing policy. At all times employees should keep their supervisors apprised of any deviations from the FWA.

How will this affect benefits and compensation?

Staff members on an FWA earn the same rate of pay and are eligible for the same benefit programs as those working on a traditional schedule. Overtime eligibility is on the same basis as for traditionally scheduled workers. If the employee will be expected to work at least 37.5 hours per week.

How does a flexible work schedule affect use of sick and vacation time?

If an employee is out sick or on vacation he/she will use vacation and sick leave accruals to equal the work schedule for the day(s) off.

How is pay calculated when on a flexible work schedule when an official holiday occurs?

Holiday pay is calculated at eight hours for employees. If your work schedule is different from the standard eight-hour day (e.g., 10 hours per day), you will still receive eight hours of paid holiday. To ensure that your total hours are not negatively impacted, you may use vacation or personal time to make up any difference between the eight hours of holiday pay and your regular daily work hours. Alternatively, you may adjust your schedule for that week to account for the difference without using leave time, in coordination with your supervisor.

How will an employee know what goals he/she must meet if moving to a more flexible schedule?

Generally, the work does not change but the location where an employee works might change and the number of hours worked per day may change. In order to effectively manage for results, criteria for success should be established at the beginning of the FWA, as well as prioritization of which tasks are most critical and which can be deferred. By setting goals, milestones, and timelines, productivity can be measured.

How does a supervisor balance the needs of all employees who wish to work a flexible work schedule?

Decisions for approving FWA requests should be based on organizational need. However, if similar proposals are presented, objective criteria, such as seniority, special skills, or specific office needs may serve to resolve these conflicts. Often, a group discussion and team approach help to resolve any of these issues.

What if it appears to be appropriate to approve one person’s request for flexibility and, based on other factors, deny the request of another. How should a supervisor handle this situation? Can a supervisor’s denial to grant the proposal be grieved?

All decisions should be focused on the organizational needs and objective criteria related to work performance and job demands. A consistent approach to analyzing the situation should be applied. It is important to communicate to each employee the decision and its rationale. Documenting the basis for these decisions is important in case questions arise later. The Office of People and Culture can help supervisors develop objective criteria to use and a strategy for communicating your decision. Circumstances may exist where the work is not suitable for FWAs. In addition, circumstances may change in a department causing an FWA to change or be discontinued.

Some support staff are key to the work done by the rest of the employees in the office and when they are not there, the flow in the office is affected. How can a supervisor approve everyone else to use flextime except these employees?

Often practices already exist for managing workflow when support staff is not available (e.g., on sick leave or vacation, or on special training or task assignments). Using these practices on a regular, recurring basis rather than on occasion for the above-listed situations can allow support staff to enjoy some flexibility in their work too. Strategic planning of workflow can also reduce the amount of urgent and immediate needs and improve productivity. If none of these changes are feasible, provide an objective explanation to employees.

One department has employees working flexible schedules and another department in the same division does not allow it. Is this fair?

Flexible work schedules are not an across-the-board benefit or right for employees. Management knows the operations of their unit(s) and they have the authority to say “yes” or “no” to an FWA. Since every job, worker, and situation is different, it cannot be assumed that the same decision is appropriate for two similar positions or departments.

Can flexible work schedules be used for a limited time to meet fluctuating work demands, such as the need for expanded hours coverage at the beginning of the semester or at the end of the fiscal year, or to allow more flexibility when work demand is less, such as during the summer?

Yes. For example, if it would be useful for an office to have extended hours during the beginning of a semester to accommodate special demands, flextime could be implemented. Some staff could have the opportunity to work an early schedule while others would work a late schedule. At the end of the specified time frame, traditional hours may be resumed.

Note: Remember overtime pay is required for non-exempt staff working in excess of normal work hours up to forty hours. Above forty hours a week, time and a half pay are required.

How will I know everyone’s schedule if all employees do not work the same hours?

Co-workers need to be kept informed of their colleagues’ typical schedules. A weekly work schedule should be made available on a bulletin board, on the intranet, and/or the employee’s office outlook calendar. If some arrangements for working off-site change on a regular basis, communication about the changes needs to be constant and consistent.

Whom should an employee or supervisor contact if they have more questions about FWAs?

You may contact your department/division or the Office of People and Culture.

Can the denial of a request for a flexible work arrangement be grieved?

Flexible work arrangements are a privilege, not an entitlement. Decisions to deny, discontinue or modify flexible work arrangements will not be eligible for grievance under any of the University’s formal grievance processes.

What happens if I work a flexible work arrangement and transfer to another department?

You and your new supervisor/manager should discuss the situation and determine if your current flexible work arrangement is appropriate for the new position and department. You will have to complete a new flexible work arrangement proposal and agreement form.

What happens if there is an inclement weather schedule) on my non-work day?

You would not have to take leave (personal or vacation time) for that time since you are not scheduled to work that day.

If a paid holiday falls on a day on which an employee is not normally scheduled to work, can the employee take off one of his or her regularly scheduled days that week?

No. An employee who is not normally scheduled to work on the day on which a holiday falls should not take another day off that week unless he or she schedules vacation. Employees are only eligible for holidays that fall on their regularly scheduled workdays.

What is the best way to handle an employee that wishes to take advantage of a flexible work arrangement, but it doesn't work for your office?

You can sit down with this employee and explain why the FWA won’t work. You can also try to come up with an alternate solution. If a compromise can be made, then try it. The Office of People and Culture are here to help you if you should need it.

Once a flexible work arrangement has been approved, how can it be introduced smoothly into the work group to address perceptions of fairness or redistribution of work?

It is necessary to make sure everyone is consulted when new working arrangements are introduced. Part of good management practice is to ensure employees are treated consistently and that they are not overloaded with work as the result of a flexible work arrangement by another employee. Where there is a worry that colleagues may find the flexible work arrangements unfair, supervisors, at the planning stage, should meet with the work group/department to define work parameters and develop a system to manage the work group/department's work schedule.

For example, it would be useful to agree to procedures for the following:

• Methods of briefing staff–e.g. on new tasks, progress, continuing tasks
• Methods of dealing with forwarding–e.g. calls from the office, urgent correspondence, other correspondence
• Assessing performance–how and when this will be done
• Scheduling meetings–how and when will they be scheduled and how meetings will be conducted. For example, will it be required for the flexing employee to meet in person or is a conference call acceptable.
• Discussing problems relating to the flexible working arrangement–how and when these will be dealt with

Which jobs are not as well suited for remote work?

Remote work arrangements are not required to be uniformly available to all positions or employees within a unit because not all positions are conducive to remote work arrangements. Remote work arrangements are based upon the university’s mission in providing a campus experience coordinated with the university’s defined business model.

Should an employee’s proximity to the assigned campus location be a reason for a supervisor to approve a remote work assignment?

A remote work assignment should be based upon the duties and work activities of the position, the needs of the department, and the customers it supports. Although a physical location of a current or prospective employee might precipitate a request, a full evaluation of the position should be conducted. Establishing a designated mileage threshold of the individual’s location from the primary work site is not a sufficient justification or an equitable measure to approve a remote work assignment.

As a remote worker will I be required to work when the University is closed for inclement weather?

Employees working remotely are not eligible for any inclement weather or weather-related compensation time during the period(s) of designated inclement weather. Fully remote employees experiencing an extreme weather-related or other uncontrolled event (e.g., loss of electricity) that restricts or prohibits the ability to work should contact their supervisor for further instruction.

How often can a person change their flexible work arrangement?

That depends on a number of factors including the type of flexible work arrangement, operational needs, the success of the current agreement, etc. If the modified schedule will last for two weeks or more or if any of the following are applicable:

• Your supervisor/department leadership changes
• Your role/responsibilities change
• The needs of your department have changed

How do we handle employee requests for disability accommodations in a flexible work arrangement?

Disability accommodation requests are handled through the Office of People and Culture.

What is expected from me when I am working remotely?

Employees are expected to satisfactorily perform the functions of their position regardless of their work location.

How does Dominican University support religious observance for students, faculty, and staff? 

Dominican University, guided by its Catholic and Dominican values, is committed to fostering a welcoming and inclusive environment for all members of our community, regardless of their faith or non-faith traditions. We respect the diversity of religious practices and aim to accommodate observances with understanding and flexibility. 

What is a religious accommodation, and how is it requested? 

A religious accommodation is a reasonable adjustment in the work or academic environment that enables students, faculty, or staff to practice their religious beliefs. To request accommodation, students should inform their instructors via Canvas by the second week of the semester, with a reminder five days before the observance. Faculty and staff should notify their supervisors at least five days in advance through the Paycor system or in writing. 

What is the annual day for religious observance? 

Dominican University designates one day per year for religious observance to honor the many faith traditions within our community. On this day, students, faculty, and staff may observe their religious practices without academic or work-related obligations. 

Which religious holidays are recognized for non-campus events? 

The university has identified key religious holidays from major world religions that are recommended to avoid scheduling non-campus events. These holidays are highlighted in the university’s Religious Observance Calendar provided by the Office of People and Culture. We encourage departments to plan thoughtfully around these dates to ensure inclusivity. 

Does the university accommodate all religious practices? 

While we focus on major religious observances, Dominican University strives to accommodate all faith practices. If a specific religious holiday is not listed, students and employees are encouraged to communicate with their professors or managers to request individual accommodations. 

How can students and employees take time off for religious observances? 

Students and employees are encouraged to request time off for religious observances as early as possible. Absences are allowed without penalty when reasonable accommodations can be made. Faculty and staff receive one day of paid 
time off (PTO) for religious observances, with additional days recorded as vacation or personal time. 

What if I have academic or work deadlines during a religious observance? 

If an exam, assignment, or work deadline conflicts with a religious observance, students and employees may request an extension or an alternative date. The university encourages open dialogue between students and instructors or employees and supervisors to ensure these requests are handled with care and fairness. 

Are there guidelines for planning university events around religious observances? 

Yes, Dominican University asks that departments avoid scheduling important meetings or events on significant religious holidays whenever possible. This helps ensure that all community members can participate fully without compromising their religious practices. 

What should faculty and staff do to support students’ religious observances? 

Faculty should offer reasonable accommodations to students observing religious holidays, such as providing alternatives for missed exams or assignments. Staff supervisors are also encouraged to work with their teams to ensure time off requests are honored and workloads adjusted accordingly. 

How does Dominican University ensure inclusivity for all faith traditions? 

As a Catholic, Dominican institution, we strive to create a space where all members of our community feel valued and supported in their faith or spiritual practices. We encourage mutual respect, understanding, and the honoring of religious diversity, so every individual can contribute fully to our collective mission. 

Who can I contact for more information or support regarding religious observance accommodations? 

For further assistance, students can reach out to their instructors or academic advisors, while faculty and staff can contact their supervisors or the Office of People and Culture.

We are here to support you and help ensure that your religious practices are respected and accommodated. 

General Compensation Principles

What does “market-based pay” mean? 

Market-based pay refers to the competitive salary for a job, reflecting the average prevailing pay rate for that role in a specific data set. This ensures that the university remains competitive by aligning pay rates with the broader market.

What is equity in compensation? 

Equity in compensation means ensuring fairness in salaries for similar jobs across departments and the university. This is most often analyzed through gender-pay equity and other relevant factors.

What is total compensation? 

Total compensation includes fixed pay (non-discretionary and not performance-based) and variable pay (contingent on performance or results, such as bonuses). 

What is included in a Total Rewards Package? 

A Total Rewards Package comprises Compensation, Benefits, Work-Life Balance, Performance and Recognition, and Development and Career Opportunities.

Salary Adjustments and Conversations 

What is the best practice for conducting salary adjustment conversations? 

Salary adjustment conversations, like performance reviews, should be conducted privately and scheduled ahead of time. This approach fosters trust and shows preparedness. Conversations about merit-based adjustments should be based on ongoing performance discussions to avoid surprises.

Who should relay an employee’s compensation information? 

Compensation details should be communicated by the employee’s direct manager after consulting with the Office of People and Culture (OPC) as needed. It’s generally advised to avoid involving third parties like OPC or the manager's superior, as this could be seen as undermining the manager’s authority.

How should managers prepare for salary adjustment conversations? 

Managers should be ready for different employee reactions, even if the news is positive. It's important to consult with OPC to ensure fair and consistent processes. Rehearsing the conversation and understanding how the salary decision was made will help ensure clarity and transparency.

New Hires and Transitions

Who handles salary offer discussions for new hires or transitioning employees? 

Initial salary discussions for new hires or employees transitioning into new roles are typically managed by the Office of People and Culture (OPC). If necessary, the hiring manager may also participate to support the conversation. For staff positions, offer letters are generated by OPC, while for faculty positions, they are issued jointly by OPC and the Dean.

What should managers know about setting salaries for new hires, both internal and external? 

When setting salaries, managers should be aware that candidates may have specific salary expectations that may not align with departmental budgets. It’s essential to work with OPC to ensure fairness, especially to avoid creating internal pay inequities.

What should managers expect when accessing subordinate salary information for the first time? 

Managers may encounter salaries that seem unusual. It's important to understand that factors such as experience, education, and market conditions impact these numbers. If concerns arise, consult OPC. 

How does the annual salary review and merit increase process work, especially for employees hired or promoted after July 1st? 

Employees hired, promoted, or receive compensation adjustments on or after July 1st will typically not receive a merit increase until the September of the following year. This aligns with the university’s compensation cycle, allowing sufficient time to evaluate performance before any merit adjustments are made. Merit increases are based on both performance and market considerations and are applied as part of our commitment to equitable compensation.

Pay Equity and Benchmarking

What type of analysis does the university conduct to ensure pay equity? 

OPC conducts annual gender/ethnicity pay analyses and position audits, alerting managers to any necessary adjustments.

What is compensation benchmarking? 

Compensation benchmarking compares employee pay rates to those at peer institutions. This ensures that compensation is competitive and equitable, helping to retain talent and meet industry standards. 

Why is compensation benchmarking important? 

Compensation benchmarking supports employee retention, promotes equity, improves satisfaction, and ensures competitive positioning within the marketplace.

How do years of experience, education, and other factors play into salary decisions? 

Years of experience and education are considered critical in determining qualifications. Age is never a factor in salary decisions. Salaries are based on the target salary, internal equity, and the candidate’s negotiation skills.

Employee Compensation Benchmarking Initiative

How will the Compensation Benchmarking Initiative affect my current salary? 

The Employee Compensation Benchmarking Initiative is designed to ensure that all salaries are fair and competitive within our industry and region. If adjustments are needed, you will be informed, and the process will be handled transparently and equitably.

When will changes from the benchmarking initiative be implemented? 

The benchmarking analysis is expected to be completed by May 2026, with recommendations finalized shortly after. Any salary adjustments will be implemented between September 2024 and September 2026. Regular updates will be provided to ensure transparency.

Will this initiative affect other benefits or compensation beyond salary? 

While the primary focus is on salary, we are also reviewing other aspects of total compensation, including benefits and retirement, to ensure that the overall package remains competitive.

How will Dominican University ensure salary adjustments are fair and consistent? 

All salary adjustments will be data-driven and based on benchmarking analysis. The process will be transparent and aligned with the values of equity, fairness, and transparency.

What is the role of OPC in the Employee Compensation Benchmarking Initiative? 

OPC is leading the compensation benchmarking initiative, overseeing the analysis, collaborating with stakeholders, and ensuring that any recommendations are implemented fairly and in alignment with Dominican’s values.

Will there be opportunities for employee input during the benchmarking process? 

Yes. Employee feedback will be gathered through surveys, forums, and discussions to ensure the process reflects the needs of our community.

Confidentiality and Information Sharing

Can I share an employee’s salary with another department’s office manager for a grant proposal? 

Yes, if necessary for grant preparation. However, ensure that this information remains confidential and is only shared with those involved in the grant process.

Can I disclose salary information when promoting an employee who asks about salary comparisons? 

Salary information is confidential and should not be shared. You can confirm that the offered salary is within the correct range for the position and discuss the employee's position within that range.

Creating a Fair and Inclusive Recruitment Process 

What is the purpose of Dominican University's Search Committee Policy?

The Search Committee Policy at Dominican University ensures a fair, transparent, and structured recruitment process for all faculty and senior administrative positions. It is applied across all university hiring to maintain equity and consistency. 

Who oversees the recruitment process at Dominican University? 

The Office of People and Culture (OPC) oversees recruitment, ensuring compliance with institutional policies and promoting diversity and inclusion throughout each stage of the hiring process. 

Who is the Hiring Manager, and what are their responsibilities? 

For staff positions, the hiring manager is typically a director responsible for identifying and assessing new or vacant roles within their department, managing the selection process, and ensuring alignment with institutional policies. For faculty positions, this role is filled by the Dean, Provost, or a Provost designee who ensures that position descriptions meet academic standards and reflect Dominican University’s mission. 

What role does the Search Committee Chair play? 

The Search Committee Chair, appointed by a senior leader (such as a Dean, Provost, or President), leads the search process, upholding transparency and fairness at all stages. Although a Hiring Manager may serve as Chair, the appointment aims to ensure a structured and impartial process. 

What is the function of an Equity Advisor on the search committee? 

An Equity Advisor is a non-voting member dedicated to ensuring fairness, equity, and inclusivity throughout the hiring process. They guide the committee on unbiased decision-making without participating in the final candidate selection. 

What training is required for search committee members? 

All search committee members must attend bi-annual training covering implicit bias awareness, interview protocols, and candidate evaluation. The training, overseen by the Office of Justice, Equity, and Inclusion (JEI) and OPC, ensures a fair and inclusive hiring process. 

What is a Search Plan, and why is it important? 

A Search Plan is a recruitment strategy developed by the search committee to attract a diverse and qualified applicant pool. It outlines specific outreach and advertising methods to ensure an inclusive and broad search. 

How are campus visits for finalists handled? 

Finalist candidates are invited for on-campus interviews where they meet with key stakeholders. Travel reimbursement is available for candidates traveling from outside the Chicagoland area, following university guidelines. Any exceptions to the reimbursement policy must be approved by a Senior Leader. 

Who decides whether to engage a search firm? 

Engagement of a search firm must be approved by the Vice President of People and Culture and the President, ensuring that this resource is reserved for critical, high-level roles that align with Dominican University’s strategic needs. 

What constitutes a failed search, and what happens next? 

A search may be deemed unsuccessful if there are insufficient qualified candidates, lack of diversity in the applicant pool, or if no candidate fully meets the position requirements. The OPC will review the process, suggesting adjustments or new outreach efforts as needed to attract a broader or more suitable applicant pool. 

How is confidentiality maintained during the search process? 

Search committee members are required to maintain strict confidentiality, protecting candidates’ privacy and ensuring the integrity of the search process. All discussions and materials are restricted to those directly involved in the search. 

How are conflicts of interest managed within a search committee? 

All search committee members must disclose any potential conflicts of interest at the start of the search. If a conflict is identified, the committee member will recuse themselves from the search process to maintain fairness. OPC documents and manages these disclosures for transparency. 

What happens if an exception to the policy is necessary? 

Any exceptions to the policy require a clear rationale and written approval from the OPC or the President, ensuring alignment with institutional standards and transparency in the process.