EXEMPT EMPLOYEE HANDBOOK
(NON-FACULTY)
November 2023
Table of Contents
TABLE OF CONTENTS
1. BRADLEY UNIVERSITY 1
OUR MISSION 1
OUR VISION 1
OUR CORE VALUES 1
OUR HISTORY 1
OUR ORGANIZATION 2
2. INTRODUCTION 3
THIS HANDBOOK 3
EMPLOYMENT RELATIONSHIPS 3
CODE OF EMPLOYEE RELATIONS 3
3. EQUAL EMPLOYMENT OPPORTUNITY 5
GENETIC INFORMATION 5
PREGNANCY 5
REASONABLE ACCOMMODATION POLICY 6
RETALIATION 7
SEXUAL HARASSMENT/HARASSMENT 7
4. ETHICS 11
CONFLICTS OF INTEREST 11
NEPOTISM 12
CONSENSUAL RELATIONSHIP 13
NON-DISCLOSURE OF PROPRIETARY INFORMATION 13
PRIVACY OF STUDENT RECORDS 13
WHISTLEBLOWER POLICY 15
5. EMPLOYMENT POLICIES 17
ATTENDANCE 17
BUSINESS EXPENSES 17
COMPUTER AND COMMUNICATION SYSTEMS 18
DRESS CODE 20
GRIEVANCE PROCEDURE 20
PARKING 23
PERSONAL DATA CHANGES 23
SEVERE WEATHER 23
SOLICITATION 24
STUDENT AND VISITOR RELATIONS 25
TELEPHONE CALLS AND MAIL 25
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6. SAFETY 26
AFTER HOURS SAFETY ESCORT 26
CELLULAR PHONE USAGE WHILE DRIVING 26
DRUG FREE WORKPLACE POLICY 26
SAFETY SUPERVISOR 30
UNIVERSITY POLICE DEPARTMENT 30
USE OF EQUIPMENT AND VEHICLES 30
VIOLENCE IN THE WORKPLACE 30
WEAPONS IN THE WORKPLACE 31
WORKPLACE INJURIES 31
7. PAYROLL 33
EMPLOYMENT CATEGORIES 33
ADMINISTRATIVE PAY CORRECTIONS 33
CHANGES IN TAX STATUS. 34
DIRECT DEPOSIT/PAYROLL DEBIT CARDS 34
EXTRA COMPENSATION 34
PARTICIPATION IN COMMUNITY AFFAIRS 34
WORK SCHEDULES 34
8. PAID TIME OFF AND LEAVES OF ABSENCE 36
BEREAVEMENT LEAVE 36
FAMILY BEREAVEMENT LEAVE 36
DOMESTIC, SEXUAL, AND GENDER-BASED VIOLENCE LEAVE 37
FAMILY AND MEDICAL LEAVE 39
HOLIDAYS 42
JURY DUTY 42
LEAVES OF ABSENCE 43
OTHER LEAVES OF ABSENCE 44
VACATION 44
VICTIM WITNESS PROGRAM 45
VOLUNTEER SERVICE PAID TIME OFF 46
9. BENEFITS 48
ADP WORKFORCE NOW 48
MEDICAL, DENTAL & VISION INSURANCE 48
GROUP LIFE/ACCIDENTAL DEATH AND DISMEMBERMENT INSURANCE 48
FLEXIBLE SPENDING PLAN 49
LONG TERM DISABILITY INSURANCE 49
LONG TERM CARE INSURANCE 49
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RETIREMENT PLANS 50
EDUCATIONAL ASSISTANCE 50
SICK LEAVE/SHORT TERM DISABILITY 50
UNIVERSITY SERVICES AVAILABLE TO EMPLOYEES 52
10. EMPLOYEE PERFORMANCE 54
PERFORMANCE EVALUATION 54
STANDARDS OF CONDUCT 54
PERFORMANCE MANAGEMENT 55
11. TERMINATION OF EMPLOYMENT 56
EMPLOYMENT TERMINATION 56
RESIGNATION 56
RETIREMENT 56
TWELVE MONTH ABSENCE 56
STAFFING ADJUSTMENT 56
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Bradley University
1. Bradley University
Our Mission
Bradley University empowers students for immediate and sustained success in their personal
and professional endeavors by combining professional preparation, liberal arts and sciences,
and co-curricular experiences. Alongside our dedication to students, we embrace the
generation, application, and interpretation of knowledge.
Our Vision
We deliver an engaging education that transcends traditional boundaries through scholarly and
practical experiences in a diverse, caring, and inclusive environment to prepare purpose driven
leaders who achieve success and build a better world. Bradley University: An investment in the
life you want.
Our Core Values
At the heart of Bradley University is a community built upon the valued relationships we find in
each other as students, staff, faculty, administrators and alumni. At the core of these
relationships are the values of student success, knowledge and discovery, inclusiveness and
connectivity, and excellence.
● Student Success. We are a community that ensures student access to an individualized
learning experience. This is characterized by broad opportunities for students to marry
their passions and skills, by innovative academic programming, and by an exceptional
level of engagement between students, staff and faculty, such that all students acquire
the skills and dispositions essential to purposeful and productive living.
● Knowledge and Discovery. We are a community that prioritizes academic excellence by
nurturing critical inquiry, research, creativity and technical skills development. We work
collaboratively to engage learners in high-impact practices, in scholarship, and in
leadership development opportunities in order to foster lives of purpose and advance a
better world.
● Inclusiveness and Connectivity. We are a community that strives to contribute
meaningfully to understanding and resolving the problems around us. By embracing
servant leadership, purposeful civil discourse, and an inclusive identity whereby we
understand that our differences are our strengths, we lend our passions and knowledge
to build valued relationships with local, regional and global partners.
● Excellence. We are a dynamic community committed to the continuous pursuit of
excellence. As individuals, as units and across campus, we welcome mutual
accountability and are strengthened by our shared, collaborative efforts to ensure that
we are each exceptional and passionate stewards of Bradley University.
Our History
Mrs. Lydia Moss Bradley founded Bradley University in 1897 in memory of her husband, Tobias
Bradley, and her children. Bradley was established "to furnish its students with the means of
living independent, industrious, and useful lives by the aid of knowledge of the arts and
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Bradley University
sciences." Originally called Bradley Polytechnic Institute, the institution was renamed Bradley
University in 1946. Through the first 23 years of its existence, Bradley served as a four-year prep
school (Lower Academy) and a two-year junior college (Higher Academy). In 1920, the decision
was made to develop Bradley Polytechnic Institute into a small four-year college, and the Lower
Academy was dropped. The Higher Academy was expanded to offer the Baccalaureate Degree.
Bradley University assumed its present form in 1946, when the booming post-war enrollment
encouraged the Trustees and the administration to transform the institution into a
medium-sized university, divided into various colleges and schools. A graduate program was
added to the curriculum. Prior to the war period, Bradley's enrollment had always remained at
the 1,000 level, but the influx of students and the resulting change of offerings brought about
an enrollment of 5,000 students after the war. Throughout these changes the institution has
maintained Mrs. Bradley's original goal that it remains "non-partisan, non-sectarian and
independent.”
Our Organization
Board of Trustees. A Board of Trustees oversees the University institution and establishes the
policies that govern the University. The Board appoints the University President, counsels with
the President, and reviews the administration of University affairs. The President of the
University reports to the Board of Trustees.
The Presidents of the Bradley University Faculty Senate, Staff Council, and Student Senate,
during the terms of their offices, attend all regular meetings of the Board of Trustees and
participate, without a vote, as the Board of Trustees determines.
University Administration. The President is the chief administrative officer of the University
and has primary administrative responsibility for the conduct of University activities as
delegated by the Board of Trustees. The President brings matters requiring action by the Board
of Trustees to the Board’s attention.
Administrative officers who report directly to the President are the Provost and Senior Vice
President for Academic Affairs, the Chief Financial Officer, the Vice President for Advancement,
the Vice President for Diversity and Inclusion, the Vice President for Intercollegiate Athletics, the
Vice President for Legal Affairs and General Counsel, the Vice President for Marketing,
Communications and Enrollment Management, the Vice President for Strategy and Innovation,
and the Vice President for Student Affairs. In the President’s absence, the Provost and Senior
Vice President for Academic Affairs may act on the President’s behalf.
In the academic colleges, the Deans are the chief administrative officers and report directly to
the Provost and Senior Vice President for Academic Affairs. Within each college, administration
is affected by the Dean through the department chairpersons or division directors. Each college
is responsible for the study and development of its own programs of instruction and research
and for presenting recommendations through appropriate channels for their improvement.
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This Handbook
2. Introduction
This Handbook
Policies in this employee handbook cannot anticipate every situation that may arise at work. For
that reason, the policies in this handbook only address the basic and important information you
may need to know on a day-to-day basis.
You also work for a dynamic organization. We must be ready to adapt when presented with new
challenges and opportunities. We need flexibility when addressing unique or unforeseen
situations. This handbook, therefore, is not an employment contract or an employment
agreement. We reserve the right, in the appropriate circumstances, to change or vary from this
handbook. This version of the employee handbook replaces all prior versions and employment
policies.
Further, where this Handbook addresses our statutory obligations as an employer (for example,
wage payment issues, or leave obligations) it is our intent merely to recite those statutory
obligations, if any, as they may apply to us. In such cases, it is not our intent to create, nor do we
create, new or additional obligations where none may exist by statute.
Finally, while most of our employees live and work in Illinois, we have employees who work in
different states. Whenever state law requirements are different, we will follow those
requirements.
If you have questions about the policies in this Handbook, you may contact the Human
Resource Department (239 Sisson Hall, Ext. 3223).
Employment Relationships
In general, employment relationships with our employees are employment at-will.
Employment-at-will means that either you or we can discontinue the employment relationship
at any time for any reason. Nothing in this handbook should be considered a promise for
permanent or ongoing employment and no one has the authority to enter into a contract
changing the at-will nature of your employment, except the President of the University, or the
Chair of the Board of Trustees. Any such contract must be in writing.
Code of Employee Relations
In the relationships with our employees, we are guided by certain fundamental principles.
In our effort to provide an effective working environment, it is our desire to:
● Employ people by their qualifications and abide by principles of equal employment
opportunity;
● Establish hours of work conducive to the operational needs of the University;
● Maintain a safe working environment;
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This Handbook
● Welcome constructive suggestions that relate to methods, procedures, working
conditions and the nature of the work performed; and
● Establish procedures for employees to discuss freely any matter of interest or concern
with their immediate supervisor, department head or the Human Resource Department.
We expect all employees to:
● Give a productive day's work to the best of their abilities and skills;
● Arrive at their departments and begin work on time;
● Demonstrate a considerate, friendly and constructive attitude toward students, fellow
employees and the general public; and
● Adhere to the policies adopted by the University.
The University retains the right to exercise customary managerial functions including:
● Assign, supervise, discipline and terminate employees;
● Determine and change shifts, starting, quitting, meal and break times;
● Reassign employees;
● Determine and change the size of and qualifications of the workforce;
● Establish, change, and eliminate its policies, practices, rules and regulations;
● Determine and change methods by which its operations are to be carried out; and
● Assign duties to employees according to the University's needs and requirements and to
carry out all ordinary administrative functions.
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Equal Employment Opportunity
3. Equal Employment Opportunity
The University is an equal opportunity employer. We are committed to compliance with all
applicable laws regarding non-discrimination, harassment and affirmative action. We afford equal
employment opportunity to all individuals regardless of race, color, religion, national origin,
ancestry, age, sex, pregnancy, marital status, disability, military status, sexual orientation, gender
identity and expression, unfavorable discharge from military service, order of protection status,
genetic information status, or other protected group as provided by law.
If you feel there you have been subjected to actions in violation of this Equal Employment
Opportunity Policy, you are strongly encouraged to use our Grievance Procedure. For issues or
concerns regarding harassment or sexual harassment, please report the matter under our
Sexual Harassment and Harassment Policy. To report harassment or other discrimination, you
may also:
● Call the Illinois Sexual Harassment and Discrimination Helpline at 1-877-236-7703 to talk to
someone about your concerns; or
● Contact the Illinois Department of Human Rights (IDHR) to file a charge.
o Website: www.illinois.gov/dhr
o Email: IDHR.Intak[email protected]
o Chicago: (312) 814-6200 Springfield: (217) 785-5100
(866) 740-3953 (TTY) (866) 740-3953 (TTY)
(312) 814-6251 (Fax) (217) 785-5106 (Fax)
Genetic Information
In compliance with the Genetic Information Nondiscrimination Act, we will not discriminate
against employees and applicants for employment on the basis of genetic information.
We will not request or require you to provide genetic information, except: (1) inadvertently
acquiring family medical history; (2) requesting or requiring family medical history for purposes
of complying with certification requirements of any family and medical leave laws; or (3) genetic
monitoring of the biological effects of toxic substances in the workplace, when required to do so
by law.
Pregnancy
The Illinois Human Rights Act, the Pregnancy Discrimination Act and other laws make it illegal
for an employer to fire you, refuse to hire you or refuse to provide you with a reasonable
accommodation because of your pregnancy. In addition, we will not discriminate against you
because of your pregnancy or retaliate against you because you requested a reasonable
accommodation. If you have requested a reasonable accommodation, you may continue
working during your pregnancy if a reasonable accommodation is available which would allow
you to continue performing your job. For more information on a pregnancy related
accommodation, please see our Reasonable Accommodation policy.
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Equal Employment Opportunity
Specifically, the Illinois Human Rights Act makes it illegal to refuse to hire, to segregate, or to act
with respect to recruitment, hiring, promotion, renewal of employment, selection for training or
apprenticeship, discharge, discipline, tenure or terms, privileges or conditions of employment
on the basis of pregnancy, childbirth, or medical or common conditions related to pregnancy or
childbirth. Women affected by pregnancy, childbirth, or medical or common conditions related
to pregnancy or childbirth shall be treated the same for all employment-related purposes,
including receipt of benefits under fringe benefit programs, as other persons not so affected but
similar in their ability or inability to work, regardless of the source of the inability to work or
employment classification or status.
We support the rights provided under the Illinois Human Rights Act, including the right to be
free from unlawful discrimination and the right to certain reasonable accommodations as listed
in our Reasonable Accommodation Policy. Should you have an issue or concern that falls under
this policy, please speak first with your supervisor or the Human Resource Department. Note
that this law is also enforced by the Illinois Department of Human Rights.
Reasonable Accommodation Policy
Disability-Related Accommodation. Consistent with the requirements of the Americans with
Disabilities Act, we provide reasonable accommodation(s) to qualified individuals with
disabilities who can otherwise perform the involved job’s essential functions.
When a qualified individual with a disability believes that he or she may be able to perform the
job’s essential functions, but cannot do so without a reasonable accommodation, the individual
should address such a request to his or her supervisor. Once a request for a reasonable
accommodation has been made, we will work with the employee to consider the
appropriateness of the requested accommodation and whether such an accommodation can be
granted without creating an undue hardship. It is our goal that we work together in a
cooperative process to find an acceptable solution that will enable an employee to perform the
job’s essential functions. If a reasonable accommodation is not available or if the requested
accommodation is not reasonable , the accommodation request may be denied.
Pregnancy Related Accommodation. For any medical or common condition related to
pregnancy or childbirth, we will honor employee requests for a reasonable accommodation,
unless that accommodation imposes an undue hardship on the ordinary operation of the
University.
Note that you may reject an accommodation offered to you, and you may continue working
during your pregnancy if a reasonable accommodation is available which would allow you to
continue performing your job.
Religious Accommodation. We prohibit discrimination based on religious beliefs, observances
and practices. When employees' religious beliefs impact their work schedule, task assignment,
dress code or other work-related matters, they should immediately contact their supervisor to
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Equal Employment Opportunity
discuss the possibility of a reasonable accommodation. We will make reasonable
accommodations for sincerely held religious beliefs, observances and practices that do not
create an undue hardship for our business.
Retaliation
Our Policy. We prohibit any form of retaliation against you or any employee who in good faith
makes a complaint, raises a concern, or assists in an investigation or proceeding regarding any
conduct you or others reasonably believe to be a violation of our Equal Employment
Opportunity Policy, Sexual Harassment and Harassment Policy, other laws, or our Standards of
Conduct. We want you to feel comfortable to speak up without fear of retaliation when you see,
hear, or suspect illegal or unethical conduct.
Retaliation Prohibition. You will not be terminated, threatened, intimidated, coerced, or
otherwise retaliated against because you make a good faith complaint regarding any issue
outlined above or assist in any investigation of those matters. We prohibit retaliation even if
complaints are later determined to be unfounded.
Reporting Violations. If you believe you have been retaliated against, or other policy violations
have occurred, or if you have questions concerning this policy, we encourage you to speak with
your supervisor or the Human Resource Department. We will treat all complaints of retaliation
very seriously. All such complaints will be reviewed promptly and investigated, as appropriate.
Discipline. Any employee who violates this policy is subject to discipline.
Sexual Harassment/Harassment
We reaffirm the principle that employees and students have a right to work in an environment
free from sexual harassment and harassment. Bradley University does not tolerate sexual
harassment or harassment and commits its efforts to educate staff and students that the
understanding of, and sensitivity to this issue is very important.
Definitions. Sexual harassment is any verbal or physical conduct that denigrates, threatens, or
shows hostility toward another employee because of that employee’s gender. Males or females
may commit sexual harassment. Those impacted by sexual harassment may be of the same or
opposite sex. Sexual harassment may occur in any employment, student/teacher or
student/employer relationship.
Sexual harassment may consist of unwelcome sexual advances, requests for sexual favors or
other verbal or physical acts of a sexual nature, without regard to whether submission to such
conduct is made either explicitly or implicitly a term or condition of an individual’s employment,
performance appraisal, wages, advancement, assigned duties, shifts or any other condition of
employment or career development. Such actions may also constitute sexual harassment
without regard to whether such conduct may interfere with an individual’s work performance or
create an intimidating, hostile or offensive work or educational environment.
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Equal Employment Opportunity
Likewise, harassment is any verbal or physical conduct that denigrates or shows hostility toward
an employee because of the employee’s race, color, pregnancy, religion, national origin,
ancestry, age, sex, marital status, handicap, military status, sexual orientation, unfavorable
discharge from military service, order of protection status, genetic information status, or other
basis which may be protected by law. Harassment occurs when such conduct has the purpose or
effect of interfering with an employee’s work performance, creating a hostile or offensive work
environment, or otherwise adversely affecting an employee’s employment opportunities.
Verbal or physical conduct need not be of a sexual nature to constitute sexual harassment.
Hostile conduct motivated by gender may be sexual harassment. In all cases, sexual harassment
undermines the integrity of the University and is not tolerated.
Description of Sexual Harassment. There are generally two types of sexual harassment: quot
pro quo and hostile work environment. Quid pro quo sexual harassment involves tangible job
actions (such as promotions, raises, or hiring), in exchange for sexual activity or where refusal to
engage in sexual activity yields negative consequences (such as being passed over for a
promotion).
Sexual harassment prohibited by this policy also includes other types of verbal, non-verbal, or
physical conduct known as hostile work environment. The terms "intimidating," "hostile," or
"offensive" as used include conduct which has the effect of humiliation, embarrassment or
discomfort.
Examples of verbal conduct which may have such an effect include:
● Explicit sexual propositions;
● Sexual innuendo;
● Engaging in flirtations, propositions or other unwanted requests;
● Using sexually patronizing terms like "honey," "doll," "chick," "hunk," "stud," or "babe";
● Spreading rumors about another’s sexual activity;
● Suggestive comments;
● Sexual comments about another person’s body;
● Foul or obscene language;
● Insults of a sexual nature; and
● Humor or jokes about sex or gender-specific traits.
Examples of non-verbal conduct which may have such an effect include:
● Suggestive or insulting sounds;
● Obscene gestures; and
● Display of foul or obscene printed or visual material.
Examples of physical conduct which may have such an effect include:
● Sexual touching or groping;
● Touching oneself in a sexual fashion in front of others;
● Patting or pinching of a sexual nature;
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Equal Employment Opportunity
● Intentional brushing of the body;
● Non-consensual sexual intercourse or other sexual activity; and
● Sexual assault.
Description of Harassment. Harassment prohibited by this policy also includes verbal,
non-verbal, or physical conduct. The terms "intimidating," "hostile," or "offensive" as used
include conduct which has the effect of humiliation, embarrassment or discomfort. Examples of
harassment vary widely depending on the circumstances; however, common examples include:
● Racial, ethnic or other epithets;
● Racial, ethnic or other slurs;
● Racial, ethnic or other jokes;
● Inappropriate slang terms;
● Derogatory terms; and
● Threats of violence.
Retaliation Protection. It is also a civil rights violation under Illinois law for a person, or two or
more persons, to conspire, to retaliate against a person because he or she has opposed conduct
which he or she reasonably and in good faith believes to be unlawful harassment or sexual
harassment in employment or harassment or sexual harassment in higher education, or
because he or she has made a charge, filed a complaint, testified, assisted or participated in an
investigation, proceeding or hearing under the Illinois Human Rights Act.
Reporting Harassment Complaints. If you are comfortable addressing potential harassing
behavior with the offending party, you should clearly indicate the conduct is offensive and
unwelcome, and request that it stop.
If you are uncomfortable confronting the offending party directly, or if the offending behavior
continues, you may make a complaint to the offending person's supervisor or the University’s
EEO/AA Officer, Human Resource Administrator or others in authority. The EEO/AA Officer will
act promptly to investigate and take appropriate action to prevent further occurrences and
advise the complainant of the appropriate mechanism for complaint resolution.
Complaints may be resolved informally. If the informal process is unsuccessful, formal resolution
proceeds under the University’s Grievance Procedure.
Substantiated claims of harassment or sexual harassment may result in the full range of
discipline available under Bradley's policies, from a reprimand to immediate termination. The
penalty in a given case will depend on all relevant facts and circumstances.
Title IX. Complaints or concerns under Title IX are addressed separately from this Policy, and
should be directed to the University’s Title IX Coordinator.
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Equal Employment Opportunity
Procedures Available through the Illinois Department of Human Rights and the Illinois Human
Rights Commission. In addition to Bradley's internal procedures, the Illinois Human Rights Act
provides formal procedures for the filing, investigation, and adjudication of harassment and
sexual harassment complaints. In the event Bradley's internal procedures prove unsatisfactory,
any employee with a complaint of harassment or sexual harassment may initiate charges under
the Illinois Human Rights Act by contacting the Illinois Department of Human Rights (IDHR) or
the Illinois Human Rights Commission at the offices of such agencies, located in Chicago and
Springfield. The Springfield addresses are:
● Illinois Department of Human Rights 222 S. College, Room 101A Springfield, IL 62704
Telephone: (217) 785-5100
● Illinois Human Rights Commission Stratton Building, Room 404 Springfield, Illinois 62706
Telephone: (217) 785-4350
Under the Act, a charge must be filed with the IDHR within 300 days of the alleged unlawful
conduct, which, after IDHR investigation, may result in adjudication before the Illinois Human
Rights Commission. Further details on this process may be obtained from the IDHR or the Illinois
Human Rights Commission.
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Ethics
4. ETHICS
Conflicts of Interest
A reputation for integrity is essential to the University. We rely on your integrity, good
judgment, and high ethical standards to maintain that reputation. You must never use your
position for private gain, to advance personal interests or to obtain favors or benefits for
yourself, members of your families or any other individual or business. You may not use your
position or knowledge gained from your position for personal gain, or to create a conflict
between your interests and the interests of the University.
The best way to ensure propriety and to avoid even the appearance of wrongdoing is for all
University administrative and professional staff to provide prior full disclosure in writing of any
association, relationship, business arrangement, or circumstance that might suggest decisions
were made contrary to the best interest of the University. We must avoid even the appearance
that decisions were made to benefit you personally, or your family or business associates. All
such prior written disclosures should be delivered to the appropriate Directors, who will in turn
notify the appropriate Vice President.
Although we cannot list all possible situations that might involve questions of ethical conduct or
conflict of interest, the following examples are situations that are considered to be in conflict
with University interests or a violation of trust:
● Use of University Resources. For a University representative to make unauthorized use
of any University resources, including the services of University employees, for his or her
own personal benefit.
● Disclosure of Confidential Information. For a University representative, without proper
authority, to give or release to anyone not authorized to receive such information, any
data of a confidential nature secured through employment.
● Accepting Gifts. For a University representative or any dependent member of his or her
family to accept from any organization or person doing or seeking to do business with
the University a loan, gift or favor of more than nominal value. This prohibition does not
forbid normal loans made in the ordinary course from banks or financial institutions that
may have or expect to have relations with the University.
● Providing Gifts. For a University representative or any dependent member of his or her
family to provide a gift or favor of more than nominal value to any organization or
person doing or seeking to do business with the University.
● Interest in Supplier. For a University representative or any dependent member of his or
her family to have an interest in any organization that has, or is seeking to have, business
dealings with the University where there is an opportunity for preferential treatment to
be given or received except (a) with the knowledge and written consent of the
appropriate Vice President or (b) in any case where the interest is immaterial.
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Ethics
● Competition with University. For a University representative or any dependent member
of his or her family, directly or through a business organization in which he or she has a
substantial interest, to engage in any other enterprise for remuneration when the
activity is in direct competition with the University, except with the knowledge and
written consent of the appropriate Vice President.
● Property. For a University representative or any dependent member of his or her family
to buy, sell or lease any kind of property for or to the University or to any organization or
person that is or is seeking to become a supplier or competitor to the University, except
with the written approval of the appropriate Vice President.
● Employment by Supplier. For a University representative to serve as an employee,
officer or director of, or as a consultant to, or to be otherwise employed by any company
doing or seeking to do business with the University, except with the knowledge and
written consent of the appropriate Vice President.
Outside activities of University representatives should not interfere with their University duties,
time schedules or normal participation in appropriate University events unless approved by the
appropriate Vice President.
Where there is a question when interpreting the above policies, a university representative
should first consult with his or her supervisor. If there is still any reasonable doubt as to the
proper action, the full situation should be presented to the appropriate Vice President for
review and decision.
Each Division will provide employees with a conflict of commitment disclosure to be completed
on an annual basis. Changes that occur in the annual disclosure statement should be submitted
in writing to the appropriate vice president for inclusion in the personnel file.
Nepotism
For the purposes of this policy, a “relative” is any person who is related by blood or marriage, or
whose relationship with the employee is similar to that of persons who are related by blood or
marriage. This policy also applies to individuals who are not legally related but who reside at the
same address.
We will not hire a relative of a University employee if the new hire would supervise a relative, or
be supervised by a relative.
If relatives are already employed by the University, they cannot be transferred into a position
creating a supervisory relationship. If employees become relatives while they are University
employees, the University will determine an appropriate employment assignment.
In other cases involving relatives, even if there is no supervisory relationship, the University may
reassign or terminate employees.
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Ethics
Consensual Relationship
The University has a policy to ensure the employment and academic environment is free from
real or perceived conflicts of interest when Bradley University employees, students, and
affiliated individuals, in positions of unequal authority or power, are involved in consensual
romantic or sexual relationships. Complete information regarding the Consensual Relationship
Policy is available online at:
www.bradley.edu/offices/general-counsel/resources/university-policies/consensual-relations.
Non-Disclosure of Proprietary Information
The University's affairs should not be discussed with anyone outside the University except when
required in the normal course of business. Employees handling confidential information are
responsible for its security. Exercise extreme care to safeguard confidential information. These
guidelines do not prohibit the disclosure of non-confidential University information that is
routinely made available to the public. Examples include information about the University's
academic programs, services and business hours. Violation of this expectation may result in
discipline up to and including termination.
The protection of confidential business information is vital to the interest and success of the
University. Such confidential information includes, but is not limited to, the following:
● Employee compensation or other confidential personnel or payroll information (this
does not prohibit you from discussing your compensation with other employees);
● Financial information;
● Pending projects, proposals and strategic initiatives;
● Scientific data;
● Scientific formulas;
● Technological data; and
● Technological prototypes.
You may be required to sign a Non-Disclosure Agreement as a condition for employment. Any
employee who discloses inappropriate or confidential business information may be subject to
disciplinary action (up to and including termination) and legal action.
Privacy of Student Records
All University employees are responsible for compliance with University policies concerning
Privacy Rights of Students and Parents, and release of data about students. These policies are
published in the Academic Handbook and Student Handbook and are consistent with the Family
Educational Rights and Privacy Act of 1974 (FERPA). The policies apply to information in all
forms, including paper copies and computerized records. Individual offices may have specific
guidelines that you should consult.
Release of Information. Central to the privacy policies is the designation of specific student data
as “directory information”:
● Name and address, including telephone listing- local, permanent, and e-mail;
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● Major field of study; Dates of Attendance; Degrees and awards received;
● Class and full-time/part-time status;
● Approved candidacy for graduation;
● Most recent previous institution attended by the student;
● Participation in officially recognized activities and sports;
● Weight and height of athletic team members; and
● Birthday will be validated only when furnished by the person making inquiry, for positive
identification of the student.
Directory information is considered public information and may be released unless the student
has signed the appropriate form, kept on file in the Registrar's Office. A list of students who
have completed this form accompanies reports issued by the Registrar's Office. A message
regarding the “no release” request also appears on the computer screen when the student's
record is accessed. The student's information is available for internal use only and should not be
released to external parties without written authorization from the student.
Non-directory information on all students is confidential. It is made available to University
employees for legitimate educational purposes. Release of personally identifiable non-directory
information to third parties requires written approval from the student, unless a legal exception
exists.
Any requests for student information from internal or external parties, including parents,
creditors, legal authorities and employers can be forwarded to the Registrar's Office for
assistance. Parents may receive grade and registration information only if they complete a form
stating that their student is financially dependent according to IRS definitions. The Registrar's
Office maintains a file of these parent requests and responds to related inquiries.
Use of Student Information. Student information should be used only to accomplish your job.
Misuse and alteration are grounds for disciplinary action, which may include termination of
employment. Employees should follow procedures to protect the confidentiality, accuracy and
integrity of student records. Paper records should be secured; such as in locked files and
destroyed when no longer needed in accordance with the university’s records retention
schedule.
Computer Access to Student Records. Employees with authorized access to AcInquire (student
records) are responsible for anything that happens through their BUNetID. Passwords should be
confidential and changed every 365 days. Individual, rather than shared sign-ons, are required
and can be requested through the Computing Services. Computers used to access student
records should be out of view of unauthorized personnel. Only those records needed to do
one's job should be accessed.
Student Workers. When possible, student employees should not be assigned tasks that require
them to handle student records. Like other employees, student employees are responsible for
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maintaining the confidentiality, integrity and accuracy of student information. Any breaches of
confidentiality or misuse of information are grounds for termination of student employment.
Due to the sensitivity of student records and the integration of computer systems, we prohibit
computer access to student records by student employees. For rare or special projects,
temporary authorization may be requested from the Registrar.
Lists. University offices may request lists of student information through the Registrar's Office.
Questions? Questions regarding access to or privacy of student records may be addressed to
the Registrar's Office.
Whistleblower Policy
We will respond to you if you report unlawful activities or conduct within the University. This
includes reports of suspected fraud or violations of any federal, state or local law or regulation.
We prohibit retaliation against you or any other employee for making a report under this policy
or for assisting in an investigation regarding such report. If the subject matter of the report
pertains to harassment or discrimination, we will follow our separate Harassment and Sexual
Harassment Policy.
Procedure. If you have reasonable cause to believe or suspect that an unlawful activity is
occurring or has occurred within the organization, you may report such information to your
supervisor, the appropriate Vice President or the Director of Human Resources. You should
provide as much detail as possible to allow for an informed investigation. To the extent possible,
you should explain how you believe a law is being violated or has been violated.
We will conduct a thorough investigation of any alleged violation. To the extent possible, we will
endeavor to protect your confidentiality and that of any person making a report, if you wish to
remain anonymous. To that end, any written documents generated with respect to the report
and investigation will not contain your identity or name of the person making the report.
If you believe you have been subjected to any adverse action or retaliation for making a report
under this policy or cooperating in an investigation regarding such a report, you should bring
this to the immediate attention of the Director of Human Resources. If it is determined that an
employee has acted in violation of this policy, appropriate corrective action, up to and including
termination of employment, will be taken.
EthicsPoint Hotline. You may also make a confidential, anonymous report via an Ethics Hotline.
EthicsPoint, Inc. has been selected to provide you with simple, risk-free ways to anonymously
and confidentially report activities that may involve inappropriate financial, ethical or illegal
behavior. You may file a report on the secure website or by telephone through the EthicsPoint
Call Center toll-free at 877-226-2407. The EthicsPoint system will walk you through a
questionnaire where you will have the opportunity to fully report your concerns. Complete
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information about EthicsPoint and access to the reporting vehicles are available on the Human
Resource and Controller’s websites at:
https://secure.ethicspoint.com/domain/media/en/gui/23412/index.html.
Alternate Investigator. If you have a complaint involving the Director of Human Resources, you
should report the matter to the Vice President for Legal Affairs and General Counsel.
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5. EMPLOYMENT POLICIES
Attendance
Our attendance expectations are simple - report to work when scheduled, and on time. If you
will be absent from or late for work, call your supervisor prior to the start of your work-day.
Absent extenuating circumstances (severe illness, hospitalization, etc.), you should call yourself
and not have someone else call for you. Unless other arrangements are made for a prolonged
absence, call your supervisor every day you will be absent. You may be required to provide a
doctor’s note before you return to work.
If you cannot meet these attendance expectations, the following may apply:
● Employees must notify the Human Resource Department for absences in excess of five
days.
● Employees who are delayed in reporting for work and who have not notified their
supervisor of their expected tardiness may lose their right to work the balance of the
work day at the supervisor's discretion.
● Any employee who is absent from work without having notified their immediate
supervisor of the absence or the reason for it will be considered as having resigned
following the third consecutive day of absence.
● If unable to be at work because of problems related to weather, personal time, vacation
or the floating half-day holiday may be used.
Business Expenses
We provide financial reimbursement to exempt employees for approved attendance at
professional meetings and other approved travel. The funds available have been allotted to the
administrative offices, and are approved/allocated by the appropriate administrator. Complete
information regarding reimbursement for University business expenses is available online at
https://www.bradley.edu/offices/business/financial-services/policies-procedures/travel/recom
mendations.dot.
We will reimburse you for reasonable business travel expenses incurred while on assignments
away from your normal work location. All business travel must be approved in advance by your
immediate supervisor. Employees are expected to limit expenses to reasonable amounts.
● Proper documentation of travel and/or meal expenses must be sent to Accounts Payable
within 30 days;
● All receipts for expenses charged to University charge cards must be attached to the
charge card statement and returned to Accounts Payable so the University can process
the bill for payment without incurring finance charges;
● Substantiation must be provided for reimbursement for transportation, such as airline
tickets, bus receipts, taxi cab receipts and parking fees;
● For lodging reimbursement, the itemized bill from the provider must be included;
● If approved as a business expense, subscriptions, conference registrations, dues and
membership fees may be substantiated with a canceled check or receipt;
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● Foreign travel expenses must be converted to U.S. dollars before reimbursement;
● Employees who are involved in an accident while traveling on business must promptly
report the incident to their immediate supervisor. Vehicles owned, leased or rented by
Bradley University may not be used for personal use; and
● Employees should contact their supervisor for guidance and assistance on procedures
related to travel arrangements, expense reports, reimbursement for specific expenses,
or other business travel issues.
Abuse of this business travel expenses policy, including falsifying expense reports, may be
grounds for disciplinary action, up to and including termination of employment.
Computer and Communication Systems
Computer and Communication Systems Usage. IT resources are essential tools in
accomplishing Bradley University’s mission. Access to and use of Bradley University IT resources
is a privilege that extends to authorized users for use in fulfilling the mission of the university,
and for appropriate university-related activities. Bradley University IT resources include all
electronic equipment, facilities, technologies, and data used for information processing,
transfer, storage, display, printing, and communications by Bradley University. These include,
but are not limited to, computer hardware and software, computer labs, classroom
technologies such as computer-based instructional management systems, and computing and
electronic communications devices and services, email, networks, telephones, voicemail,
facsimile transmissions, video, multi-function printing devices, mobile computer devices,
multimedia and instructional materials. This definition also includes services that are owned,
leased, operated, provided by, or otherwise connected to Bradley University resources, such as
cloud computing or any other connected/hosted service provided. (Referred to as “Computer
and Communication Systems”) are owned and/or provided by the University. You are to use
Computer and Communication Systems for work purposes only; provided, however, that the
occasional and limited use of Computer and Communication Systems for personal purposes may
be allowed, as long as all use is in compliance with this policy.
The use of Computer and Communications Systems must be in accordance with the following.
We prohibit:
● Sharing or transferring authentication details to others, or using another user’s
authentication credentials such as network IDs and passwords, or other access codes or
circumventing user authentication which could allow unauthorized users to gain access
to Bradley University IT resources, except as required for administrative or business
purposes;
● Storage, display, transmission, or intentional or solicited receipt of material that is or
may reasonably be regarded as obscene, sexually explicit, or pornographic, except as
such access relates to university-related academic or research pursuits or as needed to
investigate violations of this policy or laws;
● Harassment of, threats to or defamation of others, creation of a hostile environment,
stalking, and/or illegal discrimination;
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● Deleting, examining, copying or modifying data, files, email and/or voice mail belonging
to the University, or its employees or agents, without prior consent or authorization;
● Using Computer and Communication Systems in other non-business and
non-work-related manner that the University views as inappropriate such as outside
employment, commercial activities, or other forms of private financial gain;
● Unauthorized copying of software or any data files for use on your personal computer;
● Providing copies of software or any data files to any unauthorized person;
● Installing software, including web browser toolbars, on any University workstation or
server, unless authorized to do so;
● Downloading any software from the Internet or other online service to any the
University computer workstation or server, unless authorized to do so;
● Copying or using material in violation of copyright laws or making that material available
to others for copying; Users are responsible for complying with copyright law and
applicable licenses that apply to software, files, documents, messages, and other
material they wish to download or copy; and
● Any violation of federal, state, or local laws, institutional policies, rules or guidelines, or
licensing agreements or contracts;
● Intentionally damaging, disrupting, or exposing IT resources or data to unauthorized
access or harm.
● Widespread dissemination of unauthorized email messages (e.g., mass mailings,
phishing, spam); or
● Connecting personal computing devices such as phones, tablets or laptop computers to
the University network without authorization.
● Campaigning for public office or soliciting political contributions;
● Political lobbying, except for specific employees designated to lobby on behalf of Bradley
University;
● Wagering or betting;
● More than minimal use for private or personal purposes that interferes with work or job
performance or that interferes with the activities of other employees, students, or other
authorized users.
Monitoring of Computer and Communications Systems. Employees have no expectation of
privacy in anything they create, store, send, or receive using the Computer and Communications
Systems, or in their usage of the Computer and Communications Systems. This includes, but is
not limited to, items such as:
● Computer files and software, such as documents, spreadsheets, reports, databases;
● Emails and email attachments;
● Instant messages;
● Voice mails;
● University telephone calls; and
● University cellular phone text messages.
All information produced, received, stored on, or sent from University Computer and
Communication Systems is considered a record of the University and is the property of the
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University. To ensure the proper use of Computer and Communication Systems (including email,
voice mail, text messages, instant messages and the like) the university reserves the right to
monitor and access any computer and communication system at any time, with or without any
notice other than this policy.
Consent to Access and Monitoring. By accepting or continuing employment with the university,
you consent to university access to and monitoring of: (1) Computer and Communications
Systems; and (2) all information produced, received, stored on, or sent from the university
computer and communication systems. Consent dialog boxes are also displayed when logging in
to systems. Employees are to comply with the IT acceptable use policies located online at:
https://www.bradley.edu/sites/it/about/policies/data/501.dot and
https://www.bradley.edu/sites/it/about/policies/data/502.dot.
Dress Code
During business hours or when representing the University after hours, you are expected to
present a professional appearance and dress according to the requirements of your position.
Consult your supervisor or department head with questions about what constitutes appropriate
business attire.
Grievance Procedure
Introduction. We provide our employees the right to pursue a grievance under recognized
informal and formal procedures. This policy covers regular, full-time and part-time employees.
Grievances involving students are handled according to the policy outlined in the student
handbook.
Application of Procedures. With the adoption of our Equal Opportunity and Affirmative Action
Policy (EO/AAP), and in compliance with Federal Guidelines, we ensure each employee has a
process for grieving alleged discrimination. These procedures also apply to other grievances
that address general personnel administration; i.e., recruitment and selection of all employees,
their assignment, working conditions, promotion, salaries, layoffs, termination, retirement, and
matters involving rights under Affirmative Action/Equal Employment Opportunity which directly
affect the personal interest and well-being of an individual employee.
We reserve the right to decide whether a particular issue may be grieved using this procedure.
The University will interpret the merits of the grievance equitably.
Grievance Process. Whenever possible, problems should be resolved before filing a grievance,
and we encourage open communication so a formal grievance is unnecessary. We encourage
the informal resolution of grievances at any point in the grievance process. Likewise, we
encourage the resolution of grievances at the lowest level possible.
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All efforts should be directed at resolving a grievance in the timeliest manner possible. To that
end, we view procedure time limits as maximums, and we encourage resolution well before any
time limit expires.
Informal Grievance. If you believe you have been treated unfairly through the action of another
employee, a supervisor, or other persons acting for the University, you may bring an Informal
Grievance.
1. You should first discuss the grievance with your immediate supervisor and attempt to
resolve the issue.
2. If the grievance remains unresolved, you may discuss it with the department head. The
department head should act to resolve the grievance within five working days after its
receipt.
3. If circumstances prevent using Steps 1 and 2, or if the department head does not resolve
the grievance within five working days, you may discuss the grievance with the
administrator to whom the department head reports. In matters involving issues of
equal opportunity and discrimination, discuss the grievance with the Director of Human
Resources.
4. If the grievance reported to the Director of Human Resources resulted from a violation
of personnel policies, the Director will bring the matter to the attention of the
appropriate administrator. The administrator shall take or direct appropriate
administrative steps to enforce the policy, plan, or law, and to resolve the grievance.
Each administrative level that is unsuccessful in resolving the grievance shall inform the
grievant of the next appropriate administrative level.
5. If you believe you received discriminatory treatment and cannot resolve the issue within
your internal structure, you should contact the Director of Human Resources.
6. The Informal Grievance process should not exceed twenty-five days.
Formal Grievance. If the grievance alleges discrimination and could not be resolved as an
Informal Grievance, you may submit a written appeal to the appropriate Vice President (who
shall forward a copy to the Director of Human Resources) to have the grievance considered by a
formal Grievance Committee. The Grievance Committee will make a recommendation to the
appropriate administrative officer.
If the grievance results from a violation of personnel policies, employment law, or alleges
discrimination, you may file a grievance directly with the Director of Human Resources.
A request for a formal grievance hearing shall contain the following:
● Name, address and telephone number of grievant;
● Event(s) causing the grievance and the date(s) of occurrence;
● Place(s) that event(s) occurred;
● The nature of the grievance (e.g., hiring, promotion, downgrading, job assignment,
termination, benefits or other factors). If the grievance alleges discrimination, include
the type of discrimination (e.g., race or color, religion, sex, national origin, disability, age,
or other factor);
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● Names and, if possible, titles of persons involved; and
● Remedy sought.
Once you file a grievance, we do not permit any revisions or additions.
Forms for filing complaints of discrimination along with the Grievance Report form are available
in the Human Resource Department. The appropriate Vice President will either approve or deny
the formal grievance request. The appropriate Vice President may appoint and seek the advice
of an ad-hoc subcommittee in determining whether the grievance merits a formal review. When
the request is approved or denied, the appropriate Vice President shall state the reasons in
writing and forward a copy approval/denial to the individual who filed the grievance,
appropriate administrators, and the Director of Human Resources. If the grievance request is
approved, the Director of Human Resources will direct the grievance to the appropriate
Grievance Committee. The Grievance Committee should meet, if possible, within 15 days.
The Grievance Committee shall be convened by the appropriate Vice President. The Committee
shall be composed of a cross-section of employees within the University. The Committee will
consist of no fewer than seven members. The Director of Human Resources and Equal
Employment Opportunity/Affirmative Action shall serve as advisor of the committee but shall
have no vote.
The Grievance Committee shall hear the grievance together with such witnesses as it deems
necessary. The Committee shall then prepare written recommendations and forward them to
the appropriate Vice President within five working days of the close of the hearing.
The Grievance Committee shall make every reasonable effort to reach its findings, make its
recommendations, and present its report to the appropriate Vice President within thirty
working days of the Committee’s formation for review and action by the appropriate
administrator. You, the involved supervisor, department head or unit head may appeal in writing
the appropriate administrator’s decision to the President. The appeal must be made within
three working days of receipt of the appropriate administrator’s decision. The decision of the
President shall be final.
The University Affirmative Action Officer shall be involved in and receive a copy of the
proceedings and results of all grievances alleging discrimination, violations of personnel
policies, the University’s Affirmative Action Plan, or employment law.
Non-Retaliation. You may use the Grievance Procedure without fear of prejudice or retaliation.
Any retaliatory action of any kind taken by a University employee against another University
employee as a result of the person using these procedures, cooperating in an investigation, or
participating in these procedures is a separate and distinct grievable matter.
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Employment Policies
Parking
If you want to park on University property you must register your vehicle and purchase a
parking permit. The Controller’s Office (Swords Hall) issues parking permits. The Parking Office
in Macmillan Hall can answer your parking questions. Once your hire is finalized, you may
purchase a parking permit online at https://bradley.t2hosted.com/Account/Portal. Parking fees
are subject to change.
Rules. We expect you to observe all parking rules. You may park only in designated spaces and
observe posted speed limits. During certain events and at any time the University may deem
necessary, parking on campus may be restricted.
Violation of parking rules may result in a traffic citation or revocation of parking privileges.
Citations issued for a traffic violation must be paid or appealed promptly.
Damage/Theft. We recommend you keep your car locked. We assume no responsibility for
damage to or theft of any automobile, or any personal property left in automobiles while in our
parking lots.
Personal Data Changes
To maintain current personnel records, the following changes may be initiated in ADP. See also
the handbook section on ADP. You can access ADP online at:
https://www.bradley.edu/offices/business/financial-services/payroll/adp-ess-sso/
● Home address;
● Telephone number;
● Campus building and room number;
● Work phone number;
● Marital status;
● Federal/State tax forms;;
● Direct deposit information;
● Persons to be notified in case of emergency;
● Beneficiary designations for the University’s life insurance plan;
Beneficiary changes for the TIAA 403(b) plans must be made online at tiaa.org.
Contact the Human Resource Department for any other significant changes to be reflected in
the personnel record, including qualifying events which may allow you to change benefit
elections.
Severe Weather
Class cancellations and/or University closings due to severe weather or other reasons are rare
events. The Provost, in consultation with appropriate administrative offices, will make the
decision regarding class cancellations or University closings.
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Employment Policies
It is important to distinguish between class cancellations and University closings because of the
significant residential population on campus and the necessary associated life and safety
support systems provided to students by our employees. Class cancellations do not necessarily
mean the University is closed.
When classes are canceled or the University closes, the University will distribute the message in
several ways including text messages, web alerts, email and local news media. Employees may
also call 309-677-4000 for updates during severe weather conditions. Faculty and staff are
strongly encouraged to register for University emergency text messaging at:
https://www.bradley.edu/emergency/.
Without a formal class cancellation or University closing, any employee absent from the campus
during periods of inclement weather, are required to use vacation time. Department Directors,
or their designee, have the discretion to determine if alternate work arrangements, such as
remote work, are appropriate given the circumstances.
If the University closes for a full or partial day, employees scheduled to work will be paid for the
time the University is closed. Employees who are not scheduled to work and those who have
scheduled vacation time will not receive pay under this policy.
Solicitation
Unrestricted solicitation on University premises interferes with the normal University
operations, negatively affects employee efficiency, and annoys the campus community. For
those reasons, we prohibit solicitation, or distribution of literature on our premises, whether
made by employees, individuals, or groups not associated with the University.
There are a few exceptions:
● University sponsored or organized solicitations may be permitted during work hours;
● Solicitations for gifts or expressions of sympathy to fellow employees or their families
may be permitted on certain occasions, provided you obtain prior approval;
● Employee solicitation is only permitted outside of work time and outside of work areas.
Working time is the time you are assigned to perform your job. Solicitation is also
prohibited if it causes interruption to another employee's work time. Work time does
not include your meal period. Work areas do not include areas where work is generally
not conducted, such as a break area; and
● Employee distribution may only occur during the same time you are permitted to solicit.
Distribution can occur only in non-working areas.
Report immediately to University Police any activity by non-University personnel in violation of
these rules.
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Student and Visitor Relations
We must all make an extra effort to provide our students and visitors with the best possible
service. Treat students and visitors with courtesy and respect.
● Treat students and visitors the same thoughtful way you would like to be treated by
others;
● Avoid condescending or impolite behaviors;
● Pay attention to students or visitors and do not keep them waiting an unreasonable
amount of time;
● When a student or visitor approaches you with a question or complaint, give the matter
your immediate attention; and
● If a student or visitor becomes abusive or argumentative and you feel you cannot
properly handle the situation, refer the student or visitor to your supervisor.
Telephone Calls and Mail
Please limit your personal phone calls and use of University mail services. Any communication
sent out on University stationery may be construed as official communication and, therefore, do
not use University stationery for personal correspondence.
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Safety
6. SAFETY
After Hours Safety Escort
If work requires you to be on campus after hours, you may call the University Police Department
at Ext. 2800 for a safety escort to your vehicle when leaving campus.
Cellular Phone Usage While Driving
You may not operate a cell phone while driving on University business, except under the
following circumstances authorized by Illinois law:
● Using a cell phone in hands free or voice-operated mode;
● Using a cell phone while parked on the shoulder of a roadway; or
● Using a cell phone when the vehicle is stopped due to normal traffic being obstructed
and you have the motor vehicle transmission in neutral or park.
Note that in other states or municipalities, the use of a cell phone while driving may be
prohibited. Texting while driving is always prohibited by this policy and state law. Violations may
result in disciplinary action up to and including termination.
Drug Free Workplace Policy
Purpose and Goal. Consistent with the Drug Free Workplace Act of 1988, the University is
committed to protecting the safety, health and well-being of all employees, students, and other
individuals in our workplace. We recognize that alcohol abuse and drug use pose a significant
threat to our goals. We have established a drug-free workplace program that balances our
respect for individuals with the need to maintain an alcohol and drug-free environment.
Covered Workers. Any individual who conducts business for the organization, is applying for a
position or is conducting business on the organization's property is covered by our drug-free
workplace policy. Our policy includes, but is not limited to executive management, managers,
supervisors, full-time employees, part-time employees, volunteers, interns, and on-call
employees.
Applicability. Our drug-free workplace policy is intended to apply whenever anyone is
representing or conducting business for the organization. Therefore, this policy applies during
all working hours, whenever conducting business or representing the organization, while on call,
paid standby and while on organization property.
Prohibited Behavior. Our policy prohibits:
● Manufacturing, distributing, possessing, dispensing, being under the influence of, or
using illegal drugs or alcohol (with exceptions) on our premises, while on working time;
and/or while representing us;
● The unlawful use of a lawful drug, e.g., using prescription drugs that have not been
prescribed for you.
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Safety
An “Illegal Drug” includes any drug (a) which is not legally obtainable; (b) which may be legally
obtained but has not been legally obtained; (c) or which is being used in a manner or for a
purpose other than as prescribed. Examples include marijuana, cocaine, opiates,
amphetamines, methamphetamines and PCP and other drugs made illegal under federal or
state law. Illegal drugs also include Controlled Substances as defined in Schedules I through V of
§202 of the federal Controlled Substances Act (21 U.S.C. §812), and further defined by
regulation at 21 C.F.R. §1308.11 – 1308.15.
Legal drugs include over-the-counter drugs, and prescribed drugs that have been legally
obtained and are being used by the person for whom the prescription was written.
Alcohol Use. We recognize that in connection with social functions at which alcoholic
beverages are served, the consumption of alcohol by our employees may be appropriate;
therefore, the responsible consumption of alcohol at University sponsored or sanctioned social
or business events is permissible. Employees are reminded, however, of the following
obligations in connection to work-related alcohol usage.
● You are not to consume alcohol while on our premises unless in connection with a
sanctioned activity at which alcohol is being served; and
● You are reminded that at all times you represent the University and, therefore, your
consumption of alcohol at such events should not conflict with generally accepted
norms and/or standards of conduct.
Testing. Consistent with the above, we may require alcohol and drug testing (blood, urine,
saliva, hair or other test) of employees under certain circumstances. The testing that may be
required includes:
● Suspicion of Abuse. If we have a reasonable basis, in our sole discretion, to believe that
an employee's job performance or conduct is being affected by alcohol or the use of
illegal drugs or that the employee is under the influence of such substances while at
work, we reserve the right to require drug and/or alcohol testing.
● Suspicion of Abuse – Marijuana. Likewise, we may require testing when we consider an
employee to be under the influence of marijuana. In this case we will consider employee
behaviors or issues such as:
o Speech;
o Physical dexterity, agility, or coordination;
o Demeanor;
o Irrational or unusual behavior;
o Negligence or carelessness when operating equipment or machinery;
o Disregard for the safety of others; and
o Involvement in an accident resulting in serious damage to equipment or injury to
the employee or others (see below).
● Post-Accident. We require testing of employees involved in a work-related accident.
Typically, an "accident" is an occurrence that results in: a death; bodily injury requiring
medical treatment away from the scene of the accident; or an occurrence resulting in
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Safety
damage to property in an amount of $1000.00 or more. Testing will occur as soon as
possible after the accident; however, we will not delay necessary medical attention for
an injured employee following the accident. Each employee whose performance could
have contributed to the accident will be tested.
Notification of Convictions. Any employee who is convicted of a criminal drug violation in the
workplace must notify the Human Resource Department in writing within five calendar days of
the conviction. The organization will take appropriate action within 30 days of notification.
Consequences. One of the goals of our drug-free workplace program is to encourage
employees to seek help voluntarily with alcohol and/or drug problems. If, however, an individual
violates the policy, the consequences are serious. Employees, or other individuals, violating this
policy may be subject to arrest by appropriate legal officials. Employees may be required to
complete an approved drug or substance abuse program, or be subject to University discipline,
up to and including immediate dismissal. Sanctions including future prohibition against
employment and use of University facilities may be imposed upon any individual guilty of
violating this policy.
Assistance. We recognize that alcohol and drug abuse and addiction are treatable illnesses. We
also realize that early intervention and support improve the success of rehabilitation. To support
our employees, our drug-free workplace policy encourages employees to seek help if they are
concerned that they or their family members may have a drug and/or alcohol problem.
Where an employee initiates a request for assistance to participate in an approved drug or
substance abuse assistance or rehabilitation program, the University may assist the employee
by granting a leave of absence, or revising the employee's work schedule to allow participation.
The program must be approved, continuous and completed with appropriate certification of
completion. Should a program be started and voluntarily not completed, or if the individual is
rejected from the program due to continued abuse or non-compliance with program
requirements, employment with the University may be terminated.
The University provides additional information about programs and other relevant information
sources through the Human Resource Department or the Employee Assistance Program.
Confidentiality. All information received by the University through the drug-free workplace
program is confidential communication. Access to this information is limited to those who have
a legitimate need to know in compliance with relevant laws and management policies.
Shared Responsibility. A safe and productive drug-free workplace is achieved through
cooperation and shared responsibility. Both employees and administration have important roles
to play.
All employees are required not to report to work or be subject to duty while their ability to
perform job duties is impaired due to on- or off-duty use of alcohol or other drugs.
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Safety
In addition, employees are encouraged to:
● Be concerned about working in a safe environment; and
● Use the Employee Assistance Program.
It is the supervisor's responsibility to:
● Inform employees of the drug-free workplace policy;
● Observe employee performance; and
● Document negative changes and problems in performance.
Communication. Communicating our drug-free workplace policy to both supervisors and
employees is critical to our success. To ensure all employees are aware of their role in
supporting our drug-free workplace program:
● All employees will receive a written copy of the policy;
● The policy will be reviewed in orientation sessions with new employees;
● The policy and assistance programs will be reviewed at safety meetings; and
● Supervisors who suspect they have an employee with an alcohol or drug problem should
contact the Human Resource Department.
Recreational and Medical Cannabis Laws. We will not penalize employees solely for their
status as a registered qualifying patient under Illinois’s medical marijuana law, or their legal use
of marijuana under the Cannabis Regulation and Tax Act and Right to Privacy in the Workplace
Act, unless failing to do so would put us in violation of federal law or unless failing to do so
would: impact our ability to comply with federal or State law; cause us to lose a federal or State
contract or funding; or lose other monetary or licensing-related benefit under federal law or
rules, including but not limited to the Drug Free School and Campus Act. No employee,
however, may possess or use medical or recreational marijuana on work time or on our
premises, including all vehicles, unless allowed by law. Employees must also not be under the
influence of marijuana while at work. In all other respects, we expect employees to abide by
this policy.
Compliance with Drug-Free School and Communities Act. In compliance with the Drug-Free
School and Communities Act of 1989, the University recognizes an academic community can be
harmed by the abuse of alcohol and the use of other drugs. Education, or the process of
learning, can be especially impaired. Substance abuse can create serious health problems,
strained social interactions and decreased productivity. Problems associated with illicit use and
abuse of substances harm the University and the community at large. Such problems are not
identified with particular socioeconomic groups or age levels.
We promote an environment that reinforces healthy, responsible living; respect for community
laws; campus standards and regulations; the individual’s responsibility within the community
and the intellectual, social, emotional, spiritual or ethical and physical well-being of its
community members.
Exempt Employee Handbook Updated November 2023 29
Safety
Safety Supervisor
To assist in providing a safe and healthy work environment for employees, students and visitors,
Bradley University has established a workplace Safety Supervisor.
The Safety Supervisor is responsible for implementing, administering, monitoring and
evaluating workplace safety. Safe work practices depend on your alertness and personal
commitment.
We expect you to obey safety rules and exercise caution in all work activities. You must
immediately report any unsafe condition to your supervisor.
University Police Department
The University Police Department provides protection and other services to assist the
administration in conducting University business. If you need on-campus assistance, the
University Police Department should be called at Ext. 2000.
Use of Equipment and Vehicles
Equipment and vehicles essential in performing job duties are expensive and may be difficult to
replace. When you are using University property, we expect you to perform required
maintenance and follow all operating instructions, safety standards and guidelines. You should
exercise care to ensure that improper, careless, or unsafe use and operation of equipment or
vehicles do not happen.
Please notify your supervisor if any equipment, machines, tools or vehicles appear to be
damaged, defective or in need of repair. Prompt reporting could prevent injury to you, your
fellow employees, or others. Your supervisor can answer any questions about your
responsibility for maintenance and care of equipment or vehicles used on the job.
Violence in the Workplace
Expected Employee Conduct. We expect you to demonstrate common courtesy and engage in
safe and appropriate behavior on the job at all times. Any involvement in physical violence or
threats of violence is unacceptable behavior.
Civility and Respect. Interpersonal conduct or violent acts that injure, frighten, threaten, or
exploit an individual show a lack of respect for your fellow employee. Bullying and similar
conduct are prohibited and may also violate the Sexual Harassment and Harassment Policies.
Such behavior should be reported to your supervisor immediately.
Off-duty and Off-site Conduct. You are responsible for your conduct on University premises,
whether you are on or off duty. Our general rules of conduct and behavior expectations also
apply any time you are working for or are representing the University away from our premises.
Exempt Employee Handbook Updated November 2023 30
Safety
Discipline. We will promptly investigate any physical or verbal altercation, threats of violence, or
other conduct that threatens the health or safety of other employees, students or the public. All
physical altercations are treated as gross misconduct and may result in disciplinary action, up to
and including immediate termination of employment.
Weapons in the Workplace
Purpose. The University adopted a Policy to regulate the presence and use of Weapons on its
properties and to comply with the Firearm Concealed Carry Act, 430 ILCS 66/1, et seq. ("Act")
and regulations adopted under the Act ("Regulations"). We are committed to providing a safe
and secure environment for the University community and visitors. In support of this
commitment, we restrict the possession or use of Weapons on all property owned, leased, or
controlled by the University ("University Property").
This Policy applies to all persons who in any capacity for any reason are on University Property
or in a vehicle owned, leased or controlled by the University ("University Vehicle"). It also
applies to all University employees when acting within the scope of their employment.
A full version of this policy was approved for implementation by the Bradley University Board of
Trustees on August 1, 2014, and is available online at:
https://www.bradley.edu/campuslife/student-conduct/policies/.
Workplace Injuries
Safety. We expect you to perform work in a safe and responsible manner. You must maintain
your work area in a safe condition.
Reporting Workplace Injuries. Any workplace injury or illness, no matter how slight, should be
reported to your supervisor as soon as possible, but no later than the end of your scheduled
work day in which the injury/illness occurs or when you realize you have suffered a work-related
injury/illness. Failing or refusing to report a workplace injury or illness of which you are aware is
a violation of this policy. Supervisors must notify the Human Resource Department of any
reports. If you require medical treatment, we will send you to an immediate care facility, or
emergency room by ambulance as appropriate. You have the right to choose your own health
care provider.
You must complete a Work Related Accident Report form and Statement of Injured as soon as it
is prudent, and your supervisor must complete a Supervisor’s Report of Accident. Accident
forms are available on the Human Resource Website at:
https://www.bradley.edu/offices/business/human-resources/benefits/workers-compensation/.
These reports must be sent to the Human Resource Department as soon as possible.
Severe Injuries or Illness. In the event of severe injuries or sudden illness, call an ambulance if:
● A situation appears serious;
Exempt Employee Handbook Updated November 2023 31
Safety
● The person is unconscious or unable to move;
● There are signs of heavy bleeding;
● There are other abnormal signs; and
● Notify the University Police Department, Ext. 2000, so it may be of assistance.
Remember, if any doubt exists, call an ambulance first, others next. Provide whatever first aid
you can until medical help arrives, but only what you are trained to do.
FMLA. A work-related injury eligible for workers’ compensation coverage may also constitute a
serious health condition under the FMLA. Time taken to receive treatment and recover from a
work-related injury will be counted as “medical leave” for purposes of accounting for twelve
weeks entitlement of the employee under the FMLA policy.
Rights and Protections.
● You have the right to report work-related injuries and illnesses (please follow the
reporting procedure listed above); and
● Employers are prohibited from discharging or in any manner discriminating against
employees for reporting work-related injuries or illnesses.
Exempt Employee Handbook Updated November 2023 32
Payroll
7. PAYROLL
Employment Categories
Exempt Employees. Employees covered by this Handbook are those designated as exempt.
Exempt employees are ineligible for overtime pay. They are expected to work whatever hours
are needed to ensure their work is completed in accordance with our requirements. As
appropriate we observe the Department of Labor’s “salary basis” regulations that provide (with
limited exceptions) that exempt employees must receive their full weekly salary not subject to
reduction because of variations in the quality or quantity of the work performed. Improper
deductions from an exempt employee’s salary are prohibited. If you believe you have been
subject to an improper deduction, we encourage you to contact the Human Resource
Department. Exempt employees will be reimbursed for any improper deductions. If there is a
conflict or question between the policies in this Handbook and the Department of Labor
regulations, the regulations will be controlling.
Regular Full-Time. Regular Full-Time employees are not in temporary status and are regularly
scheduled to work 30 or more hours per week. Generally, they are eligible for the University’s
benefit package, subject to the terms, conditions and limitations of each benefit program.
Regular Part-Time. Regular part-time employees are not in temporary status and are regularly
scheduled to work less than 30 hours per week. Regular part-time employees are eligible for
certain benefits subject to the terms, conditions and limitations of each benefit program.
Temporary. Temporary (part-time or full-time) employees are hired on an interim basis, e.g.,
temporarily supplement the workforce, or to assist in the completion of a specific project.
Employment assignments in this category are of limited duration. Employment beyond any
initially-stated period does not change temporary employment status. Temporary employees
retain that status unless and until notified of a change. While temporary employees receive all
legally-mandated benefits, they are ineligible for Bradley University’s benefit programs.
Administrative Pay Corrections
The University seeks to ensure employees are paid promptly on the scheduled payday and that
payroll checks are accurate. If there is an error on the payroll check, the employee should
promptly bring the discrepancy to the attention of the Payroll Department.
Overpayments will be corrected in the next regular payroll check unless this presents a burden
to the employee (where there is a substantial amount owed). It is expected that overpayments
will be returned, either directly or through payroll deduction, as soon as practicable. It is the
employee’s responsibility to identify under or overpayments. The Human Resource and Payroll
Departments will counsel with the employee regarding the repayment of wages received in
error.
Exempt Employee Handbook Updated November 2023 33
Payroll
Changes in Tax Status.
If a change in the number of your dependents or your marital status occurs, you may wish to
update your income tax withholdings. This can be done at any time in the ADP system. For
assistance, you can contact the Payroll Department.
Direct Deposit/Payroll Debit Cards
Direct Deposit. Information to set up Direct Deposit will be included in the onboarding process
emailed to you from ADP Security Services. You have the option to either set up Direct Deposit
to your banking institution, or you may enroll in the Wisely Debit Card that is offered. If Direct
Deposit is not set up by your second pay period, your payment will be deposited on a Wisely
Debit Card, and you will receive a packet in the mail (to your home address) with your Wisely
Debit Card. Changes can be made to your direct deposit choices at any time in the ADP system.
For assistance, you can contact the Payroll Department.
Payday. You will be paid on the first day of each month, except as noted below:
● If the first day of a month falls on Saturday or Sunday, pay day will be on the Friday
immediately preceding the first day of the month;
● The January 1 pay day is the last banking day in December; and
● Exceptions to the pay schedule will be communicated by the Office of Financial Services.
Extra Compensation
Regular status salaried employees normally do not receive extra compensation for the
performance of sponsored programs.
Participation in Community Affairs
We encourage employees to participate in community affairs. Time spent in such activities
should be outside your working hours, such time is not typically considered hours worked for
pay purposes.
If you engage in any political activity, you must do so as an individual and not a representative of
the University. Campaigning, fundraising and other partisan political activities must be
conducted on your own time. You should inform the appropriate Vice President or Athletic
Director of your intentions to seek public office or accept an appointment to public office.
Work Schedules
Work schedules vary throughout the University. Your supervisor will provide you with your
individual work schedule. Staffing needs and operational demands may necessitate variations in
starting and ending times, as well as variations in the total hours that may be scheduled each
day and week. Supervisors will schedule meal periods to ensure necessary coverage for the
department.
Exempt Employee Handbook Updated November 2023 34
Payroll
Remote Work
Remote work is an arrangement whereby an employee is regularly scheduled to work away
from their assigned campus workspace in an approved workspace. Employees may work
remotely on a daily basis or have a partial remote work arrangement where the employee
works remotely on specified days or during specified hours. Remote work agreements must be
reviewed and approved by an employee’s supervisor and Human Resources. Complete
information regarding the remote work policy is available online at:
https://www.bradley.edu/offices/business/human-resources/employee-info/remote-work/.
Employees may be allowed to work remotely on an intermittent or temporary basis at their
supervisor’s discretion. In these instances, a remote work agreement may not be required.
Exempt Employee Handbook Updated November 2023 35
Paid Time Off and Leaves of Absence
8. PAID TIME OFF AND LEAVES OF ABSENCE
Bereavement Leave
Eligibility. We grant bereavement leave with pay to all regular full-time and part-time
employees upon the death of an immediate family member as defined below. Temporary
employees are ineligible for paid bereavement leave, but may take unpaid leave with supervisor
approval.
Leave Benefit. Eligible full-time employees receive three days of paid bereavement leave at
their regular rate of pay. Eligible part-time employees receive a prorated amount of paid leave.
You may qualify for additional unpaid time off under the Family Bereavement Leave policy or
your supervisor may approve additional time off for bereavement purposes. You may use other
available paid time off (vacation or floating holiday) to cover the absence. If paid time is
exhausted, the additional bereavement leave will be without pay.
For the three days of paid time off, immediate family member includes: brother; brother-in-law;
child; daughter-in-law; father; father-in-law; grandchild; grandparent; grandparent-in-law; legal
guardian; mother; mother-in-law; sister; sister-in law; son-in-law; spouse; stepchild;
step-parent, step-parent-in-law and individuals who stood “in loco parentis” (as defined by the
FMLA).
Family Bereavement Leave
Certain employees may also be eligible for unpaid bereavement leave time.
Eligiblility. Eligible employees are those employees eligible for leave under the Family and
Medical Leave Policy.
Reasons for Leave. An eligible employee may take leave in the event of:
● the death of a covered family member defined as an employee's child, stepchild, spouse,
domestic partner, sibling, parent, mother-in-law, father-in-law, grandchild, grandparent,
or stepparent.
● a stillbirth;
● a miscarriage;
● an unsuccessful reproductive procedure;
● a failed adoption match or an adoption that is not finalized because it is contested;
● a failed surrogacy agreement; or
● a diagnosis that negatively impacts pregnancy or fertility.
Leave Benefit. Eligible employees may take 10 work days leave time to:
● grieve;
● attend the funeral or alternative to a funeral of a covered family member; or
● make arrangements necessitated by the death of the covered family member.
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Paid Time Off and Leaves of Absence
Pay. Family Bereavement Leave is without pay; however, eligible employees may use available
paid bereavement leave, vacation, or floating holiday during Family Bereavement Leave.
Restrictions. Family Bereavement Leave must be completed within 60 days after the date the
employee receives notice of the event. Employees must give their supervisor at least 48 hours
notice before taking leave, unless not reasonable or practicable. In the unfortunate instance of
more than one event in a 12-month period, the employee is entitled to a total of six weeks
Family Bereavement Leave.
Domestic, Sexual, and Gender-Based Violence Leave
Pursuant to the Illinois Victims' Economic Security and Safety Act (“VESSA”), we grant leave to
our employees who are victims of domestic, sexual, or gender-based violence or to those who
have family members who are victims of domestic, sexual, or gender-based violence and whose
interests are not averse to the employee as it relates to the domestic, sexual, or gender-based
violence based upon the following requirements, terms and conditions.
Eligibility. All employees are eligible for leave under this policy. Employees are entitled to a
maximum of 12 weeks of leave during a 12-month period.
Reasons for Leave. An employee who is a victim of domestic, sexual, or gender-based violence
or who has a family or household member who is a victim of domestic, sexual, or gender-based
violence and whose interests are not averse to the employee as it relates to the domestic,
sexual, or gender-based violence may be entitled to leave for the following reasons. ("Family or
household member" means a spouse, parent, son, daughter, and persons jointly residing in the
same household.)
● Seeking medical attention for or recovering from physical or psychological injuries
caused by domestic, sexual, or gender-based violence to the employee or the
employee's family or household member;
● Obtaining services from a victim services organization for the employee or the
employee's family or household member;
● Obtaining psychological or other counseling for the employee or the employee’s family
or household member;
● Participating in safety planning, temporarily or permanently relocating, or taking actions
to increase the safety of the employee or the employee's family or household member
from future domestic, sexual, or gender-based violence or ensure economic security;
and
● Seeking legal assistance or remedies to ensure the health and safety of the employee or
the employee's family or household member, including preparing for or participating in
any civil or criminal legal proceeding related to or derived from domestic, sexual, or
gender-based violence.
Exempt Employee Handbook Updated November 2023 37
Paid Time Off and Leaves of Absence
Notice. You should give at least 48 hours’ notice prior to the commencement of your leave,
unless such notice is not practicable. If you cannot give 48 hours’ notice, you must provide
certification of your need for leave as described below.
Certification. We will require you to provide certification that you or your family or household
member is a victim of domestic, sexual, or gender-based violence, and the leave is for one of
the purposes outlined above.
You must provide certification to us within a reasonable period after the certification is
requested. The certification may take the form of a sworn statement by the employee, and
upon obtaining such documents, the employee shall provide:
● Documentation from an employee or volunteer of a victim services organization, an
attorney, clergy member, or a medical or other professional from whom the employee or
the employee's family or household member has sought assistance; or
● A police or court record; or
● Other corroborating evidence.
Confidentiality. All information pertaining to the use, notice and certification of domestic and
sexual violence leave provided to us will be retained in the strictest confidence, except to the
extent that disclosure is requested or consented to in writing by you or otherwise required by
applicable law.
Intermittent Leave. Intermittent leave or reduced leave (i.e., taking leave in separate blocks of
time, rather than leave for a continuous period of time) may be available.
Unpaid Leave. Domestic, sexual, or gender-based violence leave is without pay. You may
decide, however, to substitute for VESSA leave an equivalent amount of available vacation, or
sick leave (as appropriate), until such paid leave has been exhausted. In no situation may you
duplicate benefits or attempt to use benefits simultaneously that would result in you receiving
benefits greater than 100% of your salary. The remaining weeks of leave will be without pay,
unless the leave otherwise qualifies for payment under our short-term disability plan.
Health and Medical Benefits. During leave, your health benefits will be continued under the
same conditions as if you had remained actively employed. If leave is unpaid, you still must pay
your portion of the premiums.
Other Benefits. During leave, other benefits do not continue to accrue.
Reporting. We may require you to report periodically, in writing, of your status and intention of
returning to work upon completion of leave.
Return to Work. Upon completion of leave, we will restore you to the position you held prior to
the leave, or to a substantially equivalent position, subject to exceptions as provided by law.
Exempt Employee Handbook Updated November 2023 38
Paid Time Off and Leaves of Absence
Family and Medical Leave
Family and medical leave may be granted based upon the following requirements. Pursuant to
the United States Department of Labor, employees may have certain rights and obligations
under the Family and Medical Leave Act.
Basic Leave Entitlement. FMLA requires covered employers to provide up to 12 weeks of
unpaid, job-protected leave to eligible employees for the following reasons:
● For incapacity due to pregnancy, prenatal medical care or child birth;
● To care for the employee’s child after birth, or placement for adoption or foster care;
● To care for the employee’s spouse, son, daughter or parent, who has a serious health
condition; or
● For a serious health condition that makes the employee unable to perform the
employee’s job.
Military Family Leave Entitlements. Eligible employees whose spouse, son, daughter or parent
is on covered active duty or call to covered active duty status may use their 12-week leave
entitlement to address certain qualifying exigencies. Qualifying exigencies may include
attending certain military events, arranging for alternative childcare, addressing certain financial
and legal arrangements, attending certain counseling sessions, and attending post-deployment
reintegration briefings. FMLA also includes a special leave entitlement that permits eligible
employees to take up to 26 weeks of leave to care for a covered service member during a single
12-month period. A covered service member is:
● A current member of the Armed Forces, including a member of the National Guard or
Reserves, who is undergoing medical treatment, recuperation or therapy, is otherwise in
outpatient status, or is otherwise on the temporary disability retired list, for a serious
injury or illness; or
● A veteran who was discharged or released under conditions other than dishonorable at
any time during the five-year period prior to the first date the eligible employee takes
FMLA leave to care for the covered veteran, and who is undergoing medical treatment,
recuperation, or therapy for a serious injury or illness.
Note that the definitions of “serious injury or illness” for current service members and veterans
are distinct from the FMLA definition of “serious health condition”.
Benefits and Protections. During FMLA leave, the University must maintain an employee’s
health coverage under its group health plan on the same terms as if the employee had
continued to work. The employee portion of insurance premiums is to be paid by payroll
deduction. In the event an employee does not receive a paycheck, the employee portion is to
be paid to the University by cash or check. If the employee portion is not paid, the insurance
benefit may be canceled unless alternative arrangements are made. For specific details, see the
Human Resource Department. Upon return from FMLA leave, most employees must be restored
to their original or equivalent positions with equivalent pay, benefits, and other employment
Exempt Employee Handbook Updated November 2023 39
Paid Time Off and Leaves of Absence
terms. Use of FMLA leave cannot result in the loss of any employment benefit that accrued
prior to the start of an employee’s leave.
Eligibility Requirements. Employees are eligible if:
● They have worked for a covered employer for at least 12 months;
● Have 1,250 hours of service in the previous 12 months; and
● If at least 50 employees are employed by the employer within 75 miles.
Definition of Serious Health Condition. A serious health condition is an illness, injury,
impairment, or physical or mental condition that involves either an overnight stay in a medical
care facility, or continuing treatment by a health care provider for a condition that either
prevents the employee from performing the functions of the employee’s job, or prevents the
qualified family member from participating in school or other daily activities. Subject to certain
conditions, the continuing treatment requirement may be met by a period of incapacity of more
than three consecutive calendar days combined with at least two visits to a health care provider
or one visit and a regimen of continuing treatment, or incapacity due to pregnancy, or
incapacity due to a chronic condition. Other conditions may meet the definition of continuing
treatment.
Use of Leave. An employee does not need to use this leave entitlement in one block. Leave can
be taken intermittently or on a reduced leave schedule when medically necessary. Employees
must make reasonable efforts to schedule leave for planned medical treatment so as not to
unduly disrupt the employer’s operations. Leave due to qualifying exigencies may also be taken
on an intermittent basis.
Substitution of Paid Leave for Unpaid Leave. FMLA leave is without pay, except that you will be
required to substitute paid vacation, or sick leave (as appropriate) for FMLA leave until such
paid leave has been exhausted. Leave that qualifies as paid leave under short-term disability
also runs concurrently with FMLA leave and no other paid time off is substituted for this leave.
Leave that qualifies as paid leave under state workers’ compensation laws also runs
concurrently with FMLA leave and no other paid time off is substituted for this leave. In no
situation may you duplicate benefits or attempt to use benefits simultaneously that would
result in you receiving benefits greater than 100% of your base hourly or salary rate. After all
types of paid leave have been exhausted, the remaining FMLA leave will be without pay.
Employee Responsibilities. Employees must provide 30 days’ advance notice of the need to
take FMLA leave when the need is foreseeable. When 30 days’ notice is not possible, the
employee must provide notice as soon as practicable and generally must comply with an
employer’s normal procedures. Employees must provide sufficient information for the employer
to determine if the leave may qualify for FMLA protection and the anticipated timing and
duration of the leave. Sufficient information may include that the employee is unable to
perform job functions, the family member is unable to perform daily activities, the need for
hospitalization or continuing treatment by a health care provider, or circumstances supporting
the need for military family leave. Employees also must inform the employer if the requested
Exempt Employee Handbook Updated November 2023 40
Paid Time Off and Leaves of Absence
leave is for a reason for which FMLA leave was previously taken or certified. Employees also
may be required to provide a certification and periodic recertification supporting the need for
leave. Certification forms are available at the Human Resource Department, 239 Sisson Hall.
Employees with questions about the FMLA are encouraged to speak with the Human Resource
Department.
Employer Responsibilities. Covered employers must inform employees requesting leave
whether they are eligible under FMLA. If they are, the notice must specify any additional
information required as well as the employees’ rights and responsibilities. If they are not
eligible, the employer must provide a reason for the ineligibility. Covered employers must
inform employees if leave will be designated as FMLA-protected and the amount of leave
counted against the employee’s leave entitlement. If the employer determines that the leave is
not FMLA-protected, the employer must notify the employee.
Unlawful Acts. The FMLA makes it unlawful to:
● Interfere with, restrain, or deny the exercise of any right provided under FMLA; and
● Discharge or discriminate against any person for opposing any practice made unlawful
by FMLA or for involvement in any proceeding under or relating to FMLA.
Enforcement. An employee may file a complaint with the U.S. Department of Labor or may
bring a private lawsuit against an employer. FMLA does not affect any Federal or State law
prohibiting discrimination, or supersede any State or local law which provides greater family or
medical leave rights.
Twelve-Month Period.
● Service Member Family Leave. In the case of Service Member Family Leave, the
12-month period in which you may take your 26 weeks of leave will begin on your first
day of Service Member Family Leave and will continue for the next 12 months.
● All Other FMLA Leaves. For all other FMLA leaves, we will use a rolling 12-month period
measured backward to determine the number of weeks of FMLA leave to which you are
entitled. Under this method, the 12-month period is measured backward from the date
an employee begins any FMLA leave. Under the rolling 12-month period, each time an
employee takes FMLA leave, the remaining leave entitlement would be the balance of
the 12 weeks which has not been used during the immediately preceding 12 months.
Parental Leave. One week of paid parental leave is available to employees following the birth of
an employee’s child or the placement of a child with an employee in connection with adoption
or foster care. The purpose of paid parental leave is to enable the employee to care for and
bond with a newborn or a newly adopted or newly placed child. This policy will run concurrently
with Family and Medical Leave Act (FMLA) leave, as applicable.
Exempt Employee Handbook Updated November 2023 41
Paid Time Off and Leaves of Absence
Holidays
Eligibility. All employees receive paid holidays immediately upon assignment to an eligible
employment classification.
Recognized Holidays. We typically recognize six paid holidays. Each year we will publish a
schedule listing the holidays we will observe that year and the dates those holidays will be
recognized. We reserve the right to schedule work on an observed holiday.
● New Year's Day;
● Memorial Day;
● Independence Day;
● Labor Day;
● Thanksgiving Day; and
● Christmas Day
We may recognize additional holidays at the discretion of the University, such as:
● Wednesday before Thanksgiving Day;
● Friday after Thanksgiving Day;
● Christmas Eve Day; and
● Working Days between Christmas Day and New Year's Day.
Floating Half-Day. We provide a floating half-day holiday to all eligible employees on June 1
each fiscal year. This half-day must be used all at one time, by the following May 31 and cannot
be carried over into a new fiscal year. If not used by May 31, it will be forfeited. Employees hired
on or after March 1 will not be given the floating half-day until June 1. Employees receive
payment for an unused floating half-day holiday upon termination of employment.
Holiday Pay. Holiday pay will be calculated based on an employee’s base pay rate (as of the
date of the holiday.) If a recognized holiday falls during an eligible employee’s paid absence (i.e.
vacation, sick leave, etc.) holiday pay will be provided in lieu of the paid time benefit.
Jury Duty
We encourage you to fulfill your civic responsibility when called to jury duty.
Benefit. Employees in an eligible classification may request up to two weeks (10 working days)
of paid jury duty leave during any one calendar year. If jury duty extends beyond the period of
paid jury duty leave, you may use available vacation pay, otherwise jury duty is without pay;
provided, however, that exempt employees will also be paid for any additional partial work
weeks while on jury duty.
Notice. Present your jury duty summons to your supervisor as soon as possible so
arrangements can be made to accommodate your absence. We expect you to report for work
when the court’s schedule permits.
Exempt Employee Handbook Updated November 2023 42
Paid Time Off and Leaves of Absence
Leaves of Absence
Purpose. The intent of this policy is to specify when a leave of absence may be granted for
leaves that do not qualify under statutory leaves and to identify the typical reasons why we
approve a leave of absence.
Eligibility. Generally, all regular employees are eligible to apply for a leave of absence. Granting
of the leave is at our discretion and is subject to conditions stated in this policy.
Practice. Any eligible employee may apply for a leave of absence. The maximum amount of
leave granted will depend upon the reason for which the leave is granted. On a case by case
basis, with University approval, a leave may be extended or renewed for additional periods, not
to exceed a total of 12 months, or length of active service, whichever is less (subject to our
Reasonable Accommodation policy). The usual accepted reasons for leave of absence are:
● Medical. An employee may qualify for a leave of absence for medical reasons due to
illness, disability (including those related to maternity), or injury (work related, or
non-work related). An employee may qualify for leave of absence if the employee is
unable to perform the essential functions of his/her job because of the employee's
serious medical condition. A medical statement from the treating physician must
accompany the request to verify the need and estimated length of the leave. An
employee will be required to present a fitness-for-duty medical release upon the return
from a personal medical leave.
● Personal. Leaves may also be granted for emergency personal or medical reasons. For
the medical condition of a spouse, child or other family member, a medical statement
from the treating physician must accompany the request to verify the need and
estimated length of the leave.
Requests for Leave. Whenever possible you should request leave in writing at least 30 days in
advance. A request due to a sudden accident or illness should be completed as soon as possible.
Submit requests for leave to your supervisor.
During your leave, it is important you keep us informed of any changes in your anticipated
return to work date. It is also your responsibility to notify us when you plan to return to work,
and provide any required documentation.
Pay and Benefits. Leaves of absence are without pay and will not be granted until all forms of
paid time off have been exhausted unless the leave qualifies for pay under short term disability.
Benefits may be continued as allowed under plan provisions.
Return to Work. Whenever possible, upon return from leave we will attempt to place
employees in their former positions or positions of a similar nature; however, we cannot
guarantee that a position will be available upon expiration of the leave of absence. If a suitable
position is not available, an employee may be terminated.
Exempt Employee Handbook Updated November 2023 43
Paid Time Off and Leaves of Absence
Other Leaves of Absence
Blood Donation Leave. Eligible employees who have been employed for a period of six months
or more may request time off to donate blood. For leave requirements or questions, please
contact the Human Resources Department.
Illinois Family Military Leave. We recognize the sacrifice of men and women called to active
military service, and its effect on family members. We provide up to 30 days of leave for an
eligible spouse, parent, grandparent or child of an individual called to military service lasting
longer than 30 days with the State of Illinois or United States pursuant to the orders of the
Governor of the State of Illinois or the President of the United States.
Military Leave. We support and respect those individuals who serve our country in the military.
As a sign of that support, we will comply with the federal Uniformed Services Employment and
Reemployment Rights Act, and the Illinois Service Member Employment and Reemployment
Rights Act.
School Visitation Leave. We provide School Visitation Leave to eligible employees. Subject to
certain requirements, employees may take up to eight hours unpaid per school year to attend
primary or secondary school conferences or classroom activities related to the employee's
children that cannot be scheduled during non-work hours. If you have questions, please contact
the Human Resource Department.
Time Off for Voting. All employees should be able to vote either before or after regularly
assigned work hours. However, when this is not possible due to work schedules, managers are
authorized to grant a reasonable period of time, up to three hours, during the work day to vote.
This time off will be without pay.
Vacation
Eligibility. Regular full-time and regular part-time exempt employees who work at least 20
hours per week are eligible to earn vacation. Part-time employees working less than an average
of 20 hours per week, temporary employees and employees scheduled to work less than
12-months are ineligible for vacation.
Scheduling Vacation. All vacation requests should be submitted as far in advance as possible.
Vacation must be approved by your immediate supervisor. We reserve the right to deny a
vacation request to ensure adequate staffing.
Payment. Vacation is paid at your regular rate of pay.
Benefit Schedule. Eligible employees earn vacation pro rata throughout the course of the
University’s fiscal year, June 1 through May 31. Eligible employees begin to accrue vacation on
the date of hire and earn vacation pursuant to the schedule below:
Exempt Employee Handbook Updated November 2023 44
Paid Time Off and Leaves of Absence
Length of Service
Monthly Accrual
Maximum # Vacation Days
Earned Per Year
0 through 5 years of Service
.8333 days per month
10 days
On 5
th
Anniversary begin to
Accrue 15-day rate
1.25 days per month
15 days
On 10
th
Service Anniversary
begin to accrue 20-day rate
1.67 days per month
20 days
Employees begin to accrue at a rate of 15 days per year and 20 days per year after completing 5
and 10 years of service respectively.
Additional Vacation Rules.
● Vacation does not accrue during leaves of absence greater than one week, including
leaves qualifying for short-term disability;
● Vacation must be taken during the fiscal year in which it is earned; however, vacation
days not used by the end of the fiscal year may be carried over and used the following
fiscal year provided the number of days does not exceed one years’ vacation
entitlement. Carry-over vacation not used by the end of that following fiscal year is
forfeited;
● Employees do not receive cash payment in lieu of taking vacation time;
● Vacation pay may not be used before it is earned; and
● Employees receive payment for all unused vacation upon termination of employment.
Paid Leave For All Workers Act. For regular status employees, the paid vacation leave policy
meets the requirements of the Paid Leave for All Workers Act which requires 40 hours of paid
leave for a 12-month period. The maximum 40 hours in an employee’s vacation bank will be
considered as leave time under the Act that employees can use as paid leave for any reason. In
compliance with the Act, leave time notification, granting timeframe, carryover, incremental
usage, and payout policies remain in effect.
Employees who work less than 40 hours per week accrue their paid leave based on their regular
workweeks. Temporary exempt employees shall receive one hour of paid leave for every 40
hours worked and any unused, accrued time will be paid out upon completion of an employee’s
temporary work.
Victim Witness Program
We support the efforts of the Victim Witness Program through the State's Attorney's Office. We
permit employees to testify or cooperate as witnesses at criminal proceedings with no loss of
compensation.
If subpoenaed, the employee's verification of appearance should be submitted to the
employee’s supervisor and forwarded to the Human Resource Department immediately to
Exempt Employee Handbook Updated November 2023 45
Paid Time Off and Leaves of Absence
accommodate the employee's absence. The employee is expected to report for work whenever
the court schedule permits.
If the employee has been subpoenaed as a witness of the University as a result of a job-related
event, he/she will also receive paid time off for the entire period of witness duty.
Volunteer Service Paid Time Off
To encourage employees to become involved in their communities and lend their voluntary
support to programs, Bradley will provide paid time off for employees to volunteer. Participation
in volunteering creates community engagement opportunities that are meaningful, purposeful
and is helpful to others, while enriching and inspiring the lives of our employees.
The following guidelines are for employees who serve as volunteers in community programs
that are either of personal interest or are Bradley-sponsored initiatives.
Eligibility. Paid volunteer time will be available to regular, full-time and part-time employees
whose employment is scheduled over a 12-month period. Employees receive 16 hours of
community volunteer service and 16 hours of Bradley volunteer service as additional paid time
off at the beginning of each fiscal year (June 1) to be used during that fiscal year. Part-time
employees are eligible for volunteer paid time off on a prorated basis. New employees are
eligible for a prorated amount after completing 1 year of employment.
Additional Volunteer Service Paid Time Off Rules.
● Volunteer paid time off is not cumulative and no additional hours will be granted in a
fiscal year.
● It will not accrue from fiscal year to year and any unused hours will not be paid out upon
termination of employment.
● For the event to be eligible for community volunteer service paid time off, it must occur
during the employee’s regular work schedule.
● Bradley volunteer hours may occur outside of the employee’s regular work schedule.
With supervisor approval, employees can flex their work schedule during the workweek
in which the VTO hours will be used.
● The volunteer time will be paid at the employee’s current base salary, will be considered
excused time off and will not count towards overtime calculations.
Volunteer Request. It will be the employee’s responsibility to organize their own volunteering
activity. Once the employee has identified a volunteering activity, a request for Volunteer Time
Off (VTO) can be made. The volunteer hours may be taken as a whole block of time or
alternatively, can be spread across the year. Time off must be approved in advance with the
employee’s supervisor.
● It is required that the employee enter where they will be volunteering in the “Notes”
section of their request before submitting it for approval to their supervisor.
Exempt Employee Handbook Updated November 2023 46
Paid Time Off and Leaves of Absence
● Paid community volunteer time must take place during normal work hours. Bradley
volunteer time can take place outside normal work hours.
● The supervisor will consider the request and authorize time off for volunteering
activities. The supervisor also reserves the right to decline a request and is encouraged
to consult with Human Resources with any questions or concerns before approving or
denying a request.
● If the “Notes” section has not been completed describing the volunteer activity, the
supervisor should decline the request.
Conditions of Volunteering Activities. An employee who wishes to participate in a volunteer
activity in the community must adhere to the following conditions:
● Volunteer time should not conflict with the peak work schedule, other work-related
responsibilities, create need for overtime, or cause conflicts with other employees’
schedules.
● As an employee of Bradley University, it is important to adhere to Bradley University’s
policies and procedures which include the standards of conduct outlined in the
employee handbooks. Employees must also respect confidentiality when undertaking a
voluntary activity. In practice, this will mean being aware of sensitive or confidential
information disclosed.
● Employees who accept a volunteering activity are expected to attend and meet their
commitment. If an employee fails to attend a pre-approved volunteering activity, this
should be treated as an absence and the employee must use Paid-Time Off.
● Bradley University reserves the right to modify, amend, suspend or discontinue this
program at any time and to revoke approval if employees are misusing the program.
Volunteer Time Off (VTO) must be spent with a nonprofit organization, such as:
● Heart of Illinois United Way
● Big Brothers/Big Sisters
● Peoria Public Schools
● Peoria Humane Society
● Peoria Park District
As a 501(c)(3) organization, Bradley is prohibited from directly or indirectly participating in any
political campaign; therefore, employees may not use VTO to participate in political campaign
activities.
Exempt Employee Handbook Updated November 2023 47
Benefits
9. BENEFITS
ADP Workforce Now
ADP is a web-based resource where you have access to information concerning payroll, benefits
participation, federal/state tax withholding and other pertinent employment information. Login
to ADP with your BUNetID and password. In the “Myself” tab at the top, you can navigate and
connect to all your personal information. Please direct any questions to the Human Resource
Department, 309-677-3223. ADP can be accessed online at:
https://www.bradley.edu/offices/business/financial-services/payroll/adp-ess-sso/.
Medical, Dental & Vision Insurance
We offer a health and dental plan, or stand-alone dental and vision plans to eligible employees.
We share the cost of the health plan with employees. We review contribution levels on a
regular basis and those contributions are subject to change. Employees scheduled to work nine
months, but less than twelve months, are responsible for paying their portion of the benefit
premium during the months they are not scheduled to work.
Eligibility for participation, benefits paid under the health plan, and other issues are described
in the plans’ Summary Plan Description. Please refer to the Summary Plan Description for
additional information, or contact the Human Resource Department. The Summary Plan
Descriptions are available online at:
https://www.bradley.edu/offices/business/human-resources/benefits/health-insurance/.
Group Life/Accidental Death and Dismemberment Insurance
Bradley University makes life insurance available to all regular, full-time employees. We offer
two plans - Basic Life Insurance and Voluntary Life Insurance. Employees must participate in the
Basic plan in order to enroll in the Voluntary plan.
Exempt Employee Handbook Updated November 2023 48
Benefits
We contribute toward the premium for the basic life insurance plan. Our contributions are
subject to change. Voluntary life insurance premiums are paid entirely by the employee.
Employees scheduled to work nine months, but less than twelve months, are responsible for
paying their portion of the insurance premiums during the months they are not scheduled to
work.
Eligibility for participation, benefits paid under the life insurance plan, and other topics are
described in the plans’ Summary Plan Description. Please refer to the Summary Plan Description
for additional information, or contact the Human Resource Department. The Summary Plan
Description is available online at:
https://www.bradley.edu/offices/business/human-resources/benefits/life-insurance/.
Flexible Spending Plan
We sponsor a Flexible Spending Plan to allow you to pay employee benefit plan premiums,
certain unreimbursed medical and dental expenses, and dependent care expenses with pre-tax
dollars. You must elect whether you wish to participate in this plan.
The Plan’s Summary Plan Description describes eligibility for participation in the plan, and other
plan provisions. Please refer to the Summary Plan Description for additional information, or
contact the Human Resource Department. The Summary Plan Description is available on the
Human Resource website at:
https://www.bradley.edu/offices/business/human-resources/benefits/flex-account/.
Long Term Disability Insurance
We offer long term disability Insurance to all regular full-time employees, and we contribute
toward the premium. Our contributions are subject to change. Employees scheduled to work
nine months, but less than twelve months, are responsible for paying their portion of the
benefit premium during the months they are not scheduled to work.
Eligibility for participation, and plan provisions are described in the plans’ Summary Plan
Description. Please refer to the Summary Plan Description for additional information, or contact
the Human Resource Department. The Summary Plan Description may be found on the Human
Resource Website at:
https://www.bradley.edu/offices/business/human-resources/benefits/long-term-disability/.
Long Term Care Insurance
We make long term care insurance available to all Bradley employees and their families. This is a
voluntary benefit plan and premiums are paid entirely by the employee. Complete information
about long term care insurance and the Summary Plan Description is available online at:
https://www.bradley.edu/offices/business/human-resources/benefits/long-term-care/
or www.BradleyLTC.com.
Exempt Employee Handbook Updated November 2023 49
Benefits
Retirement Plans
We maintain two retirement plans for eligible employees: a defined contribution plan
retirement annuity and a tax deferred group supplemental retirement annuity. These plans help
employees prepare financially for their retirement The Plan’s Summary Plan Description
describes eligibility for participation in the plan, plan benefits, and other plan information.
Please refer to the Summary Plan Description for additional information, or contact the Human
Resource Department. The Summary Plan Descriptions are available online at:
https://www.bradley.edu/offices/business/human-resources/benefits/tiaa/.
Educational Assistance
Tuition Remission. We have developed a tuition remission program to benefit eligible
employees. The benefit, which provides for a significant education cost savings for participants,
represents a long-standing practice and philosophy of Bradley University to support the higher
education of their spouses and certain dependents. This benefit is subject to change at
University discretion. Complete information regarding the tuition remission policy is available at
the Office of Financial Assistance or online at:
www.bradley.edu/offices/other/sfs/fa/facstafftuition/.
Tuition Exchange Program. Bradley University participates in the Tuition Exchange Program
together with a number of other colleges and universities. A limited number of dependents of
full-time employees may receive a tuition exchange scholarship at one of these participating
institutions. Eligibility for participation is determined by years of service. A minimum of five
years of continuous, full-time service is required for consideration. The Office of Financial
Assistance must receive application requests no later than October 1st of the year prior to the
intended use of the scholarship. Information regarding the Tuition Exchange Program is
available online at: www.bradley.edu/offices/other/sfs/fa/facstafftuition/.
Sick Leave/Short Term Disability
Sick Leave. It is your responsibility to notify your supervisor as soon as possible whenever you
are unable to work. Unexcused absences or failure to report absences can result in loss of pay
and/or disciplinary action. In addition, you should, if possible, give your supervisor an estimate
of how long the absence may be. If it is determined at a later date that there is a need for more
time than originally expected, it is your responsibility to keep your supervisor informed at all
times. Full-time regular employees' salary payments will be continued by the University for up
to one month (160 hours). A prorated amount will be allowed for employees regularly
scheduled less than 40 hours per week. Sick time requests are to be completed in ADP by
employees, approved and tracked by supervisors.
The 30 days of sick leave can be used for an employee’s own sickness or injury or to care for a
member of the employee's immediate family including time off for medical, dental or optical
examinations or treatment. For sick leave, immediate family is defined as an employee's child,
stepchild, spouse, domestic partner, sibling, parent, mother-in-law, father-in-law, grandchild,
grandparent, or stepparent.
Exempt Employee Handbook Updated November 2023 50
Benefits
A physician's statement may be requested, following an absence of three or more consecutive
work days. Absences in excess of three days must be reported to the Human Resource
Department. Job-related physicals and other examinations that may be required after injury or
illness are paid for by Bradley, are treated as confidential and remain the property of Bradley.
If sick leave is exhausted, use of all paid leave options (vacation days, floating half-day) will
occur prior to being considered for an unpaid absence.
Short Term Disability. The University provides short-term disability to all full-time exempt
employees, after completing 12 consecutive months, for absences due to their own medical
condition and need for leave. The policy is administered by our carrier, The Standard. All claims
will be submitted and approved by The Standard before the benefit is paid out. This is a free
benefit provided by Bradley University.
Full-time exempt employee's salary payments will be continued by the University according to
the following schedule:
1st month – 100% of salary - provided by Bradley University
2nd month – 80% of salary - provided by Bradley University
3rd – 6th months – 60% of salary - provided by The Standard
If a paid holiday occurs within a period of paid sick leave, the holiday will not be charged as a
sick day. While on an unpaid leave of absence, you will not be paid for a holiday that occurs
during that leave of absence.
If all sick and disability pay has been exhausted, employees may request an unpaid leave of
absence as defined elsewhere in this handbook.
While on an unpaid medical leave of absence, the employee will have insurance coverage on
the same basis that existed at the time the unpaid medical leave of absence was granted,
provided the employee makes monthly premium payments. The University will continue to pay
its portion of the health, life, and long-term disability insurance premiums for the first three
months of the leave, or longer as may be required by statute. You are responsible for 100% of
insurance premiums for any additional leave granted (except as may be required by the FMLA or
other statutory leave).
Most employees will be restored to their original or equivalent positions, with equivalent pay,
benefits and other employment terms if they return to work after no more than 12 weeks of a
paid or unpaid leave of absence. The University will not guarantee a particular position will be
held open during an unpaid leave of absence extending beyond 12 weeks. Those employees
returning from an unpaid leave of absence in excess of 12 weeks will be considered for position
vacancies where their qualifications meet the specifications for the position. If an employee on
Exempt Employee Handbook Updated November 2023 51
Benefits
a leave of absence does not return to the University at the expiration of the leave of absence
and has not contacted the Human Resource Department to request an extension prior to the
expiration of that leave, the employee’s employment will be terminated. The granting of
extensions is not automatic.
This policy will be interpreted in accordance with any requirements of the Family and Medical
Leave Act, other applicable statutory leaves, and our Reasonable Accommodation Policy. See
the FMLA and other statutory leave policies for additional information.
University Services Available to Employees
Employee Assistance Program (EAP). Our EAP provides support, resources and information for
personal and work-life issues. The EAP is Bradley-sponsored, confidential and provided at no
charge to you and your dependents. Information about the EAP is available online at:
https://www.bradley.edu/offices/business/human-resources/benefits/wellness/.
University Bookstore. Barnes and Noble College Bookstores operate the Bradley University
Bookstore.
Employees and their dependents only are entitled to a 10% discount on merchandise.
Exceptions include, but are not limited to, class rings, cap and gowns, food items, textbook
rentals, computer accessories and discounted merchandise.
To receive a discount on textbooks, you must present your Bradley University ID and your
current class schedule to the cashier before the sale is rung. Dependents must also provide their
own Bradley University ID, class schedule, and the employee’s ID prior to the sale. For all other
discounts, your Bradley University ID must be presented to the cashier before the sale is rung.
Failure to comply or abuse of this policy may result in individual loss of discount privileges.
Cash, checks, Visa, MasterCard, Discover, American Express or a Bradley quick-cash account may
be used.
Library Privileges. The Cullom-Davis Library provides information resources and services the
University community requires for its academic, professional and institutional objectives. In
addition, University employees can obtain materials through inter-library loan arrangements. As
a participant in Online Computer Library Center (OCLC), the library has ready access to millions
of items in over 5,000 libraries across the country and abroad. Direct requests for inter-library
loans to the Circulation Desk in the Cullom-Davis Library. To check out resource material at the
Library, University staff members must have their ID cards validated at the Library once every
three years. Additional information concerning services available at the Cullom-Davis Library
can be found on their website at https://www.bradley.edu/library.
Notary Services. The Controller’s Office and the Student Services Office have notary service
available for employees.
Exempt Employee Handbook Updated November 2023 52
Benefits
Check Cashing Service. You may cash personal checks and payroll checks with a valid BU
QuickCard. Certain limits and restrictions apply. The complete Check Cashing Policy is available
online at:
https://www.bradley.edu/offices/business/financial-services/policies-procedures/cash/employe
e.dot.
Recreation Privileges. Full-time and part-time University employees and their immediate
families (spouse and unmarried, dependent children) may use The Markin Family Student
Recreation Center. For more information, contact The Markin Center or the Human Resource
Department.
Theatre Tickets. The University offers many musical, theatrical and artistic activities during the
year in the Hartmann Center and Dingeldine Music Center. Employees may purchase season
theatre tickets at a discount by presenting your Bradley ID card. For more information, contact
the Hartmann Center for the Performing Arts Box Office.
Athletic Tickets. Full-time staff members get discounted rates to Bradley athletic events.
Contact the Ticket Office in the Renaissance Coliseum for more information.
Lost and Found Property. Articles lost or found in a building should be taken to the main office
within that building. Offices receiving property will notify the University Police Department
immediately so owners may be located. Articles lost or found on University grounds should be
taken to the University Police Department.
Dining Facilities. The University's dining facilities are located in the Robert H. Michel Student
Center and may be utilized by employees. Hours vary during the year and you should check the
posted hours of operation.
The Robert H. Michel Student Center offers banquet and dining facilities. For information
regarding cost and facilities, call Event Services.
Exempt Employee Handbook Updated November 2023 53
Employee Performance
10. EMPLOYEE PERFORMANCE
Our goal for you and all employees is to:
● Observe the highest standards of professionalism at all times;
● Perform responsibilities in a manner consistent with our values and ethical standards;
● Comply with all laws applicable to the University; and
● Treat others, including fellow employees and students, with dignity and respect.
Performance Evaluation
Supervisors and employees are strongly encouraged to discuss job performance and goals on a
regular informal basis. Additional formal performance evaluations are conducted to provide
both supervisors and employees the opportunity to discuss job duties, encourage and recognize
strengths, discuss positive, purposeful approaches for meeting goals and identify and correct
weaknesses. The performance of all employees is evaluated, formally or informally, at least
annually.
Standards of Conduct
Many of our standards of conduct are common sense and may not even need to be mentioned;
however, we want our expectations of employee behavior to be clear. The following Standards
of Conduct are not all-inclusive, but rather are examples of the types of conduct expected of
you. Violations of these expectations are unacceptable and may lead to corrective action as
outlined below. We reserve the right to take corrective action or discharge for reasons not listed
below.
What are some positive behaviors? We expect you to:
● Report to work according to schedule;
● Notify your supervisor when you will be absent from work, or unable to report for work
on time;
● Comply with University safety and health regulations;
● Maintain a professional personal appearance by being properly dressed for the work
performed;
● Perform work efficiently; and
● Refrain from undesirable behavior that may subject you to discipline.
Negative behaviors must be avoided. We prohibit:
● Engaging in theft or inappropriate removal or possession of University or other’s
property.
● Working under the influence of alcohol, legal or illegal drugs, narcotics or other
intoxicants;
● Possessing, distributing, selling, transferring or using of alcohol, illegal drugs, narcotics or
other intoxicants in the workplace, while on duty or operating University-owned vehicles
or equipment;
● Fighting or threatening violence in the workplace;
Exempt Employee Handbook Updated November 2023 54
Employee Performance
● Engaging in disruptive activity in the workplace;
● Damaging University property due to negligence or improper conduct;
● Engaging in insubordination or other inappropriate conduct;
● Violating safety or health rules;
● Smoking in prohibited areas;
● Engaging in sexual or other unlawful harassment or discrimination
● Possessing dangerous or unauthorized materials, such as explosives or firearms, in the
workplace;
● Engaging in excessive absenteeism or any absence without notice;
● Disclosing proprietary or confidential information without authorization;
● Violating personnel policies;
● Engaging in unsatisfactory performance or conduct;
● Falsifying any University record or report;
● Failure to abide by the federal Family Educational Rights and Privacy Act (FERPA) or any
other federal or state law or work rule; and
● Acting in a manner that we believe requires corrective action.
Performance Management
Our employees are responsible individuals who are expected to embrace our values and
observe basic rules of good conduct and behavior. There are times, however, when concerns or
issues may arise.
Whenever an employee's conduct or actions are contrary to our values, our standards of
conduct, or the policies and procedures in this Handbook, it may be necessary to implement
performance counseling or corrective measures. We evaluate each case individually and take
the steps we deem necessary and appropriate. Performance management may start with
counseling or coaching and/or a Performance Improvement Plan. If we determine corrective
action is necessary or appropriate, actions may include verbal or written warnings, suspension,
or termination. We, in our sole discretion, will determine what level of performance
management or corrective action is appropriate.
Exempt Employee Handbook Updated November 2023 55
Termination of Employment
11. TERMINATION OF EMPLOYMENT
Employment Termination
The employment relationship with Bradley University may terminate for reasons including but
not limited to an employee's resignation, termination, or retirement. Employment termination
may also occur due to a reduction in force, or from employee misconduct or unsatisfactory job
performance. In most cases, employees terminated for cause will be ineligible for rehire.
Resignation
Employees are expected to give thirty days written notice to their supervisor of their intent to
resign. Failure to give the required notice may result in ineligibility for re-employment.
Retirement
Retirement from Bradley University may be taken after a minimum of ten years of service and
attainment of age 62 or older. Please contact the Human Resource Department for information
on benefit eligibility. Employees should be aware that retirement rules for Social Security
Benefits differ from those of the University.
Twelve Month Absence
An employee who has been absent from work for whatever reason or reasons for a period
exceeding 12 consecutive months will typically be terminated from employment, subject to our
Reasonable Accommodation Policy, any undue hardship, any statutory leave requirements, or
individual contract provisions.
Staffing Adjustment
Recognizing that job security is important to employees and their families, Bradley University
will attempt other alternatives before considering temporary or permanent reductions in hours
or layoffs. These alternatives may include a freeze on new hiring, not filling budgeted positions
in affected departments, a reduction or freeze of salaries and/or benefits on a campus-wide
basis, and limiting capital expenditures. Bradley retains the right, however, to adjust hours and
positions prior to these or other cost containment alternatives, if the alternatives are not
considered sufficient or in the best interests of the university. Staffing adjustments may include
reduced work schedules via a shortened workweek, reduced overtime in departments,
voluntary or mandatory use of time off with or without pay in affected departments or pay
categories, or layoffs (elimination of positions).
When adverse financial conditions result in reorganization and/or reduced work volumes occur
in any part of the organization and conditions warrant staffing adjustments, Bradley University
will implement a fair and effective process to identify and make adjustments.
Staffing adjustments are not determined by race, religion, color, sex, age, disability, marital
status, national origin or any other protected class.
Exempt Employee Handbook Updated November 2023 56
Termination of Employment
A temporary reduction in hours or temporary layoff (elimination of a position) may occur for an
uncertain length of time but specifically less than three months. If the temporary reduction in
hours or layoff continues beyond three months, then it becomes a permanent reduction in
hours or permanent layoff.
A permanent reduction in hours or permanent layoff (elimination of a position) may also result
from a decision to reduce work volume or due to lack of funding for a position.
Bradley University, in its sole discretion, may provide a severance package in lieu of notice to
employees affected by a permanent layoff. If provided, the severance package is based on
organizational and financial conditions at the time of the layoff.
Recall Procedures For Staffing Adjustments. Recalls for employees to return to work or
increased hours are considered in reverse order of the staffing decisions (i.e., the last person
affected in a job title is called back first), provided the individual is qualified for the available
position. Bradley University retains the right to determine the order of recall if the recall
sequence adversely affects campus operations. Bradley University cannot guarantee the same
position, department, shift or compensation and benefits as before the staffing adjustment.
Reinstatement and recall rights cease six months from the date of a layoff.
Process To Determine Employees Affected By Staffing Adjustments
1. Identify Job Titles. Through discussions with senior management members, department
managers identify specific job titles that are affected by staffing adjustments.
2. Identify Employment Status Group within Job Titles. After job titles are identified within
a department, managers identify temporary employees as an employment status group,
and all regular status employees as another employment status group. Regular status
employees include all part-time and full-time employees.
3. Identify Skill Sets and Performance Levels within each Employment Status Group.
Selection of employees for layoff will be made based on the required skill set which
includes the qualifications, education and experience needed for the continuing
positions. Performance factors taken into consideration include type and frequency of
corrective action, attendance record, individual performance trends, productivity rate,
efficiency rate, error rate, etc.. Employees who have the skill set and acceptable
performance level will be retained first. Employees without the required skill set or
performance level will be identified for the reduction in force.
4. Identify Seniority within each Employment Status Group. If there are no distinctions in
skill set or performance levels, managers use a seniority -based system to determine
employees affected by staffing adjustments within a department.
Seniority is determined on the employee’s date of hire into their current job family within
Bradley University. Within each employment status group, employees with the least seniority
are identified first for staffing adjustments, providing that those employees remaining are able
to do the jobs in a satisfactory manner.
Exempt Employee Handbook Updated November 2023 57
Termination of Employment
Seniority is lost for the following reasons: resignation, retirement, reduction in force for a period
of six months or more, or termination for cause. The Human Resources Office assists
department managers to verify seniority dates of employees affected by staffing adjustments.
For continuity of services at Bradley University, remaining employees may be required to change
hours, shifts, or locations.
Bumping And Open Positions
Employees affected by staffing adjustments are considered first for open, approved positions
within Bradley University. The selection of an employee to fill a vacancy is based upon the
employee’s qualifications including ability, work experience, knowledge, and attendance. If
these factors are equal, the employee with the greatest seniority is placed in the open position.
An employee may not bump another employee out of a current position.
Exempt Employee Handbook Updated November 2023 58
