Workplace Performance and Expectations
Attendance/Tardiness
Regular attendance and punctuality are essential for the proper operation of each division of the University.
For anticipated absences, employees are expected to notify their supervisors with as much notice as possible. The employee’s accrued paid time off benefits may be used for such absences and if the employee has not accrued paid time off, then the absence will be considered unpaid.
Employees who are unable to come to work, or are going to be late, should notify their supervisor as soon as possible providing the reason and the anticipated duration of the absence. The employee’s accrued paid time off benefits may be used for such absences and if the employee has not accrued paid time off, then the absence will be considered unpaid.
Supervisors must ensure that bi-weekly time reports are correct and should contact their Talent Strategy Partner if tardiness or frequent absenteeism is interfering with employee performance.
Excessive absenteeism and/or tardiness may result in disciplinary action up to and including termination. If an employee is absent for three (3) consecutive workdays without notifying their supervisor or Talent & Inclusion, the employee may be subject to separation from employment without notice or benefits. If an employee is absent for more than five (5) consecutive days due to a nonwork related injury or illness, a doctor’s note must be provided upon returning to work to the Leave Specialist within the Division of Talent & Inclusion.
Code of Business Ethics and Conduct
WPI is committed to responsible and ethical conduct in the classroom, the workplace and the laboratory. Please read WPI’s Code on Business Ethics and Conduct for more information.
Anyone may anonymously and confidentially report activities that may involve unethical or otherwise inappropriate activity or behavior in violation of WPI's established policies and Business Ethics Policy by filing a report with Ethics Point.
Employee Privacy and Right to Inspect
Employees have no expectation of privacy in any WPI owned, operated, or leased property; WPI issued equipment/devices; or electronic information transmitted or stored through any WPI services, networks, or devices.
The University reserves the right to inspect at any time, without notice to the employee, and without the employee’s presence. With respect to electronic information transmitted or stored through any WPI services, networks, or devices, WPI may obtain access to user electronic information consistent with the Access to User Electronic Information Policy.
WPI assumes no responsibility for the loss of, or damage to, any employee property maintained on University premises including property kept in lockers and desks.
Confidentiality Policy
Employees whose position requires interaction with WPI’s administrative information systems are often provided access to “confidential information” to perform essential job functions. All employees must comply with WPI’s Confidentiality Policy available here.
Privacy
WPI is committed to respecting the privacy of information and data that may be used to identify you (your “personal information”). WPI’s Global Privacy Notice is available here.
For purposes of the administration of WPI’s health care plans, WPI may only use or disclose Protected Health Information, as defined in the Health Insurance Portability and Accountability Act of 1996 (HIPAA)
HIPAA CONTACT PERSON:
Director of Benefits & Wellness
Worcester Polytechnic Institute
100 Institute Road
Worcester, MA 01609
Phone: (508) 831-5276
Fax: (508) 831-5715
HIPAA PRIVACY OFFICER:
Senior Vice President for Talent & Inclusion (or designee)/CDO
Worcester Polytechnic Institute
100 Institute Road
Worcester, MA 01609
Phone: (508) 831-5473
Fax: (508) 831-5715
The controller of the personal information described in WPI’s Global Privacy Notice is:
Worcester Polytechnic Institute
100 Institute Road
Worcester, MA 01609
Email: privacy@wpi.edu
Conflicts of Interest
WPI is committed to ensuring that its research and other activities are conducted in a manner that upholds the integrity and credibility of its faculty, staff, students, and associates. This policy establishes a shared ethical standard of ensuring that relationships with business entities are transparent, grounded in objectivity, and do not improperly influence professional judgment, exercise of WPI responsibilities, or performance of WPI-related activities.
All faculty and exempt staff, and all other individuals with responsibility for the design, conduct, or reporting of sponsored research at WPI, including students, consultants, and affiliate faculty, are required to follow WPI’s Conflict of Interest Policy.
More information about the Conflict of Interest Policy, including annual and updated disclosure requirements is available here.
Fleet Safety Policy
Safeguarding and supporting WPI students, faculty, and staff who drive on WPI business is of the utmost importance to WPI. WPI’s Fleet Safety Policy applies to all WPI students, faculty, and staff who regularly drive WPI vehicles or their personal cars, on WPI business.
More information about the Fleet Safety Policy is available here or by contacting the Office of Environmental Health and Safety at ehs@wpi.edu.
Working with One Another
WPI is committed to fostering a work environment where employees feel a sense of belonging, are included and have a comfortable atmosphere to be their authentic and best selves. Differences of opinion, interpersonal conflicts, and occasional problems in working relationships are an inevitable part of work life.
In these circumstances, it is expected that employees treat one another with professional dignity and respect. Your manager and your Talent Strategy Partner are available for guidance.
All employees must accept personal responsibility for maintaining high standards of conduct and job performance. WPI’s corrective action process is designed to help employees overcome work-related shortcomings, strengthen work performance and achieve success. WPI’s Grievance Procedure, Procedure for Investigating Claims of Discrimination and Harassment in Employment, and Title IX & Sexual Misconduct Policy are designed to ensure high standards of conduct.
Work Performance Corrective Action Process
Timely, open, and candid discussions between supervisors and employees about performance are essential to providing clear direction to employees. Supervisors should provide constructive feedback to employees as soon as work performance or behavior becomes a concern.
In dealing with deficiencies in conduct and work performance, the University seeks to be fair and consistent in its treatment of employees. Many factors are taken into consideration if it becomes necessary to discipline an employee, including the nature and seriousness of the offense, the employee’s past record, the total impact on the employee’s department and on the University, and any mitigating or extenuating circumstances. In general, discipline for employees is applied in progressive steps as follows:
- Verbal warning
- Written warning
- Performance Improvement Plan, suspension, and/or final written warning
- Termination of employment
The nature of the offense and the particular circumstances determine whether or not all or any of the steps in the above sequence will be used. Disciplinary steps may be omitted, accelerated, or repeated, as the University determines appropriate.
Supervisors are encouraged to discuss what the appropriate course of action is in a particular case with their Talent Strategy Partner prior to taking any disciplinary action. The approach may vary due to extenuating circumstances or prior violations and each case should be evaluated on its own set of circumstances.
The purpose of corrective action is to encourage employees to improve their conduct or performance so that the employee may continue their employment with the University. The University expects all employees to behave in a mature and responsible manner and to perform their jobs effectively. These corrective disciplinary measures will not apply if the University determines that circumstances warrant immediate termination of employment or if the University determines that corrective measure would be ineffective or otherwise inappropriate. All written warnings and performance documentation are retained in the employee’s personnel file.
Verbal Warnings
The conversation(s) between the manager and the employee that describe the concerns about the employee’s performance and/or behavior. Supervisors will document all verbal warnings.
Written Warnings
If an employee’s performance and/or behavioral issues continue, the conversation(s) between the manager and employee are documented as a written warning..
An employee who has received a written warning and does not show satisfactory improvement is subject to further disciplinary action at any time, up to and including termination of employment.
Performance Improvement Plans (PIP)
For employees where performance is at issue, the manager may develop a Performance Improvement Plan (PIP) for the employee with the Talent Strategy Partner. A PIP helps support the employee and provide clear expectations; it can also serve as a separate corrective action.
The manager should engage with the employee in developing job-related objectives to achieve as detailed on the PIP. The PIP will include an explanation of the areas of performance or behavior that need improvement, examples, and timelines for improvement. A record of the PIP retained in the employee’s personnel file.
At the conclusion of the PIP timeline, and from time to time during the period of time when the PIP is in place, as appropriate, the manager will meet with the employee to review their progress.
An employee on a PIP who does not show satisfactory improvement is subject to further disciplinary action at any time, up to and including termination of employment.
Final Written Warning
The final written warning document will include the employee’s signature as an acknowledgment that the employee has been informed of the final written warning; the employee’s signature does not indicate their agreement with the warning. A record of the final written warnings is retained in the employee’s personnel file.
Investigative Suspension
An investigative suspension is a suspension from work with pay when circumstances require an investigation and it does not appear practical or desirable or in the best interests of the University or of the employee for the employee to remain at work during that investigation. A record of the investigative suspension is retained in the employee’s personnel file.
If, at the conclusion of the investigation, the investigative suspension is not converted to a disciplinary suspension or discharge, the employee will be reinstated and will be paid at the employee’s normal straight-time rate for all regularly scheduled work missed during the suspension.
Disciplinary Suspension
A disciplinary suspension is a suspension from work without pay for one or more days because of serious workplace behavior or a violation of WPI policies. A record of the suspension is retained in the employee’s personnel file.
Misconduct during the Introductory Review Period
This Corrective Action Process is not normally applied to new employees during their Introductory Review Period. Unsatisfactory work performance or behavior or violations of any WPI policies during the Introductory Review Period may result in immediate termination of employment. Employees in their Introductory Review Period are not eligible to use the Grievance Procedure detailed below.
Grievance Procedure
WPI recognizes that employees may experience job-related difficulties. The University has established this Grievance Procedure to ensure fairness and consistency in employee relations and to resolve certain job-related issues as quickly as possible.
No employee shall be penalized if they want to move forward with a matter under this Grievance Procedure.
Issues appropriate for this Grievance Procedure are:
- Disciplinary action taken against the aggrieved employee, such actions taken under the Corrective Action process. Please note, annual performance revises are not subject to this Grievance Procedure.
- A violation, misinterpretation, or inequitable application of policy or procedure affecting the employee.
- Issues regarding the application of the provisions of this Manual. Please note, the content of this Manual and University policies are not subject to this Grievance Procedure.
- Matters related to environmental and work safety conditions at WPI.
Please note, issues of sexual misconduct, including sexual harassment, will be resolved through WPI’s Title IX & Sexual Misconduct Policy. Issues of alleged discrimination or harassment in employment will be resolved through the Procedure for Investigating Claims of Discrimination and Harassment in Employment.
If there is a question as to whether a particular issue is subject to this Grievance Procedure, the determination will be made by the Senior Vice President for Talent & Inclusion and Chief Diversity Officer (or designee).
Informal Discussions
Employees are encouraged to try to resolve issues via informal discussions whenever possible. Most problems can be worked out at this level by just getting them “out in the open.”
The University has an Ombudsperson who may be of assistance during informal discussions. Employees are also encouraged to seek the help of their immediate supervisor in resolving issues.
Formal Grievance Process
When a complaint cannot be resolved informally, or when an employee does not want to engage in informal discussions, the formal grievance provides a fair and timely resolution.
Step I: Department Head
Within ten (10) working days of the event or occurrence which is the subject of the grievance, the employee must present the grievance in writing to the Department or Division Head (DH), as applicable.
Failure to file the grievance with the DH by the required time limit shall mean that the employee is barred from proceeding further with the grievance.
The DH will meet with the parties involved in the matter and any relevant witnesses to investigate the complaint. The DH will issue a written response to the employee within ten (10) working days of the filing of the grievance.
If the DH fails to issue a response within ten (10) working days and does not provide notice of any delay, the employee may immediately appeal to the Senior Vice President of Talent & Inclusion pursuant to Step II.
Step II: Senior Vice President of Talent & Inclusion and Chief Diversity Officer or Designee
If the employee is not satisfied with the outcome of the grievance at Step I, they may appeal in writing to the Senior Vice President for Talent & Inclusion and Chief Diversity Officer (or designee) within five (5) working days of receiving the DH’s decision.
Failure to file the appeal with the Senior Vice President of Talent & Inclusion and Chief Diversity Officer(or designee) by the required time limit shall mean that the employee is barred from proceeding further with the grievance.
The Senior Vice President of Talent & Inclusion and Chief Diversity Officer will review the grievance through the use of fact finding and information gathering, including interviewing the parties involved in the matter and any relevant witnesses and shall issue a written decision within ten (10) working days of receipt of the appeal.
Step III: Senior Administrator
If the employee is not satisfied with the outcome of the grievance at Step II, the employee may file an appeal in writing to the appropriate senior administrator of the University within five (5) working days of receiving the Step II decision. For purposes of this provision, the senior administrators of the University are the members of The President’s Cabinet. Any appeal at this step should be directed to the senior administrator responsible for the department in which the employee is employed. When the employee’s responsibilities cross departmental or divisional lines, the Vice President for Talent & Inclusion and Chief Diversity Officer (or designee) shall decide to which senior administrator the appeal should be directed.
Failure to file the appeal by the required time limit shall mean that the employee is barred from proceeding further with the grievance.
The senior administrator shall review the substance of the grievance, including the information gathered at the Step II appeal, and at their discretion may (but is not required to) meet with the parties involved in the matter and any relevant witnesses. The senior administrator will issue a written response to the employee within ten (10) working days of receipt of the appeal. The decision of the senior administrator shall be final.
The Senior Vice President for Talent & Inclusion and Chief Diversity Officer (or designee) is available for assistance and consultation at any point during the informal or formal processes under this Grievance Procedure.
WPI understands that social media is a powerful tool and can be a fun and rewarding way to share your life and opinions with family, friends, and co-workers around the world. We recognize that many employees have personal social media pages/handles. Personal communications made via social media are not exempt from the policies and regulations that govern personal liability across general and traditional forms of communication at WPI, including but not limited the policies and practices outlined in this Manual and on WPI’s Policy Library.
Ultimately, you are solely responsible for what you post online.
When posting on social media: