Serving as the supervisor of a student employee covered by the UAW contracts isn’t the most simple task in the world, and doing so has been subject to a lot of change in the last couple of years. The aim of this page is to give you a quick reference guide on a couple of important points, and make sure you have the latest on who to speak with and when to speak with them.
Reasonable Accommodations for Disabilities
Just like the rest of us, student employees who are disabled (or who become disabled during the quarter) are owed reasonable accommodations which allow them to satisfy the conditions of their employment.
If a student employee discloses the need for accommodations to you, you are welcome to address their need directly if the goal can be easily-achieved without disadvantaging other students. For example, a student may request that you avoid certain color combinations in slides to accommodate their colorblindness, or activate closed captioning during a TA meeting held over zoom – no problem to handle directly.
If a student’s disability may require more substantial accommodations, it is appropriate to recommend that they contact Disability Management Services (DMS) to ensure that their disability is documented. DMS will handle all medical details and simply notify the department of the accommodation required (they are the employee counterpart to the Student Disability Center). In parallel, please let your Graduate Program Coordinator know of the request. On the staff side, we’ll be able to coordinate institutional resources to best-support both you and the student.
Short- and Long-Term Leaves
TAs, Readers, Associate Instructors, and Tutors (“academic student employees”, or ASEs) and GSRs are guaranteed certain leave options. You do not need to moonlight as a “leaves expert”, nor handle the paperwork, but as their supervisor you do need to be able to give your student employees a quick overview and get them pointed in the right direction.
The Quick Overview
Short-Term Leave
ASEs with a 50% appointment may take up to two days of paid short-term leave (prorated accordingly for those with 25% or 75% appointment). For salaried students this is paid, while for hourly students it is unpaid. Personal illness, family emergencies, or urgent appointments are among the reasonable uses for this leave.
Long-Term Leave
ASEs are eligible for eight weeks of long-term leave per academic year. For salaried students this is paid, while for hourly students it is unpaid. Serious health conditions, family care, pregnancy, and baby care and bonding are among the reasonable uses for this leave. ASEs should ideally be informing you of the need for such leave at least 30 calendar days in advance of the date on which it is necessary, although of course the vicissitudes of some health conditions may prevent them doing so.
Other Paid Leaves
Paid leave for bereavement, jury duty, military service, and what is rather unkindly termed “pregnancy disability” are all contractually-guaranteed to each ASE.
Unpaid Leaves
There are many reasons why an ASE may wish to pursue a leave for other reasons which may be unpaid; one common case might be the pursuit of short-term academic opportunities like conference attendance.
As has been tradition, it is okay for you and that ASE to determine a shift trade. For example, if a TA wishes to attend a Saturday – Monday conference but has a Monday discussion, they could trade shifts with a fellow TA who has a Wednesday discussion. In that case, both ASEs' contracts are being fulfilled, your instructional need is being covered, and there is no need for leave.
If on the other hand nobody can cover their work assignment – perhaps in that example lecture is Monday – after discussing with you they may elect to take unpaid leave (on their timesheet, "Leave Without Pay").
The Right Direction
If an ASE has suggested to you that they would like to pursue a leave, all you need to do is let your Graduate Program Coordinator know. All set! We’ll take care of getting the leave formalized, and will let you know the outcome.
If based on an ASE’s statements you think a leave might be warranted (e.g. if they say that their partner has just been in a major car accident and requires care), you do not need to disclose anything which is not already reportable, but you’re very welcome to say something as simple as “I think you may be owed some time off for that situation, if you would like” and suggest that the ASE go to speak with their Graduate Program Coordinator.
Addressing Performance Concerns
Ideally, everything goes smoothly for both you and your ASE. If you do notice performance issues, though, it's important to extend due empathy to the student, adhere to the terms of the contract, and keep your enrolled undergraduates' pedagogical need in mind. Here's one take on what that looks like in practice:
- Is the employee completing the tasks listed in the Description of Duties? Refer back to the Description of Duties form you'd completed. Not all performance markers as so easily-quantified ("a TA's communication style with undergraduates", for example, will ultimately be subject to your qualitative evaluation) but if your concerns involve those which are on the DoD form, it's important to have those in mind.
- Have you discussed your concern with the employee? Make sure that communication with your ASE clearly addresses the issues you have noticed while maintaining a focus on collegial support. Often, workplace issues can be solved by addressing challenges head-on while ensuring that your ASE is still being treated with due respect. And if after doing so the issues persist, having documentation that the issues were discussed clearly supports any necessary escalations.
- Have you consulted with anyone who may be able to provide support? Involve others as necessary. Your Chair or Graduate Program Coordinator will both be a great first step, and can help you think about remediation paths including those described above (leaves, accommodations, etc.). If the issue proves intractable, they are also able to call in other resources at Employee and Labor Relations and/or Graduate Studies.
- Are your concerns solely work-related, or are they also academic? As much as is possible, remember to keep the student's "scholar self" and "employee self" separate. It's not appropriate to pursue disciplinary action against an ASE for that individual's conduct or progress as a student, nor is it appropriate for an employee's perceived misconduct to result in academic consequences, like a Marginal SPA. Of course, we live in a reality where the two are to some degree inextricable; students who are experiencing longer-term academic difficulties are per policy generally not eligible for employment, for example. Given that, though, this is a point on which we must simply do our best.
If after constructive discourse and clear discussion of alternatives like leaves and accommodations the issues cannot be resolved, it is typical for your concerns to be addressed first by a formal letter of warning or counseling memo (written in collaboration with Graduate Studies) which is issued to the ASE. In a worst case, this may be followed by suspension without pay or dismissal from the appointment.
Ultimately, the principle of both the ASEs' contractual protections and campus's practical guidance is that mutual respect, clear expectations, and a supportive environment are most conducive to the success of both you and your ASEs in your respective roles, be the circumstances happy or trying.
Performance Issue Flowchart
The chart below is intended to give you an idea of the formal steps for ASE performance issue management. We can't "skip ahead" in this process, as it would not be equitable for the employee nor allowed under their bargaining unit agreement. For this reason, and to ensure fairness for your student employee, it's important to document any issues early and let folks know. For each step, we have a suggested contact or two to whom you can reach out.
- Step 1: Initial Issue
An ASE Performance Issue Occurs
The first step is documentation which is explicitly non-disciplinary in character. It changes depending on whether the issue is relating to time/attendance, or "other".
Time/Attendance Issue
The first step is to issue a written counseling memo. This is a short letter outlining the duty time and/or attendance expected of the employee.
Contacts:
- Your Graduate Program Chair
- Your Graduate Program Coordinator
Is the Time/Attendance Issue Resolved?
No!
Unfortunate. The next step will be to be on the lookout for the next instance of an issue.
Once it occurs, you'll need to write a second written counseling memo. If the issue still persists, we'll proceed to the Letter of Warning stage below.
Yes!
Wonderful! The last step is to send a follow-up summary email to the employee acknowledging the issue has been addressed.
Another Type of Issue
The first step is to document the conversation you've had with the employee to address the issue. Make sure to document the issue clearly and supportively, as well as the day(s) on which it occurred.
Contacts:
- Your Graduate Program Chair
- Your Graduate Program Coordinator
Is the Performance Issue Resolved?
No!
Okay. The next step will be to proceed to the Letter of Warning stage below.
Yes!
Wonderful! The last step is to send a follow-up summary email to the employee acknowledging the issue has been addressed.
- Step 2: Letters of Warning
The Issue's Continuing!
Even more unfortunate! That means that the time has arrived for a Letter of Warning.
Letter of Warning
The next step is to write and issue a Letter of Warning. The Letter provides a clear description of the unsatisfactory conduct, a statement of how the employee must correct the issue, and a description of the action which will be taken if the problem is not corrected.
It's important not to issue a Letter of Warning without talking to our campus experts. If you speak with the Graduate Program Supervisor (Will), he'll take care of calling in backup.
Contacts:
- Graduate Program Supervisor
- Employee and Labor Relations
- Graduate Studies' AP Team
Is the Issue Resolved?
No!
If the issue's continuing, it'll be time to determine whether the issue is putting students in danger. If it is, it is appropriate to move on to the next stage – a Letter of Intent.
If students are not in danger, you will need to be on the lookout for a repeat instance of the issue (e.g., the employee will need to demonstrate that they have not improved) before proceeding to the Letter of Intent
Yes!
Wonderful! The last step is to send a follow-up summary email to the employee acknowledging the issue has been addressed.
- Step 3: Letters of Intent
The Issue is Continuing!
The Letter(s) of Warning haven't done the trick; the problem is continuing.
Letter of Intent
The next step is to write and issue a Letter of Intent. This letter informs the employee of the intended action, the reasons for it, and details their right to respond. This step must be taken before any actions like suspensions or dismissals from a position may occur. The Letter of Intent also makes sure the employee is aware of their right to respond to its contents formally.
As with the other Letters, it's important not to issue a Letter of Intent without talking to our campus experts. If you speak with the Graduate Program Supervisor (Will), he'll take care of calling in backup.
Contacts:
- Graduate Program Supervisor
- Employee and Labor Relations
- Graduate Studies' AP Team
Is the Issue Resolved?
No!
The employee is guaranteed 10 days to respond to a Letter of Intent. After the response period closes, it'll be time to proceed with the "consequence" detailed in the Letter of Intent, which requires a Letter of Action.
Yes!
That's great. It's important to carefully "wind down" the performance management process and as such you'll get more specific guidance around how to do so after a Letter of Intent has been issued.
- Step 4: Letters of Action
The Letter of Intent has Been Issued
After the response period detailed in the Letter of Intent has concluded, it may be appropriate to issue a Letter of Action.
Letter of Action
The Letter of Action (sometimes referred to as the Notice of Action) is the last step. It confirms the university's decision to move forward with the disciplinary action arrived-upon, and outlines the employee's right to file a grievance.
As before, we cannot issue a Letter of Intent without talking to our campus experts. If we've gotten to this stage they will likely have helped us draft one in concert with the Letter of Warning.
Contacts:
- Graduate Program Supervisor
- Employee and Labor Relations
- Graduate Studies' AP Team
How Will the Issue be Resolved?
At this stage, resolution will likely be dictated by Employee and Labor Relations and the union bargaining agreement. It may include dismissal from an appointment or suspension without pay – but at this point, the process has concluded.