The Work Number handles employment and salary verifications for the University of Georgia. Click here for more information.

FY23: July 1, 2022 – June 30, 2023 (Excel)

FY22: July 1, 2021 – June 30, 2022 (Excel)

For conclusive information, click here.

2022-2023 UGA Premium Subsidy for Eligible Mandated UGA Students

UGA Premium Subsidy Only coverage: UGA will pay 50% of the premium for student only coverage for graduate students receiving qualified assistantships, qualified fellowships, or qualified training grants. The 50% premium subsidy applies only to health insurance coverage for the Student Health Insurance Plan’s student only coverage and does not apply to any health insurance plan option chosen from the health care exchange or marketplace. The subsidy applies to Fall coverage and Spring/Summer coverage only.

Fall 2022 (08/01/22 – 12/31/22)

• Student pays $560
• UGA/PI pays $560

Spring/Summer 2023 (01/01/23 – 07/31/23)

• Student pays $775.50
• UGA/PI pays $775.50

Summer 2023 only (05/01/23 – 07/31/23)

• Student pays $673.00
• UGA/PI pays $0

If you have questions about student health insurance please reach out to UGA Human Resources directly at hrweb@uga.edu or at 706-542-2222.

FY23: July 1, 2022 – July 30, 2023

FY22: July 1, 2021 – July 30, 2022

Click here for more information.

***All forms are unavailable at this time. Please reach out to ecologyfrontdesk@uga.edu for help.***

• a student worker
  • Students are not allowed to work more than 20 hours per week for all on-campus jobs.
• a temporary, non-student worker
  • Successful candidates for these positions should submit a temporary, part-time acknowledgment form to Ecology’s Administrative Manager & HR Liaison.
• a benefits-eligible staff member
• a non-benefits-eligible staff member
• a RESEARCH only postdoc
• a RESEARCH and TEACHING postdoc. Please reach out to the Dean’s Executive Assistant.
  • Since teaching is included this will classify the postdoc as a form of faculty here at UGA. It will not be an actual faculty line but the position will be held to the same standards in order to meet SACS accreditation.
• a faculty member
  • Please email the Ecology Dean.

The Office of Postdoctoral Affairs website contains conclusive, up-to-date information on hiring postdocs.

• Units now have two distinct options for postdoc appointments: defined-term and open-term.  Faculty/units can choose which best suits their needs based on the nature of the funding available. 
• The defined-term option requires an up-front defined end date and formal continuation letters and has less notice requirement at the time of separation.
• The open-term option does not require a defined end date or formal continuation letters but requires additional notice at termination (and may be subject to RIF, aka layoff procedures).
• Further details of these changes can be found on pages 3 and 4 of the updated UGA Policy for Postdoctoral Appointments, found here.
• Updated offer letter templates for both defined-term and open-term can be found here and must be used for all new postdoctoral appointments effective April 11, 2022. 
• REQUIREMENT: All postdoc draft offer letters must be reviewed by the Office of Postdoc Affairs before presenting them to the candidate. Work with your business office.
• UPDATE: This guide has also been updated with this new information and now includes a visual workflow of the appointment process in addition to the text – Processing Postdoctoral Appointments in UGAJobs: A Guide for Unit HR Administrators.  Please review this guide when appointing a postdoc to your unit.
• UPDATE: The Postdoc HP Cover Form has also been updated.  Please use this new form with “Updated 3-2022” in the upper right corner.
• REMINDER: This document is also available – A Practical Guide to Managing UGA Postdoctoral Positions: Instructions and FAQs

University of Georgia Human Resources

• Information for current employees.
• Information for prospective employees.
• Information for retired employees.
  • UGA Retirees Association
• Information for students.

Additional information (updated periodically)

• Faculty Benefits – Reminder: Faculty members that are separating at the end of the Spring semester will receive a refund for their June and July insurance premiums. Coverage ends at the end of May.

Click here for information on the proper way to interview qualified candidates.

Email Ecology’s CBO with your employee’s name and a list of systems for which your employee will need access to. Please include how your employee will use this system in their role at UGA.

Voluntary Separation – Employee chooses to end position (resignation).

Layoff (also known as Reduction in Force) – Employee has no choice in termination of employment. The supervisor should begin working with Ecology’s Administrative Manager & HR Liaison at least 6 months before the effective date.

Termination due to Negative Actions of Employee – If there are performance or conduct issues with an employee the supervisor should reach out to Ecology’s Administrative Manager & HR Liaison as soon as problems begin to arise. This is known as ‘for cause separation’ at UGA.

UGA’s Faculty and/or Staff Transfer Checklist (pdf)

Percent times for graduate students should be set before the start of each semester and align with the deadlines shown below.

For other employees, a percent time change will require a review & process by HR so please reach out as soon as possible.

Please email Ecology’s Administrative Manager & HR Liaison with the following pieces of information:

• your employee’s name
• effective date of change
• new % time requested

Deadline for graduate student changes:

• changes for May through July-notify EBO by February 1
• changes for August through December – notify EBO by May 1
• changes for January through April – notify EBO by November 1

Please email Ecology’s Administrative Manager & HR Liaison with the following pieces of information:

• your employee’s name
• effective date of change
• new speed type

Deadline for changes is two weeks before the start date of the effective pay period. 

Click here for information on compensation at UGA.

Click here for additional information on faculty compensation and workload at UGA.

Please email Ecology’s Administrative Manager & HR Liaison with the following pieces of information:

• your employee’s name
• the effective date of change (must be at least 2 months out)
• updated information including title and description of changes in duties

Our office will work with UGA-HR on this request and will be in touch with you for additional information.

In a nutshell, a supervisor oversees the day-to-day performance of employees, manages the progress, and maintains a positive environment.

In Ecology, a supervisor should have first-hand knowledge of the expectations of the job and be an eyewitness to work performed. They are responsible for:

• Managing workflow
• Training new hires, informing employees of other training opportunities as they come up
  • Verify all required training for lab safety, right-to-know, etc. have been completed
• Maintaining employee(s) schedule, including managing leave requests
• Understanding the hierarchy of the School and University when it comes to grievances all while maintaining confidentiality
• Evaluating performance in writing, at least, annually
  • Provide performance feedback throughout the year
  • UGA has a “guide to performance management” to help supervisors
• Promoting a helpful environment

                                                                           ……among other things

Below is information on the grievance process from UGA-HR:

“The University of Georgia is committed to providing employees with reasonable resources needed to be successful in their jobs.  The University encourages open communication between employees and supervisors. Performance coaching includes a range of options that may include verbal coaching, written warning, suspension with or without pay, and/or termination.  

It is the role of the supervisor to communicate job performance expectations to the employee. The University of Georgia reserves the right to bypass or accelerate any and all steps depending on circumstances. This guide is intended to serve as a tool to help supervisors evaluate and respond to employee performance in a fair and effective manner.  It is not intended to stand alone, nor does it constitute legal advice regarding specific incidents.  

Coaching is the ongoing process whereby the supervisor directs the development of the employee through regular performance feedback. If the employee is meeting the supervisor’s expectations, positive feedback can be used to reinforce performance and further motivate the employee to even higher levels of performance. Benchmarks and specific achievements should be discussed.

Counseling occurs where there are performance issues and may be used to assist the employee in achieving a satisfactory level of performance prior to initiating more formal written warnings. In such cases, the supervisor should meet with the employee to clarify performance expectations and determine what obstacles are impeding the employee’s ability to meet and exceed standards.

Before you act, ask yourself:

• Is the employee aware of the policy or expected behavior?
• Have I objectively gathered all the facts?
• Has the employee had the opportunity to respond?
• Am I responding quickly, consistently, and reasonably?
• Has the employee been previously counseled?
• How severe is the problem or infraction?  What was the impact, or possible impact, of the employee’s action?
• Were there legitimate obstacles to proper performance?

Coaching

Supervisors should communicate expectations for improvement clearly and in a timely manner. They should be prepared:

• to review the employee’s job description with the employee
• to be direct and as specific as possible in identifying deficiencies or incidences and their significance
• to give employees examples of what “success” looks like in their role
• to give the employee a chance to assess their own capacity and commitment to a position
• to problem-solve with employees who are attempting to fulfill their job obligations
• to identify the process for ongoing assessment of improvement
• to assess tools, systems, and any recent changes in workload or areas of responsibility
• if necessary, to explain the consequences of failure to improve within a fairly established timeline
• to keep notes on the content and date of the conversation for their own recollection”

For additional help or if you have questions be sure to reach out to Ecology’s Administrative Manager & HR Liaison.

Employees perform specific duties and tasks for employers in exchange for compensation. Typically, they work in a full-time, part-time or temporary capacity. Employees fulfill certain job responsibilities and roles, most often defined in the job listing. It should be noted that a job description does not necessarily define every minute job task but rather provides an overview of essential duties and the like. Any major change in duties should be reviewed by the supervisor with Ecology’s Administrative Manager & HR Liaison. Our office will work directly with UGA-HR to determine if further action is needed (i.e., reclass, compensation change, etc.).

UGA-Ecology uses a performance management system to help motivate employees to perform their jobs well. UGA-Ecology may integrate training opportunities to help increase employee skill levels and experience. Some training may be mandated and others may be provided as additional opportunities. Training should be discussed with and approved by supervisors.

Employees typically work within a certain time frame and in certain workspaces to complete their duties. Ecology has positions that involve field work and, therefore, may have employees who work outside the typical business hours of Monday – Friday, 8 am – 5 pm.

Below is a SAMPLE outline of job performance expectations that a supervisor may go over with their employee.

• Confidentiality –Your ability to be discreet and handle confidential information with the greatest of sensitivity is critical to your success. This includes all verbal and written communications.  Not only do we have an ethical responsibility to protect this information, but more importantly, we are legally required to safeguard it at all times.  If you have any questions or concerns about what is or isn’t confidential, please do not hesitate to obtain clarification from your supervisor. 
• Training – As a current employee you should be aware that training is available through many sources. You will be required to maintain training as it pertains to your position. You should obtain full support from your supervisor so long as it does not interfere with the normal workflow of your normal duties.
• Working Relations – You are to conduct yourself with professionalism and respect at all times. Display civility and cooperativeness at all times towards colleagues, students, faculty, alumni, community members, and administrators, when carrying out your job duties. Your interactions with others must be collegial and help create a positive work environment.  Your communications are expected to be pleasant and accurate.  Do not feel obligated to guess what an answer might be. Rather inform the inquirer you will get back to them after a bit of research. You will be expected to follow up with an answer.  At all times, please avoid using incorrect, evasive, or misleading statements.
• Voicemail – Listen to your work-related voicemails in a timely and careful manner. Determine whether there is follow-up action or response required, and respond accordingly.  You are encouraged to show initiative and be responsive to all communications. Please keep personal calls to a minimum as they should not interrupt your work day.
• E-mail – You will receive both work and non-work-related e-mails. Please take extra care in determining the difference.  Be mindful that spam and junk mail may carry potential viruses.  These can be very dangerous to your computer and the system.  Do not open attachments unless you are sure, otherwise delete them immediately.  For work-related emails, please read them in a timely and careful fashion.  Determine whether follow-up or response is necessary, and respond accordingly.  You may need to acknowledge receipt or give status, even if you do not know the answer, but are working on it.  This is best practice. You may send or receive electronic meeting requests.  Please respond vigilantly because responses are normally automatic and advise the sender right away.  You are encouraged to show tactful written etiquette and initiative. Be proactive and responsive in all of your electronic communications. 
• Communications – You must communicate with your supervisor and others in a clear, honest, and timely manner. If you are unclear on any assignment please reach out to your supervisor for clarification. Repeat back to your supervisor what your understanding is until both of you come to an agreement. Once your tasks are completed for the day you are strongly encouraged to show initiative in organizing your office, helping others, creating working documents, or performing other non-daily duties to help create an efficient working environment.  No one knows what you need or if you are ready for your next assignment unless you take the first step.  Do not fall into the habit of having others seek you out to find out the status of your work.
• Meeting Participation – When you are asked to attend a meeting, please make every effort to be there and on time. Respect your time commitments and those of others.  Do not expect participants to locate you when you are not there. If you will be delayed or need to reschedule, contact the meeting chair as soon as possible to explain the delay, give an estimated time of delay or request to reschedule. 
• Meeting Deadlines – Please follow through with set deadlines. If you experience a delay in meeting your commitment, consult with your supervisor before the deadline to give a status update, obtain further direction, or set a new deadline if possible.  Otherwise, it is expected that you will make all of the necessary arrangements to meet the agreed-upon deadline.  Do not wait for someone to come looking for your work product, it is your responsibility to be proactive and turn it in on time.
• Accuracy – When you are given a work assignment, task, or project, please review and proofread your work carefully for the format, accuracy, grammar, tone, and purpose, prior to turning it in. Business documents are not essays.  This includes email communications.  Be your own editor and strive to turn in quality work at all times.  Business basics indicate one should strive to be “Brief, Clear, and Concise.”  If you need help with the format or structure of your work, please seek assistance right away.
• Directives or Directions – Employees are required to comply with their supervisor’s request, instructions, or directives as it relates to their job. In the event you are unable to meet this standard, you should consult with your supervisor immediately to discuss any problems, delays, and/or challenges.  However, be advised that disregarding a request, instruction, or direction may be viewed as insubordination.  While there may be times that you do not always agree with the decisions, requests, or directives given to you, I encourage you to discuss your concerns with your supervisor.
• Observance of Work Hours – Your work hours must be consistent with your established schedule, as deemed by you and your supervisor. Your supervisor should provide the days and hours of your work to you. Any employee working 6 hours or more is required to take a 30-minute break. Any deviation from the approved schedule must be proposed in writing to your supervisor and copied to the HR Liaison
  • Scheduled absences – Submit all scheduled absence requests (such as vacation, pre-scheduled doctors’ appointments, etc.) with as much notice as possible for review and potential approval.
  • Unscheduled absences – Please contact your supervisor as soon as possible before the start time of any same-day unscheduled absences or late arrivals. If an emergency comes up during the day and you need to leave early, contact your supervisor immediately.
  • Certain classifications do not allow for overtime.
  • Leaving your work area – If you need to leave the office area for any reason for a prolonged period of time during the work day, please leave a note on your door accordingly. It is critical for daily operations, in the event of an emergency, and for proper supervision purposes.
• Conflict Management – It is normal for differences of opinion or conflicts to occur in the workplace. When this happens, it is expected that you will work towards an amicable solution, and all parties remain mindful not to escalate the situation.  Explore why there are differences, respect the individuals’ right to their opinion, and try to understand that varying life and work experience levels may be different from yours.  Therefore, you may not share the same approach to the problem or conflict resolution.  Wherever possible, be flexible about the outcome.  In the event your efforts are not successful, you can agree to disagree.  During your interactions, remember to be respectful and strive to keep your composure, even if it appears that the other person is not open to resolution.  If necessary, remove yourself temporarily from the immediate area.  Please keep the channels of communication open with your supervisor so they may assist you in this process, as needed.   Please strive to establish good working relations at all times.

If you have a specific issue with your supervisor it is expected that you will reach out to the next level supervisor for resolution.

We are committed to seeing you succeed.  Everyone should do their best to assist and support one another in these efforts.

Other items up for discussion include lunch break schedules, dress code, field conditions, and travel requirements, among other things.

A job description is a document intended to provide applicants with an outline of the position’s essential duties and responsibilities and may include some other tasks for which they are applying. It does not include a comprehensive list of all detailed tasks.

The description is typically generated by the direct supervisor with help, as needed, from Ecology and UGA Human Resources.

The description should help applicants determine whether the job they are applying for is in line with their skill-set and provide enough detail for the applicant to decide if this is a job they actually want to do.

Among other things, a job description should help formulate questions for the interview process, assist in forming a contract of employment, and aid in the evaluation of the employee’s job performance.

Job descriptions should

• be concise
• clearly identify the title and purpose of the role
• include key tasks broken down by estimated percent time (must equal 100%)
• include a brief background and overview of the unit/lab
• include the direct supervisor’s name
• explanation of the kind of candidate being sought (i.e., professional experience, achievements, skill-set, educational background, etc.)
• location of the job including work environment and employment conditions
• physical requirements
• salary range
• position stats: full-time, part-time, temporary, regular, exempt, non-exempt, benefits eligibility

As stated, a job description should capture the main duties and responsibilities of the role. However, there will be unwritten duties the employee may also be asked to perform. These duties should be in line with the established position. If the employee or supervisor believes additional duties would affect the established position’s title or salary they should reach out to Ecology’s Administrative Manager & HR Liaison. Our office will work with UGA-HR to determine if there is any effect.

• UGA’s Performance Assessment Form – form may not be altered; supervisors are welcome to add additional documents
• Ecology’s Performance Assessment Process– the process should begin in early January
• UGA’s guide to performance management
• 180-day probationary period

Click here for more information.

Click here for more information.

Comp Time

• Comp Time is earned AFTER an employee reaches 40 hours in one workweek.
• Ecology requires prior approval from the supervisor based on the agreement between the employee and supervisor.
• Ecology does not allow comp time more than 5 hours per week.
• Information must be submitted by the supervisor at least one week prior to the date comp time is expected to commence.

Exempt vs. non-Exempt

• What is the difference between an exempt position and a non-exempt position? In a nutshell, exempt positions are not eligible for overtime or comp time.

UGA Faculty & Staff Guide

• UGA faculty and staff should use OneUSG Connect for several employee processes, including accessing pay stubs, requesting leave, approving time, and more. As faculty or staff, you will access most of your information through the OneUSG Connect Employee Self-Service page.

• UGA Policies on time away from work.
• How do I submit a leave request?
• How does a supervisor approve leave requests?
• Need to cancel an approved leave request? Supervisors may do so.

Refer to the policy here.

• Volunteers are individuals who perform services for the University, without expectation of compensation, benefits, or future employment.  Generally, volunteers are not current employees, enrolled students, or vendors/consultants. There have been instances where students were able to volunteer but the situation must be discussed with UGA’s Insurance & Claims Management on a case-by-case basis. Be sure to reach out to Ecology’s Administrative Manager & HR Liaison.
• The University is self-insured through the Department of Administrative Services Risk Management Services against state tort claims.  This coverage is extended to University Volunteers who are a part of the University Structured Volunteer Program.  The liability coverage is for injuries and/or property damage Volunteers may cause others while acting in the course of their official volunteer duties.  Liability coverage does not apply when Volunteers deviate from the course of their volunteer duties.
• All Volunteers must establish proof of identity and citizenship or permanent residency.  If the individual is not a citizen or permanent resident of the United States, he/she must provide documentation of his/her visa status. An individual holding a temporary visa may not serve as a volunteer in a position where others in a similar position receive compensation or perform the same services. An individual with a pending H-1B visa application to work at the University cannot serve as a volunteer. Volunteer status may not be used as a way to avoid or defer compliance with the employment eligibility requirements of federal immigration laws.
• An individual who is under the age of 18 must have parental consent to serve as a Volunteer.
• Volunteers may not be used in positions that are normally paid or to replace classified employees who have been a part of a Reduction in Force. 
• All volunteer work must be directed and supervised by a University employee designated by the unit for which the individual will be working (“Sponsoring Department”).  Volunteers must agree to abide by all applicable University policies and sign the Volunteer Agreement provided below prior to performing volunteer service.  Each Volunteer Agreement must be approved by the head/Dean of the Sponsoring Department. The Sponsoring Department is responsible for promptly submitting the signed Volunteer Agreement to the University’s Department of Safety and Risk Management. 
• Volunteers who work with minors must satisfactorily complete a background check prior to performing any duties for the University.  Sponsoring Departments, in consultation with the Office of Legal Affairs, may require background checks when warranted by the nature of the duties to be performed. 
• University Volunteers do not have an employment relationship with the University on any grounds or for any reason.  Volunteers are not eligible for University benefits, including but not limited to workers’ compensation, and the University does not provide Volunteers with accident or medical insurance.

EXAMPLE: “I have a student who wants to do research for credit next term and wants to do some volunteering with us beforehand so they can become acquainted with the lab and potential research project.” Per UGA Insurance & Claims Management, this would not fit the description of a volunteer and would not be allowed.

• No person of any age may volunteer to work in or for a UGA department unless their efforts are part of a structured volunteer program approved by the University. Be sure to reach out to Ecology’s Administrative Manager & HR Liaison for more information. You will work with her and UGA’s Associate Director for Insurance & Claims to develop a structured volunteer program BEFORE anyone is allowed to commence duties.

UGA-Legal Affairs: Grievance and Disciplinary Review Policy

Ecology’s Resource Guide on Grievances