PR Manager Manual v.5

Last Revised: May 29, 2017

Physical Resources

MANAGER & SUPERVISOR
MANUAL

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INTRODUCTION

Mission Statement: Physical Resources builds, operates, and maintains the physical assets of
the university and provides quality customer service.
Physical Resources is comprised of five areas of specialization which provide support services to
the entire Campus. The services provided by each area of specialization and the organization of
management personnel. Organizational charts are available on the Physical Resources website.
The services provided by the Physical Resources Directorate are organized in the following
categories:

o emergency maintenance and repairs
o emergency custodial services
o electronic access
o normal maintenance and repair services
o routine scheduled custodial services
o supply and distribution of utilities on campus
o minor renovations
o major renovations
o capital projects
o space requests
o sustainable transportation and parking services

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CONTENTS

1.0 Physical Resources Manager/Supervisor Responsibilities
2.0 University Supports and Services
3.0 Administration
4.0 Finance
5.0 Emergency Management
6.0 Occupational Health & Safety
7.0 Privacy Regulations
8.0 Hiring, Training, Orientation & Staff Management
Appendix A: Time Card Codes
Appendix B: Acronym Reference

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1.0 PHYSICAL RESOURCES MANAGER/
SUPERVISOR RESPONSIBILITIES

1.1 Communication
Formal (e.g. meetings, written) and informal communication (e.g. phone calls, drops ins etc..)
are encouraged. The majority of managers operate with an ‘open door policy’ where staff are
encouraged to come forward with questions. While each supervisor and manager will have
their own unique communication style and preferences, Physical Resources is a large
department with a lot of moving pieces; making communication vital to the department’s
success.

Managers and Supervisors are encouraged to use more private spaces (e.g. closed office door,
meetings rooms) for more sensitive communication to ensure privacy and confidentiality are
upheld.

Courses on communication are also available to Managers/Supervisors, see the Learning &
Development section for more information.

1.2 Departmental Policies and Procedures
A list of departmental policies and procedures are located on the PR website and may also be
accessed from the common G drive. It is an expectation that Managers and Supervisors
familiarize themselves with these policies, procedures and work standards. Specific policies
relevant to your position or area may also be highlighted to prioritize.

Managers and Supervisors should specifically familiarize themselves with Directorate policies
and procedures that involve:
Human Resources
Administrative Policies and Procedures
Authorization Requirements
Safety
Financial Operations

A number of University policies and procedures that apply to all University staff are also
accessible on the main U of G website for Managers and Supervisors.

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1.3 Keys and Office Security
a. Keys are assigned according to the position and area of responsibility;
b. All staff are responsible for any keys that are signed out; keys should not be lent
to others or taken home;
c. Loss of keys is subject to job related disciplinary action;
d. The University ID card will be set up to access the main office, do not lend this
card to others; if you lose the ID please report as soon as possible so that is can
be cancelled.
e. Staff can also choose to set their ID Card up to pay for food and beverage on
campus.

1.4 Reportable Incidents
 Accident/Injury in the workplace
Ensure accident/injury reports are handed into your immediate
supervisor and PR Human Resources staff within 24 hours of the
accident/injury.

 Critical Injury – certain injuries are considered “critical” (e.g. broken leg, sudden
death) in workplace safety standards and must be reported as soon as possible
to your Director. These incidents have reporting requirements to others on
campus and may result in an external investigation. IF YOU WITNESS AN
ACCIDENT OR INCIDENT Call Campus Community Police immediately for medical
response 519-840-5000.

 Workplace Harassment and Violence. Workplace Harassment and Violence is
not tolerated on campus and must be reported if a concern is brought to your
attention through the Workplace Harassment/Violence form and submitted to
Occupational Health.

1.5 Media

a. The University operates under an official spokesperson – if any media contact a
staff member directly, the media should be referred to the official spokesperson.
The spokesperson may decide that it is appropriate for someone to take the call
or respond; if media does make contact with any staff please ensure your
Director is informed.

b. The media do not have unlimited access to our buildings, especially residences,
they typically will obtain permission from Communications and Public Affairs
who will normally let the AVP Physical Resources know.

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1.6 Social Media and Personal Internet Use
Physical Resources does not currently prohibit the use of personal social media or internet use
while at work, however it is expected that any use will adhere to all University policies and be
done in a manner that does not impact productivity or conducted irresponsibility. Employees
may be addressed if there are concerns with the a) use of social media b) use of non-work
related internet use or b) content (e.g. if content is deemed to be derogatory towards the
University, colleagues or stakeholder).

1.7 Conferences
a. Conferences (including conference socials) are considered work events as any
staff in attendance at a conference is there as a representative of the institution.
It is expected that any Physical Resources staff use good judgement and act in a
professional manner while attending conferences and other professional
development opportunities.
b. The University does not pay for alcoholic beverages, please ensure that these are
removed from receipts submitted.
c. When travelling for a conference, making the most economically sound choices
is expected when travelling and to follow University travel policies.

1.8 Privacy
Information containing the privacy expectations, management and resources are available
through the University’s Privacy Office. It is important that Managers and Supervisors
understand their role and responsibilities in upholding privacy standards within the workplace.
This includes ensuring the proper storage and use of information, and reporting privacy
breaches. Privacy breaches may include theft of storage device, theft of data or personal
information, lost records, computer hacking, break and enter etc. Report all privacy breaches
immediately to a Director.

Many of Policies and Procedures for
Physical Resources are available on the

PR website.

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2.0 UNIVERSITY SUPPORTS AND
SERVICES

2.1 New to the U Program
New at the U is a comprehensive program that is designed for new staff and new managers at
the University of Guelph. Resources have been developed to help new employees as well as
those who support new employees, navigate their way through the first year on campus. New
staff/employees on campus will benefit by attending the sessions available through the
program and it is recommended that you support and encourage staff to attend.

New to the U Manager/Supervisor stream additional information can be found on the
program’s website. It is highly suggested that employees in new manager/supervisors roles
attend the Manager/Supervisor stream. Some topics provided in this stream are:

 Leadership and Personal Development Opportunities
 AODA Training
 Building Leadership Effectiveness
 Management Essentials Programs
 Violence and Harassment Prevention (with CCP)
 Review of Key Policies

2.2 Human Resources
2.2.1 GOAL Program
The University’s program for planning, assessment, and development
program is G.O.A.L. which is supported and outlined through Human
Resources Learning & Development. Understanding this process and resources
available is important for coaching and supporting others. *Note some positions may
be covered under a different process and therefore GOAL may not apply. For additional
information and clarity see a Director or visit the GOAL website.

2.2.2 Benefits
Benefit packages can differ by employee group and agreements. All staff will receive
details on group benefits when hired at the University. Additional information is
available through Human Resources.

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2.2.3 Learning & Development Services
In consultation with Human Resource colleagues, Learning &
Development’s Consulting Services can assist managers and supervisors to
address team performance challenges or opportunities. Their services
include:

 Coaching
 Conflict Management
 Team Building & Development
 Performance Support including G.O.A.L. implementation and

customized learning
 Facilitation
 Strategic Planning
 Support Change and Transition Initiatives
 Surveys and Assessments
Consult with your supervisor/Director who can help to strategize on the best course of
action depending on your concerns.

2.2.4 Employee Assistance Program
From time to time, employees and staff may find themselves in need of confidential,
professional counselling for personal, family, relationship, and wellness issues adversely
affecting work performance or threatening to do so. The purpose of the University's
Employee Assistance Program (EAP) is to help meet these needs.
As a manager and supervisor:

 be alert to changes in employees' job performance;
 encourage employees to seek EAP counselling where appropriate; and,
 advise employees of their rights and responsibilities with respect to EAP

participation and ongoing performance expectations.
It is possible that not all employee groups may have access to EAP. Check the EAP
website for eligibility and discuss alternatives if needed with a Director.

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3.0 ADMINISTRATION

3.1 Booking space

Meeting space can be booked through the DEC administrative staff for the lower lunch space (outside of
regular lunch hour), 010 lower boardroom, 103 main floor meeting room or boardroom located in the
maintenance building.

3.2 Hours of Work
Published office hours are 8:15am to 4:30pm, due to the nature of the role you may flex your
work week depending on operational need.

3.3 IT and Access Control
The information technology utilized within Physical Resources is managed within the Physical
Resources IT Services group. The IT resources includes but is not limited to, desktop PC’s and
Mac’s, specialized devices, networking equipment, mainstream and customized software
applications and externally hosted systems. IT needs are considered by the IT Services group
and will result in discussion and investigation prior to purchase, or change to existing IT
systems. IT requests are to be directed to the Physical Resources IT Services group by
submission of a work request through the work order desk.

3.3.1 IT Security
IT Security and protection of personal information is considered a priority for Physical
Resources. The IT Services group can assist in any questions related to IT Security and
protection of data/information. The Physical Resources Acceptable Use Policy outlines
some of the strategies employed to safeguard information and physical assets. Among
these strategies includes, password protecting computers, limited access folders,
password protected mobile devices, encrypted storage devices and expectations around
information storage.

3.3.2 Access Control
Electronic Access (EA) is maintained and operated by the Physical Resources IT Services
Group. EA has been installed across the main university campus on building perimeter
doors. EA is the primary means for obtaining perimeter building access. Physical
Resources is also responsible for door access programming and configuration.

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3.3.3 Acceptable Use
The University has an Acceptable Use Policy for all staff that outlines expectations in
regards to use of IT equipment and internet. Please make yourself familiar with this
policy as well as the Physical Resources internal Acceptable Use Policy.

3.4 Work Order System
(For Managers Whose Employees Complete Work Orders)

3.4.1 Assigning Work Orders
Managers will be provided with two copies of new work orders. Typically, the manager
will keep one copy and provide the other copy to an employee when they are assigning
the work. The manager's copy is normally kept to monitor which work orders have been
assigned to each employee. The described process is common among managers, but all
managers are free to implement their own organizational system as they see fit.

If a new work order is required, please contact one of the Work Order Desk clerks, who
will submit one on your behalf.

3.4.2 Closing Work Orders
Once work has been completed, employees will initial their copy of the work order. This
will be dropped in the 'Completed Work Orders' box in the J.C. Hersey building, near the
Work Order Desk clerks. Employees may also add any notes that they would like entered
in the work order's 'Completion Comments' section for future reference. By submitting
the work order to the completion box, the manager confirms that the requested work
has been completed.

3.4.3 Reviewing Work Order Backlogs
Work order backlog reports are a summary of work orders entered into the
Megamation Directline computerized management system (CMS), which have an open
status (not yet complete). The CMS has a pre-programmed function to generate work
order backlog reports on demand and allows managers to query or sort work orders
entered into the system by date, building, trade, type and priority. Regular generation of
the reports is intended to assist managers with prioritizing and scheduling work. All
managers are expected to monitor work orders and process completes, which includes
reviewing time and materials charged against work orders by staff, ensuring accuracy,
and prioritizing remaining open work orders with staff.

3.4.4 Chargeable vs. Non-Chargeable Work Orders
Physical Resources receives central funding to support the campus' basic building

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systems. Often, campus users will request that Physical Resources perform work that is
above-and-beyond these basic functions. In these cases, the user is expected to pay for
these services from their departmental budget. These requests are often referred to as
'chargeable' or 'user requested'.
Examples of non-chargeable work include:
 Maintaining building heating and cooling
 Fixing ceiling and pipe leaks
 Maintaining building electrical systems
 Fixing broken or stuck doors
 Standard room cleaning and garbage removal
 Road maintenance and snow clearing
 Replacing burnt out lights
Examples of chargeable work include:
 Putting up shelves and whiteboards
 Creating and posting signage
 Table and chair rentals
 Event cleaning on weekends and after-hours
 Adding or moving an electrical receptacle
 Changing locks
When a work order is created, it is assigned a type to indicate whether or not it will be
chargeable to the client. At the end of each month, all campus departments will be
charged for the time and materials used on chargeable work orders. These charged
amounts will appear as recoveries for the department that completed the work.
In the maintenance management system, managers can review the costs against a work
order at any time. In the 'Maintenance' module, click on 'Work Order Completion'. Page
3 will show all costs that have been applied against the work order, including the dates,
amounts and descriptions.

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Example:

3.5 System Shut-Downs

These would only be issued by Maintenance and DEC staff.
In some cases, building systems on the campus must be shut down in order to complete
necessary repairs or replacements. In these situations, Physical Resources tries to provide
campus users with as much advance notice as possible, so that they can adjust their schedules
accordingly. This reduces the risk of damaging important research or disrupting classes. Once
Physical Resources is aware of a pending shut down, an e-mail will be send to administrators in
the affected buildings. The e-mailed notice will specify the date and time of the shutdown,
which systems will be affected, and the contact information for the Physical Resources manager
that is setting up the shut down.

When a shut down is required:
DEC managers will fill out a shut down notification form and provide it to the DEC
secretaries. The DEC secretaries will send out the notification to the affected areas.
MES managers will contact the Work Order Desk clerks, who will complete a shut down
notification on their behalf. The Work Order Desk clerks will send out the notification to
the affected areas.
In an emergency or in the event of absences, both DEC secretaries and Work Order Desk
clerks can create and send shut down notices.

3.6 Office Supplies
Office supplies are available next to the work order desk in the Hersey building. If staff are

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unable to find something, staff may speak with the work order desk staff.

3.7 Photocopier/Scanning/Printing

 Please do not walk away from a paper jam in the printers/copiers – please tell the

appropriate person or place note on machine and turn off if no one is available to fix it.

 If printing remotely to a printer/copier please do not leave it in the machine. Be

especially careful with sensitive information

 Printing is for official PR business purposes only.
 Large scale printing should be sent out if deemed more economical or use large capacity

printer.

3.8 Document Management (common drive)

 Work/project documents and support files are to be stored in the appropriate

networked folder within the Groups volume located on the Physical Resources
department server.

 Personal files that are not work related are to be stored in the users own home folder

on the Homes volume of the Physical Resources department server.

 Non Physical Resources, non U of G related files such as (video, audio and music,

application ISO, application installers, etc) are not to be stored on the Physical
Resources department server.

 Physical Resources server storage is not designated for non U of G use.
 Staff creating new folders must follow the File naming conventions as per internal

procedures.

 All work/projects and U of G related files stored within the Groups volume have a

permanent retention period, unless otherwise specified. Personal information should
be destructed in accordance with the University Privacy Policy.

3.9 Mail Services
Mail is delivered on weekly and is sorted by the DEC administrative staff. Interoffice and
Interuniversity is available for staff. Personal mail should include a stamp before being sent
through the mail.

3.10 Email and Listservs
Email is provided by the University as a central service. Email is accessible via the web browser
and also by local email client if deemed necessary. Email technical support is primarily provided
by the University of Guelph Computing and Communications Services (CCS).

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Acceptable use also applies to email and electronic communication. It is recommended that
you check email during the day regularly. Listservs can also be used to send group messages.

3.11 Parking
Employees of Physical Resources are responsible for arranging and paying for their own
parking. Visit the Parking Services office for more information on permits or pay parking.

3.12 Pay and Time Cards
Pay and time cards are managed by the Physical Resources Human Resources staff. Managers
and supervisors can direct any questions regarding pay or time cards to the PR Human
Resources staff. Types of time codes and when to use them are detailed in Appendix A.
Managers and supervisors are expected to review, and approve, timecards when required.

3.13 Calendar Management
The majority of staff utilize the University’s calendar system. Managers and supervisors are
expected to keep their calendars up to date to ease with the scheduling of meetings.

3.14 University Identifier and Departmental Logo
The University has graphic standards for printed and electronic publications and
communications. These standards are located on the Communications website and should be
reviewed if staff are producing any materials or documents representing the University.

3.15 Business Cards
Business cards can be arranged through the DEC Administrative Staff.

3.16 Personal Calls
All staff are expected to reimburse the department for long distance personal phone calls and
faxes. All staff should be cognizant of where personal calls are being conducted. Public
personal calls can be disruptive to others who share a work space.

3.17 Office Etiquette
Due to the nature of the some of the work spaces (open concept) it is important that staff are
aware of how their work habits and behaviour may impact those around them. Noise,
especially can be bothersome to those in an open concept environment. Please ensure that
any concerns are addressed with staff in a timely manner to maintain the highest level of office

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etiquette possible. As a Manager/Supervisor it is important that any office etiquette concerns
are addressed in a timely manner and more appropriate behaviour is encouraged among staff
to minimum disruption of others.

3.17.1 Scent Free Environment
The main office and washrooms of Physical Resources are considered and should be a
maintained as scent free. Scent free environments are encouraged as smells and odours
may be irritating to those with allergies or other medical concerns.

3.17.2 Use of Speaker Phones
When in the office please be mindful of noise that may be impacting others in the area.
Noise can carry quite easily in the office environment, especially one that is open-
concept. Staff should also be cognizant of conference calls and where mobile calls are
being taken in order to minimum the disturbance of others.

3.17.3 Cleanliness
Please ensure that staff take reasonable steps to maintain a clean and respectable
environment for others who may share the space. Personal work space should also be
maintained.

3.17.4 Kitchen Use
Staff are welcomed to utilize the kitchen facilities. Coffee are other equipment are
provided. Please ensure that if any equipment or dishes are used that it is left clean.

 Announce yourself even if there is no

door

 Use earbuds for music
 Listen to voicemail by receiver

(not speaker phone)

 Use a closed door space if meeting with

more than two people

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4.0 FINANCE

4.1 Capital Financial Reports
Each month, financial reports will be distributed to all DEC Managers. These reports will show
the current financial status for ongoing projects. DEC Managers are responsible to provide
project updates to the Capital Accountant each month. A meeting is held the first Tuesday of
each month to discuss the financial aspects of these projects. DEC Managers who are unable to
attend the meeting must inform the Capital Accountant and provide written updates before the
meeting.
4.2 Operating Financial Reports
Each month, financial reports will be e-mailed to all managers who are responsible for an
operating department. These reports show a department’s financial status for the current fiscal
year (May to April). The reports’ forecasts are based on the previous year’s spending. As the
year progresses, these forecasts are replaced with actual financial data. For example, in the
beginning of December, the forecast would be composed of actual data for May to Nov. and
forecasted data for Dec. to Apr.
Each manager will receive a report similar to the example below:

For each category, the report shows the current financial forecast, the budget, and the
difference, along with an indication of whether the category is under/over budget.

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Personnel - Generally, when all positions are filled, personnel spending will match budgets.
Often, personnel budgets are under budget because one or more positions has been vacant
(unfilled). Most often, personnel budgets are over budget because of high overtime costs.

Recoveries – Many departments in Physical Resources collect money from other departments
to compensate them for additional work. The nature of these recoveries differs depending on
the department.

Other Expenses – Expenses in other areas, such as materials, equipment and contracted labour
are frequent in most departments.

4.3 Purchasing Limits
As a public sector organization, the University of Guelph is subject to Ontario’s Broader Public
Sector (BPS) procurement regulations. Depending on the value of the work/supplies, managers
may have to obtain written support for their choice of vendor before making a purchase. The
values and requirements are listed below:

Procurement Value Requirement

Up to $5,000 -

$5,000 - $9,999 1 written quote

$10,000 - $24,999 2 written quotes

$25,000 - $99,999 3 written quotes

$100,000 and over An open and public request for proposal

process

(All values listed are before-tax amounts)

For purchases over $5,000 against projects, please provide the supporting paperwork to either
of the DEC Secretaries. They will generate a contract, and contact the vendor to go forward
with the work. Without this contract, invoice payment will not be possible.

For all other purchases over $5,000, please provide the supporting paperwork to the
Accounting Clerk. They will generate a purchase order (PO), and contact the vendor to go
forward with the work. Without this PO, invoice payment will not be possible.

4.3.1 Single Source Forms
In select situations, such as emergencies or work with proprietary systems, it may not
be possible to offer work to multiple vendors. In these exceptional cases, a single source
form can be completed instead. The form must be signed by the requesting manager
and their supervisor. For very high value purchases, an additional level of signing will be
required.

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4.3.2 Prequalified Lists (Vendor of Record)
Physical Resources also maintains lists of prequalified vendors. These vendors have
been selected through an open purchasing process. Accordingly, vendors that have been
prequalified for $0 to $25,000 can be selected for work up to $25,000 without obtaining
written quotes.

Vendors can apply to be added to the lists. The application process is administered by
the Manager of Construction Coordination.

4.4 Paying invoices
Unpaid invoices will be delivered to the manager’s mail slot in the J.C. Hersey building.
Managers are expected to review the invoices to ensure that:

i. The work was completed to our satisfaction and/or the supplies were delivered
ii. That the amounts on the invoice are correct, as per any agreements with the vendor
iii. If applicable, that the required contract or purchase order has been generated

Once reviewed, please sign the invoice to indicate that it is okay to pay. Please write the project
number or work order number if applicable. Then provide the signed invoice to the Accounting
Clerk for processing and payment.

4.5 Reimbursements
On occasion, employees may pay for expenses that can be reimbursed by the University.
Examples include: Supplies purchased by staff for U of G use, parking fees or mileage incurred
when traveling on university business, or registration, flight and hotel expenses when attending
a conference/training.

4.5.1 Petty Cash
If these expenditures total less than $100 (incl. tax), the manager can provide to the
Accounting Clerk. When the cash is ready for pickup, the Accounting Clerk will alert the
manager and have them sign to indicate that the money was delivered.

4.5.2 Expense Claims
If the claim amounts to more than $100 (incl. tax), then it must be processed through
the university’s expense claim system. Instructions are provided on the expense claim
website. For appropriate charge coding, please contact the Finance & Admin group.
Please be sure to submit itemized receipts, as credit card receipts will not be accepted
for reimbursement. Expense claim reimbursements will be deposited into the same
bank account as an employees pay. Normally, one should expect 2-3 weeks for
processing and payment.

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4.5.3 Professional Development Claims
Physical Resources employees belonging to select bargaining groups are entitled to an
annual professional development reimbursement (PDR) for training and development.
Eligibility within these bargaining groups is restricted to regular full-time employees and
full-time temporary employees who have been hired for at least 12 months. Purchases
must be authorized by the employee's supervisor BEFORE purchase. Entitlements are
based on fiscal year, from May to April, but claims cannot be made until Sept 15th of the
current fiscal year. Employees will submit an expense claim for reimbursement, which
specifies that the claim is for a PDR expense. For purchases beyond an employee's
annual entitlement, the remainder of the expenses can be claimed in the following year
against the following year's entitlement.

4.5.4 Shoe Subsidy Claims
Physical Resources employees are entitled to shoe subsidy amounts to cover the cost of
safety shoes/boot, as stated in their respective collective agreements. Entitlements are
based on calendar year, from January to December. Employees and their supervisor will
complete and sign the Physical Resources shoe subsidy form. Please submit this form,
along with the original itemized receipt to the Accounting Clerk. An expense claim will
be submitted on behalf of the shoe subsidy claimant. As with other expense claims,
please allow for 2-3 weeks for processing and payment.

4.6 Procurement Card
If a supplier or vendor can only process payment through credit card, members of the Finance
& Admin group have access to organizational VISA cards. In these cases, please contact the
Finance & Admin group, so that they can process the payment on your behalf. This saves the
manager from having to pay for these items themselves and then having to submit an expense
claim.

Additional financial procedures can be
obtained on the PR website or by
speaking with accounting staff.

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5.0 EMERGENCY MANAGEMENT

5.1 Fire Safety and Evacuation

In Case of Fire:
1. Activate the nearest fire alarm
2. Evacuate the building immediately
3. Do not use the elevator
4. Telephone 2000 to relay further information
5. Report to the attending fire/police officials

In Case of a Fire Alarm:
1. Evacuate the building immediately
2. Do not use the elevators
3. Do not re-enter until authorized by a fire/police official

5.2 SafeGryphon
Download SafeGryphon to your mobile phone to receive any campus updates and alerts.
SafeGryphon also has a variety of safety tools and resources available to anyone who
downloads the app.

5.3 Website Alerts
Community notices and updates will also be published on the University’s main website by
Communications and Public Affairs. Campus closures will also be posted on the website should
one occur.

5.4 Calling Tree
You may be directed to enact the PR Call Tree in cases or incidents were staff need to be
informed. As a Manager it is highly recommended that you maintain a contact list for your staff
that is available should you be instructed to enact the Call Tree (i.e. calling your direct reports).

5.5 Emergencies
An “Emergency” is defined as situations or the threat of an impending situation, which
abnormally affect the lives, health, safety, property or reputation of the University Community

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or which may be expected to adversely impact the operations or normal activities of the
University.

For emergency maintenance and cleaning services, dial 53854
Monday to Friday 8:15am to 4:30pm. After hours, call Campus Community Police Dispatch
at extension 52245 (non emergency line).
EMERGENCIES: In case of fire, accident, illness, dial 2000 from any University of Guelph
phone, or dial 519-840-5000. For other police services, dial extension 52245.

5.6 Emergency Notification System
In order to protect students, staff, faculty and visitors, the University of Guelph requires a
coordinated emergency response by a number of departments under the direction of the
Campus Control Group (CCG).
These are arrangements and procedures that are distinct from the normal, day to day
operations carried out by campus emergency services. Every department and designated
official must be prepared to carry out assigned responsibilities in an emergency.
The Emergency Management Plan has been prepared to provide key officials and departments
of the University of Guelph with important emergency response information related to:
• Roles and responsibilities during an emergency, and
• Arrangements, services and equipment.
In addition, it is important that students, staff, faculty and visitors be aware of its provisions.
Copies of the University of Guelph Emergency Management Plan may be viewed at
www.uoguelph.ca/police.

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6.0 OCCUPATIONAL HEALTH &
WELLNESS

Occupational Health and Wellness offer a variety of services to employees and managers. OHW
are the primary contact should an employee require an accommodation for an interview or an
employment accommodation. Should a staff member request an employment accommodation
please copy any documentation to PR Human Resources staff to be maintained in the staff
member’s central file. Additional information is available on their website.
Critical Incidents must also be documented in a timely manner and reported to the appropriate
personnel. Refer to section 1.4.

Occupational Health & Wellness may
facilitate additional training for
management and staff.

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7.0 HIRING, TRAINING, ORIENTATION &
STAFF MANAGEMENT

7.1 Hiring

When a vacancy arises, the operational requirements of the unit are carefully examined to determine
whether the position should be filled, and if so, whether any adjustments to the position should be
made.
Physical Resources follows a methodical process in filling vacant or new positions, and mangers should
seek out the assistance of Physical Resources’ Human Resources Manager or Physical Resources’
designated Human Resources Consultant in the University’s central Human Resources department.
To help ensure a rigorous recruiting process that is consistent across our large directorate, most steps in
the recruiting process are carried out in consultation and/or conjunction with the Physical Resources
Human Resources Manager and include:
• Updating the Job Fact Sheet or Position Description
• Creating a job posting based on the bona fide requirements of the job
• Procuring University (Human Resources and Financial Services) approval to fill the position;
• Establishing a selection committee, typically consisting of three to six people, depending on the

nature of the position. Where the vacant position involves client service, we recommend
including a frequent client (manager level or above) on the selection committee
• Seeking approval for the selection committee composition from the Associate Vice President,
Physical Resources
• As a selection committee, preparing for and conducting job interviews, facilitated by Physical
Resources’ Human Resources Manager or Physical Resources’ designated Human Resources
Consultant in the University’s central Human Resources department:

- Develop and weight the selection criteria by which candidates will be evaluated, based
on the bona fide requirements of the job;
- Develop interview questions and practical exercises that will allow interviewers to
evaluate candidates against the selection criteria;
- Conducting interviews and any associated practical exercises or tests;
- Evaluating candidates;

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- Performing rigorous reference checks;

- Selecting a successful candidate.

• In conjunction with the respective Director, determining and making an appropriate offer and
negotiating as needed and as appropriate

• In a timely fashion, providing Physical Resources’ Human Resources staff with the information
necessary to make the appointment:

- the position title and number;

- start date (and end date if the position is a temporary one);

- rate of pay;

- the successful candidate’s name, date of birth, social insurance number and address;

- a copy of the resumé.

• Preparing for the new employee’s arrival, including arranging for a University identification card,
parking pass, orientation, training, work clothing (if appropriate), tools and/or supplies, making
introductions to key staff, etc.

7.2 Onboarding
General onboarding and orientation for new staff has been outlined by Human Resources. The
University’s Checklist for Supervisors and Managers who are responsible for new staff
orientation is a great place to start your new employee’s orientation.

Onboarding for Physical Resources specifically may include the following:

Office orientation (washrooms, lunch area, meeting spaces, printers/copiers) 24 | P a g e
Parking
Office introductions
Office hours and expectations
Office Etiquette (speaker phones, personal calls, noise etc.)
Keys and Electronic Access
Phone and voicemail
Business cards
Mail
Lunches/Breaks
Dress code and/or Uniforms
Supply Room
Booking vacation, calling in sick, lieu etc.
Timecards
Organizational structure

PR Manager and Supervisor Manual

Policies and procedures online database
Contact Lists
Gryphmail, calendars and common file drive
Mandatory training requirements

7.3 Mandatory Training Requirements
Mandatory training requirements may include but is not limited to the training below. For
details and employee requirements on mandatory training please consult with PR Human
Resources.

 AODA (required for all staff)
 Occupational Health and Safety Supervisors
 Sexual Violence Tier 2 (required for all staff)
 First Aid & CPR
 WHIMIS

Learning and Development (See Section 2.2.3)

7.4 Vacation Entitlements

 An employee MUST use a minimum of 10 days of vacation of the current year's

allotment when so entitled. This is an Employment Standards Act minimum and is not
negotiable.

 In addition, employee collective and other agreements require that an employee must

use all vacation carried over from the prior year. Individual employee agreements
should be consulted for the actual date in the current year by which this carryover must
be used since there is some variation between agreements.

 Supervisors must ensure an employee has sufficient vacation time available before

approving vacation requests. Departmental policies should also be considered when
approving vacation.

 Vacation carryover is to be minimized and must be within the guidelines set out by the

respective director.

7.5 Lieu Time
In many circumstances, an employee may have the choice of being compensated for overtime
or work on a holiday by banking equivalent lieu time. Specific limits apply to an individual's
accumulation of lieu time, therefore, the relevant collective agreement provisions and the
Physical Resources policy on lieu time should be consulted.

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7.6 Sick Time/ Medical
Sick time and the handling of time off due to medical appointments differ among employee
groups so the applicable collective agreement or University policy should be consulted. In
addition to submitting appropriately completed time cards, both the supervisor and the
employee should keep their own tally of sick time and medical appointment time use, to assist
in the event of any discrepancy.

7.7 Exiting Staff
Managers and Supervisors must ensure that staff who are leaving Physical Resources (e.g.
termination, retirement, transfer etc..) exit from the department appropriately. The following
should be considered or addressed:

 Key /Fob return
 Electronic Access Modification/Removal
 Computer/systems Access Modification/Removal
 Files/Documents are on shared drive or passed to the appropriate person
 Where will inquiries be redirected
 Offer an exit interview
 Uniform(s) returned if required
 In cases of termination, work with HR on timing of access removal and

messaging
 Use of any left over vacation
 Outstanding receipts or financial reconciliation
 Who needs to be informed in the department

7.8 Engaging Contractors
The selection and use of contractors is governed by a number of different policies and
guidelines, including the Broader Public Sector (BPS) Procurement Directive, certain collective
agreement provisions, and Canada Revenue Agency regulations. In general, where the value of
the contract is expected to be greater than $100,000, the process set out in the BPS
Procurement Directive must be followed. Even in the case of lower valued contracts, collective
agreement provisions may prevent the hiring of contractors if existing regular full-time staff
members may lose jobs as a direct result. Furthermore, the contractors themselves must meet
certain criteria to ensure that by engaging them the University is not in violation of Canada
Revenue Agency standards. It is recommended, therefore, that when contemplating hiring
contractors, Physical Resources’ Finance and Administration group be consulted in advance.

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To receive this document in an alternative format please email [email protected].
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Appendix

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Appendix A: Time Card Coding

For situations where time cards are used, the following is an alphabetical list of the most commonly
used time codes:

CSICK Certified illness (*special circumstances are attached to the use of this code)
FLTR Floater
FRTR Family Responsibility Time recovered
FRTU Family Responsibility Time used
LAPB Leave of absence – bereavement
LAPNG Leave of absence – actual negotiating time
LAPS Leave of absence – seminars
LAPST Leave of absence- steward time
LAPU Leave of absence – Union Leave
LAPUN Leave of absence – preparations for union negotiations
NOPAY Leave of absence – no pay
NB Sick, no pay
PB Regular Pay
PC Regular hours shift 1 (afternoons) shift premium
PD Regular hours shift 2 (nights) shift premium
PE Sunday shift premium
PF Saturday shift premium
PJ Overtime at straight time
PK Overtime at time –and-a-half
PM Overtime at double time
PPL Paid Personal Leave
SICK Paid sick time
STB Standby pay banked as time
STP Standby pay paid in $
STU Standby pay used
TB1.5 Time-and-a-half off in lieu, banked
TB2 Double time off in lieu, banked
TOILB Time off in lieu, banked (straight time)
TOILP Time off in lieu paid
TOILU Time off in lieu used
VAC Vacation
WETB Weather emergency time, banked
WETU Weather emergency time, used

Time cards should be completed legibly by the employee, except in cases where the employee is absent
(e.g. sick leave); in the latter situation, the supervisor would complete the time card. The supervisor’s
signature is required and verifies that all of the information on the card is correct, therefore, it is
important that the supervisor carefully checks all of the information on the card before approving.
Specifically a supervisor should check:

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 correct work order numbers
 correct hours assigned to work orders
 do employees recording vacation or lieu time have sufficient time available to cover the absence
 do employees banking lieu time have room in their bank to accommodate the addition of more

time
 do the hours on the card add up to the appropriate total (8 in most cases, however there are

exceptions)

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Appendix B: Acronym Reference

AODA= Accessibility for Ontarians with Disabilities Act
AVP = Associate Vice President
CCP = Campus Community Police
CCG= Campus Control Group
CCS= Computing and Communications Services
CMS= Computerized Management System
DEC= Design, Engineering and Construction
EA= Electronic Access
EAP= Employee Assistance Program
IT= Information Technology
MES= Mechanical and Energy Services
PDR= Personal Development Reimbursement
PO= Purchasing Order
PR= Physical Resources
WHMIS=Workplace Hazardous Materials Information System

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