Workplace Guidelines

It is the responsibility of all employees to work to create and maintain a workplace free from threats and acts of violence.

Workplace Violence Program Information

Workplace Violence Policy

Workplace Violence Incident Reporting Form

I. Rules and Responsibility

⇒It is the responsibility of all employees to work to create and maintain a workplace free from threats and acts of violence. An individual who observes violence taking place or feels there may be an immediate threat to someone's safety should call 911 for University Police assistance from any Campus phone or (631) 632-3333 from an off-campus or cellular phone. Any employee who becomes aware of a display of violent, abusive or threatening behavior, or a threat by another employee, must also report such behavior to his/her supervisor.

⇒In other than an emergency, any employee should contact Human Resource Services or University Police for consultation or assistance if they believe there is an emerging potential threat to someone's safety or to property. Callers needing advice after University offices are closed should call 911 for University Police assistance from any Campus Phone or (631) 632-3333 from an off campus or cellular Phone.

⇒All employees (faculty and staff) are encouraged to report any violation of the Workplace Violence Prevention Policyto a supervisor and should complete a Workplace Violence Incident Report. Supervisors are required to report any violations. The employee may be requested to document their experience and observations in order to facilitate the handling or resolution of the situation.

⇒If a workplace violence incident has occurred, University Police will consult with the victimized employee and may consult with the immediate supervisor to develop and implement individualized workplace safety plans, which may include, when necessary and appropriate, advising co-workers of the situation; setting up procedures for alerting security and/or University Police; reassignment of parking space; escort for entry to and exit from the building; addressing telephone, fax, e-mail or mail harassment; keeping a photograph of the abuser and/or a copy of any existing court orders in a confidential on-site location and providing copies to security personnel and other staff where it is appropriate and necessary to do so as determined by University Police; working with Human Resource Services to temporarily relocate the victim to a secure area or voluntary transfer or permanent relocation to a new work site, if appropriate; working with Human Resource Services in implementing further administrative/personnel measures as appropriate.

⇒An Incident Review Team, comprised of representatives from Human Resource Services, Labor Relations, University Police and other departments as appropriate, shall be convened as necessary to review specific reports of workplace violence.

II. Accountability for Employees Who Are Offenders

1. Corrective or disciplinary action, in accordance with existing collective bargaining agreements, statutes and regulations may be taken against an employee, or other member of the University community, who is found to have threatened, harassed, or abused any individual at the workplace, from the workplace, or on state business using any workplace resources such as work time, workplace phones, computers, FAX machines, mail, e-mail, or other means.
2. Reports of incidents of workplace violence will be taken seriously and dealt with appropriately. Individuals who commit acts of workplace violence may be removed from the premises by University Police and/or may be subject to disciplinary action, criminal penalties, or both.

III. Weapons

1. Pursuant to New York State law, only Law Enforcement personnel, as defined in the penal code, may carry firearms on State University Property.
2. Employees are required to immediately report to University Police any knowledge of, or information regarding, any possession of a weapon in the workplace.

IV. Training and Communication

1. Training on workplace violence and its impact on the workplace is required of all employees at New Employee Orientation.
2. Existing employees are provided training on an annual basis.
3. Mandatory training for new supervisors includes a module regarding workplace violence.
4. Training curricula is developed and provided by appropriate University units including Human Resource Services, Employee Assistance Program, and University Police. The purpose of training is to prepare staff to identify possible cues and indicators of victimization, make appropriate referrals, work with professionals to assist identified victims in safety planning, and develop appropriate individualized responses.
5. Workplace Violence Prevention Program Posters will be posted in common areas.

V. Management and Supervisory Responsibility

1. Managers and supervisors are to set a tone communicating that workplace violence is behavior that is not tolerated and that the University provides information and support to employees who are victims of such abuse.
2. Managers and supervisors are to follow the policy and procedures set forth in this Program.
3. Human Resources will be responsible for disseminating the University's Workplace Violence Prevention Program to all new employees.
4. University Police are responsible for responding to, intervening, investigating and documenting all incidents of violence in the workplace reported or referred to them. Interviews with outside law enforcement or regulatory agencies will be arranged through University Police.

VI. Incident Reporting and Investigation

• All incidents, including potential incidents, of workplace violence (WPV) should be reported within 24 hours or as soon as possible following the occurrence.
• A Workplace Violence Incident Report Form must be completed by the victim or the victim's supervisor if the victim is unavailable for all incidents.
• The supervisor is to ensure that the employee completes other reports, such as a worker's compensation claim if applicable.
• The completed Workplace Violence Incident Report Formshould be sent to by the employee or supervisor to Human Resource Services for all incidents occurring on West Campus, Health Science Center, SB Manhattan, and SB Southampton; and the respective Human Resource Services office for all incidents occurring at the University Hospital and the Veteran's Home.
• Human Resource Services shall coordinate review of incidents with the Incident Review Team.
• Where there is a reasonable basis to believe that an employee involved with a workplace incident may be the subject of disciplinary action, a copy of the Incident Report will be provided to Labor Relations.
• After review, the incident report may be provided to the Workplace Violence Prevention Team, which is charged with evaluating incidents referred to them and if appropriate, make recommendations to prevent future similar occurrences.

VII. Recordkeeping

Accurate records of all workplace violence incidents will be maintained by Human Resource Services and the University Police Department. All incident report forms will be kept in accordance with State record retention guidelines.

Reports of injuries shall be maintained in accordance with applicable laws and regulations, including New York State Department of Labor and Federal OSHA laws and regulations.

VIII. Workplace Violence Prevention Team

A Workplace Violence Prevention Team, which includes representatives from the Environmental Health and Safety Department, University Police, Human Resource Services, Labor Relations, and employee Unions, is established for the following purposes:

• Establish and implement the Workplace Violence Prevention Program;
• Identify factors present in the workplace that might place employees at risk of workplace violence, and make recommendations for improved safety if appropriate;
• Follow hierarchy of control measures by eliminating or reducing any hazard first through substitution or design, then by administrative controls, or then by personal protective equipment, as applicable.
• Review incidents of workplace violence to identify areas of concern;
• Review the Workplace Violence Prevention Program annually and update if appropriate

IX. Risk Evaluation and Assessment

⇒The University has identified the following occupations on the Campus as potentially high risk for workplace violence:

• • Working in areas that are open to the public;
  • Working late night or early morning hours;
  • Handling the exchange of money with the public;
  • Working alone or in small groups;
  • Uncontrolled access to the workplace; and
  • Areas of previous security problems

⇒The Workplace Violence Prevention Team will annually review previous incidents of violence and conduct assessments within specific units/departments.

⇒Existing records, including survey results, will be reviewed and analyzed to identify patterns and factors that may indicate the causes and severity of workplace assaults and homicides that may place employees at risk.

⇒Records may include but are not limited to the following:

• Employee Injury Reports
• Workplace Violence Incident Report
• University Police Reports
• Domestic Violence Reports
• Grievance Actions

⇒The Workplace Violence Prevention Team shall evaluate work locations of employees to determine the presence of hazards which could place employees at risk of occupational assaults and institute hazard control measures when indicated.

RELATED  CAMPUS POLICIES 

Gender-Based Violence and the Workplace Policy Domestic Violence and the Workplace Policy University Workplace Violence Policy

Disruptive Behavior Policy

Disruptive Behavior Procedure Information

Disruptive, Threatening, or Violent Behavior

Students, faculty, and staff have the right to be free from acts or threats of disruptive behavior and/or physical violence, including intimidation, harassment and/or coercion, which involve or affect the University Community. The University does not tolerate any student, faculty member, administrator, or employee, acting individually or in concert with others, who clearly obstructs or disrupts any teaching, research, administrative, disciplinary, public service activity or any other workplace activity held on campus property. The University prohibits retaliation against those who report or cooperate in the investigation of disruptive behavior, 

University Policy Manual: Disruptive Behavior Policy

 

What is Disruptive, Threatening, or Violent Behavior?

Disruptive Behavior

Disruptive behavior is inappropriate behavior that interferes with the functioning and flow of the workplace. It hinders or prevents faculty and staff members from carrying out their professional responsibilities. It is important that faculty, managers, and supervisors address disruptive behavior promptly. If left unaddressed, disruptive behavior typically continues to escalate, resulting in negative consequences for the individual as well as others. Examples include yelling, using profanity, waving arms or fists, verbally abusing others, and refusing reasonable requests for identification.

Threatening Behavior

Threatening behavior includes physical actions short of actual contact/injury (e.g., moving closer aggressively), general oral or written threats to people or property ("You better watch your back" or "I'll get you") as well as implicit threats ("You'll be sorry" or "This isn't over").

Violent Behavior

Violent Behavior includes any physical assault, with or without weapons; behavior that a reasonable person would interpret as being potentially violent (e.g., throwing things, pounding on a desk or door, or destroying property), or specific threats to inflict physical harm (e.g., a threat to shoot a named individual).

For further information regarding threatening or violent behavior in the workplace, please refer to the University Policy Manual P519 Workplace Violence

After Identifying Disruptive Behavior, How Can I Prevent or Help the Employee?

Employee Awareness 

Stony Brook University shall take all responsible actions to educate employees regarding the ways to identify and address disruptive behavior. Training and University-wide publications on disruptive behavior will reinforce the University's expectations that disruptive, threatening, and violent behavior will not be tolerated.

What are the Warning Signs?

Below is a list of signs that may be indicators of disruptive behavior. If you observe a pattern or change in behavior and attitude that causes you concern, please notify your supervisor.

Behavior:

• Repetitive verbal abuse, including sarcasm or poor relationship with customers, co-workers, supervisors, or others
• Very controlling
• Blaming others for problems in life or work; being suspicious, holding grudges
• Persistent complaining
• Challenging or resisting authority
• Destruction of University property
• Becoming unusually upset over recent event(s) (work or personal crisis)
• Withdrawing from normal activities, family, friends, and co-workers
• Making a major change in lifestyle, demeanor, or appearance

Specific examples of disruptive behavior:

• Numerous conflicts, verbal abuse, or poor relationships with customers, co-workers, supervisors, or others
• Inappropriate reaction to criticism of conduct or job performance
• Persistent complaining about being treated unfairly
• Increased, nontypical, or inappropriate tardiness and/or absenteeism
• Behavior related to obsession with another person at the University
• Inability to control feelings, outbursts of anger, swearing, slamming doors, etc.
• Interrupting meetings or trainings with inappropriate comments; hijacking the agenda
• Is isolated or a loner
• Expresses entitlement to special rights and that rules don't apply to him/her
• Says that he/she feels wronged, humiliated, degraded; wants revenge

How to Respond to Disruptive Behavior

Step 1

If it is determined that the disruptive behavior most likely occurred but represents a single relatively minor instance, the relevant department head will attempt to correct the conduct informally. The staff member should be made aware of the reported conduct and be given an opportunity to respond. The department head should emphasize (a) the inappropriateness of the conduct and (b) the possible consequences, including formal corrective action, if the disruptive behavior is repeated.

If the circumstances warrant the issuance of a formal written counseling memorandum, guidelines to do so are found on the Labor Relations' Website. The response by the staff member and any agreed upon actions should be included and a copy of the written counseling memorandum placed in the employee's official personnel file or credential file.

Step 2

The following strategies may be helpful when addressing disruptive behavior. However, if you are concerned that the behavior is violent, or if you or employees experience an immediate threat, dial 911 from a University phone or (631) 632-3333 from a cell or non-campus phone.

• Choose a private place for discussion
• Speak slowly and confidently
• Encourage the person to talk; listen closely and patiently
• Arrange yourself so your access to exits are not blocked
• Acknowledge the person's feelings
• Point out alternatives; break big problems into smaller problems
• Have a means of notifying co-workers or the police if disruptive behavior becomes threatening (e.g., panic button, code word)

To prevent the escalation of incidents, employees should immediately inform their HR Office or their supervisor of any disruptive behavior.

Supervisors

As a supervisor, you should take immediate steps to address problem behavior and ensure the safety of your employees. Do not ignore or downplay direct or indirect threats from any person, as they could escalate into serious incidents later on. Work with your manager and Human Resources to develop and implement an integrated action plan to address the problem behavior. For advice call your Human Resource office. Contact information is provided in the "Inquiries/Requests" section.

Domestic Violence and the Workplace Policy

Gender-Based Violence and the Workplace Policy

Workplace Visitor Guidelines

Stony Brook University values family life and has worked to develop employment policies and benefits that are supportive of families. While the University seeks to focus on providing an environment open to work and family issues, it also believes that the activities of the workplace should be aimed at accomplishing the work of the University.

Further, the University believes that the frequent or extended presence of visitors in the workplace during work hours generally is inappropriate for several reasons:

→risk of harm to the visitor

→potential liability to the University

→decreased employee productivity

Consequently, the University does not permit the frequent or extended presence of visitors (friends, family members including minor children), in the workplace.

The University fully recognizes that unique circumstances may arise that could necessitate an exception, by approval only, to these guidelines. When such emergency or unique situations arise the employee and their supervisor, in consultation with the Office of Human Resources, shall, if possible, develop a unique emergency plan that will temporarily resolve the situation with as little disruption as possible. In the absence of such a plan, extended presence of visitors in the workplace is not allowed.

These guidelines do not apply to family members and friends on campus to attend classes, cultural or sporting events or other authorized use of campus facilities.

Employees and supervisors are expected to adhere to these guidelines.

Questions?

University Human Resources
hrs_info@stonybrook.edu or 631-632-6161

Hospital Human Resources
sbuhhr@stonybrookmedicine.edu or 631-444-4700

LISVH Human Resources
lisvh_hr@lisvh.org or 631-444-8617

Fair Labor Standards Act

The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime pay, recordkeeping, and youth employment standards affecting employees in the private sector and in Federal, State, and local governments. 

For additional information please visit the U. S. Department of Labor's website

U. S. Department of Labor

Exempt vs. Non-Exempt

Non-Exempt

Non-exempt positions are overtime eligible.

Exempt

Exempt positions are NOT overtime eligible.

Determining FLSA

The Classification & Compensation unit reviews the position description and determines the correct designation based upon the FLSA guidelines.

FLSA Guidelines

For RF employees: Procedure for Solving Problems in the Workplace.

The procedure

Current and Former Employees of the Research Foundation (RF)

The procedure for solving problems in the workplace is available to all current and former employees of the Research Foundation (RF). Fellows and independent contractors are not covered by this procedure. In the case of contractors, individual contractual agreements will cover disputes. The review process for employee complaints provides a means for an employee to clarify a situation that the employee perceives as a violation of the terms and conditions of employment. The review and resolution may be carried out informally or may, at the employee's option, involve the filing of a written complaint. In this section, the requirements are described for an informal and formal resolution of workplace problems. When calculating working days for the purposes of this procedure, Saturdays, Sundays, and holidays are excluded.

 

Requirements for an Informal Resolution

Resolution with the Supervisor

Each supervisor and employee is encouraged to resolve workplace problems informally and in an atmosphere of mutual respect. An employee should bring any work-related problem to the attention of his or her immediate supervisor as soon as possible so the problem may be resolved. The supervisor should discuss with the employee those concerns in an effort to resolve the problem in a timely manner.

Resolution with the Manager of the Complaint Procedure

If either wishes, the employee and/or the supervisor may seek assistance in resolving problems from the manager of the compliant procedure Dianne Newman, Manager, Human Resource Services.

Requirements for the Formal Review Process

The formal complaint procedure may be used at any time by an employee or former employee to request the review of a complaint. The formal process allows an employee to file a written complaint with the supervisor, provides for management review of the supervisor's decision, and provides for final review in an appeal process. Each complaint filed must be made in the name of an individual employee.

Initial Written Complaint

To initiate a formal review, the employee must notify the supervisor in writing within 40 working days of the occurrence on which the complaint is based. A copy must be forwarded to the manager of the complaint procedure.

The written complaint should contain the following information:

• Name and address of complainant (home or work)
• Position
• Description in detail of the nature of the complaint
• The time and date when the basis for the complaint is alleged to have occurred
• The names and positions of all persons alleged to be involved in the complaint
• Other supporting material
• Date submitted
• Employee's signature

Within 10 working days after receiving the complaint, the employee's supervisor will confer with the employee to discuss the complaint. The supervisor may also make additional inquiry regarding the complaint.

Within 10 working days after conferring with the employee, the supervisor will render a decision in writing, furnishing a copy to the employee and to the manager of the complaint procedure. If the employee accepts the supervisor's decision in writing, the complaint is resolved. If the supervisor does not render a decision on a complaint within the prescribed time limit, the complaint is deemed denied, and the employee may ask for a review at the next supervisory level.

A copy of the employee's initial written complaint must be forwarded to the manager of the complaint procedure, who will retain the copy at the location. The employee should retain the original written complaint.

When the supervisor renders a decision in writing regarding the complaint, he or she must provide a written decision to the employee and to the manager of the complaint procedure. The supervisor will retain a copy of the decision.

Review of Supervisor's Decision

If the employee is dissatisfied with the supervisor's decision, he or she may request a review of the decision by the next supervisory level. If the immediate supervisor is the project director, Research Foundation operations manager, or an individual reporting to the campus president, the review of the supervisor's decision will be at the appeal level.

The employee must submit a signed statement to the next supervisory or appeal level within 10 working days after the employee is informed of the supervisor's decision. The statement should explain why the employee feels the supervisor's decision should be overruled or modified. The employee must forward a copy of this statement to the manager of the complaint procedure and should retain the original written statement.

The reviewer shall consider the employee's complaint and the immediate supervisor's decision, taking into account the initial formal complaint and all material submitted by the employee. The reviewer may make additional inquiry regarding the complaint.

Within 20 working days after receiving a request for a review, the reviewer shall render a decision in writing to the employee with a copy to the supervisor and to the manager of the complaint procedure. The reviewer should retain a copy of the decision.

Appeal Process

If the employee is dissatisfied with the review of the supervisor's decision, the employee must forward an appeal to the manager of the complaint procedure within 10 working days. The appeal shall be in writing and include the reason(s) for the appeal. The employee should retain the original written appeal.

The manager of the complaint procedure will notify the campus president or designee that a timely appeal has been received and will forward a copy of all complaints involving appeal reviews to the Research Foundation Central Office of Employee Relations.

The location's Research Foundation operations manager or ad hoc review committee will conduct the appeal proceeding within 15 working days and, within 20 working days after the conclusion of the proceeding, will render a final decision. The manager of the complaint procedure must notify the employee in writing of the final decision. A copy of the appeal decision will be forwarded to the Research Foundation Central Office of Employee Relations.

Note: The time limits specified in this complaint procedure will be observed and applied strictly and will not be extended without the prior written consent of the employee and the applicable level of supervision responsible for the review. If an employee fails to comply with any time limit, the complaint shall be deemed automatically withdrawn and the proceeding terminated.

Responsibilities

Research Foundation operating locations are responsible for ensuring that this procedure for solving problems in the workplace is implemented at the location. Specific responsibilities are as follows:

Operating Locations

The campus president or designee is responsible for:

• implementing this procedure at the location.
• designating a person or committee to consider appeals.

The Research Foundation operations manager or designee is responsible for:

• ensuring all Research Foundation employees at the location and their supervisors are fully informed of policies and procedures for solving problems in the workplace.
• designating a manager of the complaint procedure.

The employee is responsible for timely submission of complaints within the established guidelines of this complaint procedure.

The supervisor is responsible for correcting work-related problems and seeking the help of appropriate offices or persons when necessary.

The manager of the complaint procedure is responsible for:

• monitoring the complaint process to ensure that the time requirements of the procedure are met by all parties.
• assisting employees in evaluating options available to resolve misunderstandings or complaints in the workplace.
• assisting supervisors in their obligations under the Research Foundation complaint procedure by providing counsel and help in solving problems in the workplace.
• advising employees of their recourse under the complaint procedure and making referrals to the affirmative action officer in complaints alleging discrimination or to the appropriate campus officer(s) in cases of misconduct in science and conflict of interest.
• ensuring all parties to the procedure are informed at each level of the procedure.

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