Man trimming a tree.

Employee Relations: Classified Staff

Classified staff are employees of the Nevada System of Higher Education (NSHE) working in positions defined in accordance with the State Classified System.

Governing Rules and Regulations for Classified Employees

Classified employees are subjected to the rules of conduct outlined in the Nevada Administrative Code (NAC), Prohibitions and Penalties, Collective Bargaining Agreement (CBA), UNLV Bylaws, and Department or Unit Bylaws.

The (NAC) is the codified administrative regulations of the Executive Branch. The Nevada Register is a compilation of proposed, adopted, emergency and temporary administrative regulations, notices of intent and informational statements. The general provisions and rules for the State Personnel Administration are covered in . With respect to the subject matter of this section, the causes for Corrective Action and Progressive Discipline are identified under .

The are intended as a guide to clarify existing rules and regulations. It does not constitute coverage for all infractions and violations that could conceivably occur. It does, however, cover the majority of situations that are a source of concern to supervisors and NSHE. The penalties identified for the various infractions are guidelines. Any offense may result in dismissal depending upon the circumstances. A supervisor is not bound by penalties suggested in the guidelines and may impose a more or less severe penalty depending upon the extenuating circumstances.

Classified employees are separated into different bargaining units.  When a bargaining unit becomes represented by a union, NSHE and the union will negotiate a Collective Bargaining Agreement (CBA). The CBA outlines the terms and conditions of employment that pertain to employees in that bargaining unit. The provisions in the CBA generally supersede the NAC, Board of Regents Handbook, and UNLV policies.

Additional information regarding CBAs and specific bargaining units can be found in the of this page.

UNLV Bylaws govern the university, and it is the responsibility of the senate through the University Bylaws Committee to review, update and monitor implementation. Changes to the UNLV Bylaws are first considered in the Faculty Senate. If approved, changes are sent to the entire faculty for approval. If approved, the President of the University may accept or veto the change. If accepted, the change is forwarded to the chancellor for approval.

Unit bylaws enter into effect when ratified by the faculty of the unit and approved by the president or his/her delegate, and the president is mandated to keep on file the bylaws in effect for each unit. The catalog of unit-level bylaws below provides access to the faculty of those bylaws considered to be in effect.

Probationary Period for Classified Employees

According to the Nevada Administrative Code (NAC) 284.442, all classified employees at a grade 20 or higher and new to state service will have a one (1) year (full-time equivalent) probationary period. Classified employees who competitively seek and accept a promotional position (a position in a higher classification) will also serve a one (1) year “trial” probationary period. Any employee serving a one (1) year probationary period is entitled to receive performance evaluations on the 3rd, 7th, and 11th month of their employment, per the Nevada Revised Statutes (NRS) 284.340. These evaluations are required and provide an opportunity for supervisors to give constructive feedback to the employee as to what they are doing well and what needs further development and training. It should be noted that supervisors should not wait for the evaluation period to provide feedback and that communication should be ongoing. Further, if an employee’s performance falls below the department’s expectations and standard performance, the supervisor must inform the employee promptly and address  the areas and opportunities for improvement (NAC 284.470). 

During the probationary period an employee may be rejected for any lawful reason as determined by the appointing authority (NAC 284.458). If a supervisor and appointing authority determine that an employee should be dismissed during their probationary period, the supervisor will consult with Employee Relations to evaluate the situation and discuss the appropriate administrative steps.

Work Performance Standards (HR-14)

Per the Nevada Administrative Code (NAC 284.468), a Work Performance Standards (HR-14) form is required for all classified positions. The HR-14 is intended to document the job elements and standards based on when the position is performed satisfactorily. The standards are provided to clarify whether performance for the position is not meeting standards, meeting standards, or exceeding standards and thus serves as the basis for evaluating an employee's performance.

Guidelines on How to Complete the Work Performance Standards (HR-14)

Job Elements on the HR-14
  • Supervisors should refer to the NPD-19 (Position Description Questionnaire), which provides the overall job duties, to develop the job elements section of the HR-14. Although the HR-14 does outline job duties, the document is intended to give more details on what the standards are for satisfactorily performing the job’s essential responsibilities. Job elements are broken down into seven main categories (eight categories if the employee is in a supervisory role):

The job element refers to how well the work is performed. If the job responsibilities present any room for errors, supervisors should indicate what is an acceptable range of errors.

The job element refers to the volume of work an average, fully trained employee should be able to produce. Supervisors should be aware that if the sole focus is placed on the quantity of work that is produced, it may impact the quality of the work.

The job element refers to how an employee demonstrates effectiveness in organizing and using work tools and time, in caring for equipment and materials, and in following good practices of vehicle and personal safety.

The job element refers to how well the employee recognizes the needs of other individuals, treats others with respect and courtesy, and inspires respect and confidence in others.

The job element refers to how an employee shows initiative in work activities, making work improvements, and identifying or correcting errors.

The job element refers to how long it takes for an average, fully trained employee to complete work assignments. The standards should be written to reflect what an average person can accomplish to meet required results consistently while adhering to established policies and procedures. Supervisors should be aware that the standards for this job element should not be based on the comparison of what the best or fastest employee can accomplish.

The job element refers to how an employee will apply good judgment and draw sound conclusions when performing their job responsibilities.

The job element refers to how effective the employee is in planning and controlling work activities, motivating and developing their subordinates, improving work methods and results as well as adhering to policies and procedures.

Outlining the Standards for Each Job Element
  • As the supervisor drafts their expectations for the position, it is important that each job element outlines the behaviors or actions that the supervisor will base the employee’s performance on. The three standards that the supervisor should include for each individual job element are as follows:

The employee goes above and beyond in all aspects of the job. They are able to perform tasks with ease and utilize best practices to complete tasks efficiently. The employee has exceptional organizational skills and needs little to no supervision.

The employee performs consistently with normal supervision. They produce what is expected but do not take initiative to improve processes or efficiency. They time and resources accordingly, and follow policies and procedures.

The employee does not follow processes and procedures, their work has multiple mistakes or inaccuracies, has low productivity, and does not use time and resources properly. They show a high degree of absenteeism and need a higher level of supervision.

Supervisor Role and Responsibilities When Creating the HR-14
  • The supervisor is responsible for establishing the initial standards and must provide the employee with the opportunity to provide comments when the standards for their position are developed or revised. It is best practice for supervisors to provide the HR-14 to the employee within the first 30 days of employment, especially if the employee is within a probationary period, and provide a copy to the employee whenever modifications are made to the HR-14. Supervisors should communicate goals and expectations, and provide training and tools for success and feedback regarding areas of improvement. Supervisors must also take the State mandatory training on Work Performance Standards within six (6) months of supervisory appointment and every three (3) years thereafter.

Annual Performance Evaluation Process

With some exceptions, annual classified staff evaluations are due on the anniversary of the employee’s hire date. Supervisors should begin the evaluation process 30 days before the due date to allow ample time to provide meaningful content and for the process to be completed.

  • Submitting An Evaluation Past the Due Date
    • If the employee’s annual performance evaluation is submitted after the due date, the overall evaluation rating will be defaulted to “Meets Standards” and the employee will receive their annual merit step salary increase (NAC 284.194).

 

Additional Resources for Performance Evaluations

It is the responsibility of the supervisor to ensure that the evaluation has been thoroughly reviewed and provides meaningful feedback to the employee regarding their job performance. Below you will find resources on how to properly complete the HR-15 as well as informative tips on how to prepare for upcoming evaluations.

Jump to Does Not Meet Standards

Jump to Performance Evaluation Appeal Process

A “Does Not Meet Standards'' rating indicates that the employee is failing to meet job performance expectations. When issuing an unsatisfactory rating, the supervisor must indicate the specific areas or job responsibilities that the employee has demonstrated poor performance. The employee must also be provided a notice in writing that the evaluation rating will affect their merit step salary increase (NAC 284.470 (8a)). After the employee and supervisor have met to discuss the unsatisfactory rating, the evaluation must be finalized on REBELPerform no later than the due date. Failure to submit the evaluation by the due date will result in the employee continuing to receive their merit increase, regardless of whether the employee is issued a “Does Not Meet Standards” rating.

It is important to note that the rating and feedback presented in the evaluation should not come as a surprise to the employee. The supervisor is responsible for coaching and counseling the employee if job expectations are not being met. If performance is poor, this should be clearly communicated through informal or documented conversations prior to issuing the evaluation.

After the evaluation has been submitted to the Employee Relations office, one additional evaluation must be submitted 90 days from when the initial unsatisfactory evaluation was issued (NRS 284.340 (4)). This evaluation should follow-up on the comments included in the initial evaluation and communicate if the performance has improved in those specific areas or job responsibilities.

If a “Does Not Meet Standards” rating is to be issued to the employee, the supervisor may contact their designated Employee Relations Specialist for further information or guidance.

If an employee disagrees with an evaluation, they should select “disagree” or “request a review” in the performance evaluation form within 10 days of receiving the evaluation:

  1. If the employee requests that the evaluation be reviewed, the supervisor initiates this process by submitting the evaluation to the designated reviewing officer. The reviewing officer will review and document their recommendation to either uphold or make changes to the evaluation on the HR-15R form and submit it to the appointing authority.

  2. The appointing authority will review the reviewing officer’s recommendation and make the final decision to either uphold o\r suggest changes be made to the evaluation. The final decision must be documented on the HR-15R form.
  3. If the appointing authority suggests changes and the employee agrees with the changes, the evaluation will be put in the employee’s personnel file. If the employee does not agree with the changes, they may file a grievance.

If a performance evaluation is to be grieved, the employee has 10 working days from when they receive the finalized evaluation to do so. For more information on the grievance process for performance evaluations, please refer to the “File a Grievance” section of this page.

Guidelines on How to Complete the HR-15

  • Transfer information from the Work Performance Standards (HR-14)
  • Agency Code # = U05
  • Home Org # = UN11
  • Position Control # = found on the summary screen in Workday (not the same as the Position Number from HRMS)
  • Date Evaluation Due = found on the overview screen in Workday under the “Additional Data” tab
  • Check the boxes for either “probationary/trial”, “permanent”, or “other”
Job Elements on the HR-15

Based on the criteria determined on the HR-14, the employee’s performance, and behavior during the rating period, supervisors must assign a rating of D, S, or E to each Job Element. These ratings have a point value assigned to them:

  • D = Does Not Meet Standards = 1
  • S = Meets Standards = 2
  • E = Exceeds Standards = 3
To Score the Performance Evaluation

Add the points you assigned to each job element and then divide the sum by seven (7) for employees who do not supervise others or eight (8) for employees who do supervise others. The result and its coordinating letter is the total score.

There is informational verbiage for each job element already included on the HR-15. Within the box:

  • Check the appropriate rating 
  • Add language that summarizes the performance and behavior

Example: “Throughout the rating period, Maria consistently completed her assigned work in an accurate and timely fashion. In addition, she networked with other State agencies and improved processes that resulted in significant cost savings.”

Rater’s Comments

Add language to this section and do not leave it blank. If the employee is receiving an overall rating of “Does Not Meet Standards,” it is required that the rater include a detailed explanation of the deficiencies. Nothing included on the performance evaluation should come as a surprise to the employee and the evaluation is not meant to take the place of corrective action or progressive discipline. Supervisors should provide sincere feedback to their employees when they are performing well. Positive reinforcement will pave the way for future successes. If the employee is meeting standards or even exceeding standards, take this opportunity to acknowledge jobs well done and provide opportunities for improvement. It will show the employee they are valued and appreciated. 

Goals and Objectives

If the employee needs to show improvement, add the Performance Improvement Plan information in this section. You can also offer guidance to the employee on how to prepare themselves for advancement. 

Example: “Maria would benefit from joining campus organizations to increase her community service skills” to directives “During the next rating period, Maria is to enroll and successfully complete at least two (2) online intermediate-level Excel courses through the LinkedIn Learning website”

  1. Complete the Mandatory Supervisor Training

    Per the Nevada Administrative Code (NAC), Supervisors are required to complete the “Evaluating Employee Performance” training within 12 months of becoming a supervisor.  Failure to complete the required training prior to issuing performance evaluations could become problematic if an evaluation is grieved. For more information on how to access the training, visit the Nevada Office of Employee Development Mandatory Supervisory Courses.

  2. Use the Most Current Version of the Evaluation Form
    Prior to conducting an employee evaluation, please download the most recent version of the HR-15 form from the Department of Personnel’s website. To obtain the most current form, visit:
  3. Complete Employee Report on Performance (HR-15) in its entirety
    When completing the evaluation, ensure that each area of the HR-15 form is completed. If you do not have the information needed to complete each area of the document, contact your supervisor or Human Resources to obtain the missing information. For UNLV, the “agency number” is U05 and the “home organization number” is UN11.
  4. Issue the Evaluation by the Due Date
    Evaluations should be signed, presented to the employee, and routed via email to the Employee Relations office by the due date. Evaluations that are not issued to the employee by the due date will automatically receive a default rating of “Meets Standards.” Completing the evaluation on time will ensure that the employee receives applicable feedback regarding what is being done well, what needs improvement and what the expectations are going forward. It is important that each employee’s evaluation reflects their actual performance. Employees who are exceeding standards should be acknowledged for doing so. If the employee is not meeting standards, the supervisor should have the necessary documentation on file to reflect their unsatisfactory performance.
  5. Properly Calculate the Next Evaluation Date
    Probationary employees should receive evaluations at the 3rd, 7th and 11th months of employment.  Following the 11th month, the employment will generally become permanent if the employee has met or exceeded standards.  Permanent employees should receive evaluations annually.  Please note that following the 11th month evaluation, probationary employees will not receive another evaluation for 13 months.
  6. Provide Examples
    To ensure that the employee has a thorough understanding of each area of performance, best practice is to include examples and explanations regarding why an employee does not meet standards, meets standards, or exceeds standards for each Job Element. For Job Elements in which a rating of does not meet standards is given, these examples and explanations, along with an explicit development plan, are required to ensure that employees have the information needed to improve. Failure to include this information on the evaluation could be problematic if it rises to the level of a grievance.
  7. Beware of Biases
    When speaking to the employee’s performance, the supervisor should be mindful to avoid the following biases:
    • Halo Effect: The tendency to allow positive impressions of one aspect of an employee’s performance to influence our overall impression of them.
    • Horns Effect: The tendency to make a snap judgment about someone on the basis of one negative trait, and rate the employee lower than circumstances warrant.
    • Recency Bias: Allowing outstanding work (or unsatisfactory work) immediately prior to the evaluation to offset an entire year of performance.
    • Cookie Cutter Approach: Not focusing on individual specific performance and instead providing all of your employees or groups the same rating.
    • Self-Evaluation Acceptance: The tendency to accept what an employee has written regarding their own performance to avoid conflict or uncomfortable conversation, even if the self- assessment is inaccurate.
  8. Obtain the Required Signatures
    The performance evaluation form requires three signatures: the employee, the rater (or supervisor), and the Appointing Authority. If these signatures are not included on the form when it reaches the Employee Relations office, it will be sent back to the employee’s department so that proper signatures are obtained. The form also includes a spot for an optional signature, to be used in the event of additional supervisory review. This would most likely be the area in which the supervisor’s supervisor would sign, if that person is not the Appointing Authority.
  9. Provide the Employee with Adequate Review Time
    Employees have 10 working days to review performance evaluations and make any comments necessary. If an employee chooses not to sign the evaluation, the supervisor should indicate the words “refused to sign” on the employee signature line.
  10. Review Work Performance Standards (HR-14) for the upcoming year
    Take this opportunity to review Work Performance Standards (HR-14) to determine whether revisions are necessary and forward and email any revised Work Performance Standards to Employee Relations.
  11. Establish SMART Goal Objectives
    SMART objectives have been shown to help with the goal setting process. It can help the employee focus their efforts and increase the chances of large, long-term projects to be achieved more efficiently. Supervisors are encouraged to establish SMART goal-oriented objectives, incorporate them into the performance evaluation, and review them with the employee:
    • Specific - Define your goal in detail.  Be clear and specific.  Defined goals provide focus and lead to easier achievement.
    • Measurable - Measurable goals can be tracked, allowing you to see progress toward specific outcomes. Consider using metrics.
    • Achievable - Goals need to be genuine and realistic.  Ensure the employee has the time, resources, and support needed to achieve the goal.
    • Relevant - Choose goals that are high priority, well- timed, and have short and long-term impact.  Consider how related factors may change.
    • Time-Based - Setting deadlines helps employees prioritize tasks and stay motivated and focused.

Annual Step Merit Salary Increases

Classified employees who receive a rating of “Meets Standards” or better will receive a merit pay increase of one step on their pay progression date. The pay progression date is either the date of hire into the position, or, if promoted more than two grades, the date of promotion into the position. Depending on the date of progression, the employee should receive the merit on the next pay period following their progression date. Merit pay increase is not applicable to employees who are in the probationary trial period.

For information about merit pay, visit the Compensation or Classification page or contact the designated Compensation and Classification Specialist of your college or department.

Corrective Action and Progressive Discipline

Corrective action and discipline clarifies expectations for behavior and performance, identifies opportunities for improvement, changes behavior, and helps the employee be successful. It is the policy of the ҳ| 鶹ýӳ to encourage fair, efficient and equitable solutions for problems arising out of the employment relationship and to meet the requirements of state and federal law.

Each employee is expected to acquaint themselves with performance criteria for their particular job and with all rules, procedures and standards of conduct established by the Nevada Administrative Code, Prohibitions and Penalties, UNLV institution, and the employee’s department or unit. An employee who does not fulfill the responsibilities set out by such performance criteria, rules, and procedures of conduct may be subject to adverse personnel action.

To determine if corrective action is needed, supervisors should ask themselves the following:

  • Have we had previous conversations with the employee?
  • Is the employee aware of expectations?
  • Does the employee have the necessary tools and resources?
  • Are there ongoing performance issues?
  • Did a major policy violation occur?

If the answer to any of the above questions is “yes,” supervisors should contact their designated Employee Relations Specialist to discuss the appropriate next steps.

Levels of Corrective Action and Progressive Discipline

Progressive discipline generally starts at the lowest level and then progresses up to higher levels, if necessary. However, there may be cases where a higher level of discipline is issued and imposed on a first offense. The discipline issued should be consistent with the situation, policy guidelines, and past practice.

All corrective action or formal discipline should:

  • State the specific reasons for the corrective action/discipline.
  • Identify the gap between the performance standard and actual performance or identify misconduct.
  • Include facts and details such as who, when, where, and what.
  • Provide a clear picture of what occurred and avoid subjective statements.
  • State how unacceptable performance or behavior affects departments or campus operations.
  • Set the expectations moving forward.
  • Identify consequences of further performance issues and/or misconduct (Not applicable for Letter of Instructions or Dismissals).
Non-Disciplinary Action

Non-disciplinary corrective action includes conversations, coaching, or counseling sessions. While these efforts are an important way to document conversations, outline performance and behavior expectations, and address performance concerns, they are not considered part of the formal disciplinary process.

Letter of Instruction

A Letter of Instruction (LOI) is a formal letter or memo that provides the employee with information and directions regarding responsibilities or expectations with respect to a particular situation or set of circumstances. The letter is intended to assist the employee in performing effectively and meeting job performance expectations while maintaining appropriate work- related behaviors. Given that they are not part of a formal disciplinary process, LOIs are not housed in the employee’s permanent personnel file.

Letter of Instruction Template

*Contact Employee Relations for a Word version of the Letter of Instruction template.

Formal Disciplinary Action Process

Prior to issuing any of the following levels of discipline, please contact Employee Relations for consultation. Employee Relations will review to see if the discipline is the appropriate step and provide guidance concerning any legal risks and ensure appropriate verbiage is contained in the document. The prohibitions and penalties provide acceptable guidelines for appropriate disciplinary action based on certain infractions.

Oral Warning

Oral warnings must be documented and a copy of the documentation provided to the employee. Oral warnings are not maintained in the employee's permanent file, however, they may be grieved.

Oral Warning Template

Written Warning

Written notice of discipline must be documented on the Written Reprimand form. A written reprimand is submitted to an employee's permanent file and may be grieved.

Written Reprimand Template

Suspension

A suspension occurs when an employee is placed on a leave of absence without pay for no more than 30 calendar days.

Demotion

A demotion occurs when the employee is moved to a position/class that has a lower grade than the position/class that was previously held.

Dismissal

A dismissal occurs when the employee is separated from employment.

If the proposed disciplinary action is a suspension, demotion, or dismissal, it must be documented on the Specificity of Charges form (HR-41). The HR-41 must provide the specific violation, the proposed action, and the effective date. All documented suspensions, demotions, and dismissals must be housed in the employee’s permanent file and are subject to being appealed.

Filing a Grievance

Employees should make their concerns known to their supervisors and make every effort to resolve disputes through informal discussions. If informal discussions do not resolve the dispute, the employee can choose to file a formal grievance by completing the NPD-50 form and submitting it to their immediate supervisor within 20 working days from when the event occurred or date that the employee learned of the event.

To file a grievance, the employee must abide by the following process:

  1. Immediate Supervisor

    The employee will submit the HR-50 Grievance Form to their immediate supervisor. This form must be submitted within 20 working days after the event occurred or the date that the employee learned of the event. The immediate supervisor will meet with the employee to resolve the grievance through informal discussion.

  2. Head of the Division or Department
    If the grievance is not resolved at Step 1, the employee may present the written grievance to the Head of the Division or Department within ten working days after the immediate supervisor has received the grievance.
  3. Appointing Authority of Department
    If the grievance is not resolved at Step 2, the employee may present the written grievance to the Appointing Authority of the department or college. The Appointing Authority has ten working days to do the following:
    1. Obtain information regarding the grievance;
    2. Provide a resolution or deny the grievance;
    3. Notify the employee of the decision
  4. Employee-Management Committee
    If the grievance is not resolved at Step 3, the employee may present their grievance to the Employee-Management Committee (EMC) within ten working days after the employee has obtained a response from the Appointing Authority. For more information regarding the EMC and their involvement in the grievance process, please refer to NAC 284.695.

Grievance Process for AFSCME CBA Employees

The grievance process may vary for employees that are covered by a Collective Bargaining Agreement (CBA). The grievance process for employees covered by the American Federation of State, County and Municipal Employees (AFSCME) CBA is as follows:

The employee will submit the NPD-50 Grievance form to their immediate supervisor. If the employee elects to have a representative present, they must obtain a representative within seven working days of filing the grievance. The supervisor will meet with their employee and representative and must provide a written response within seven working days of receiving the grievance.

If the grievance is not resolved at Step 1, the employee or their representative may present the written grievance to their Division Administrator, with a copy provided to the Division of Human Resources Management Labor Relations Unit (DHRM LRU), within seven working days from the date the immediate supervisor has issued a written response.

If the grievance is not resolved at Step 2, the employee or their representative may present the written grievance to the Department head or designee with a copy provided to the DHRM LRU.

If the grievance is not resolved at Step 3, the employee or their representative has fifteen calendar days from the date the Department Head or Designee issued a written response to submit a request, with a copy provided to the DHRM LRU, for formal mediation with the Federal Mediation and Conciliation Service (FMCS).

If the grievance is not resolved at Step 4, the employee, their representative, or a member of the Union may file to arbitrate the dispute with the American Arbitration Association (AAA) or the Federal Mediation & Conciliation Service (FMCS). The arbitration must be filed within thirty calendar days of the conclusion of the formal mediation session. A copy of the demand must be provided to the DHRM LRU. An employee who has chosen non-Union representation may file a demand for arbitration, but such employee bears the responsibility to share the arbitration costs with UNLV.

For more information on the grievance process for employees covered by the AFSCME CBA, please refer to the .

Grievance Process for NPU CBA Employees

The grievance process may vary for employees that are covered by the Nevada Police Union (NPU) CBA. The grievance process for employees covered by the NPU CBA is as follows:

The employee will submit the NPD-50 Grievance form to their immediate supervisor. At this step, the employee and supervisor will meet and attempt to resolve the grievance through informal discussion. The supervisor has fifteen calendar days from when the meeting took place to issue a written response to the employee.

If the grievance is not resolved at Step 1, the employee has fifteen calendar days from the date the immediate supervisor issued a response to present their grievance to the Division Administrator. A copy must be provided to the Division of Human Resources Management Labor Relations Unit (DHRM LRU). The Division Administrator will meet with the employee within fifteen calendar days of receipt of the grievance, and must provide a written follow-up response to the grievance within fifteen calendar days of meeting with the employee.

If the grievance is not resolved at Step 2, the employee has fifteen calendar days from the date the Division Administrator issues a response to present their grievance to the Department Head or Designee. A copy provided to the DHRM LRU.

If the grievance is not resolved at Step 3, the employee has fifteen calendar days from the date the Department Head or Designee issues a response to file for formal mediation with the Federal Mediation and Conciliation Service (FMCS). A copy must be provided to the DHRM LRU.

If the grievance is not resolved at Step 4, the employee may file to arbitrate the dispute with the American Arbitration Association (AAA) or the Federal Mediation & Conciliation Service (FMCS). The arbitration must be filed within thirty calendar days of the conclusion of the formal mediation session. A copy of the demand must be provided to the Department Head or Designee and the DHRM LRU.

For more information on the grievance process for employees covered by the NPU CBA, please refer to the .

Collective Bargaining Agreement (CBA)

State of Nevada job titles have been broken into 11 separate collective bargaining units (BU). A bargaining unit is composed of positions/titles of similar interests and are recognized by both the State and a Union who has been designated as an exclusive representative to negotiate matters involving employment issues. These units are fluid and may change during the collective bargaining process.

Bargaining units A, E, F, and I are currently represented by the American Federation of State, County, & Municipal Employees (AFSCME) union and its applicable Collective Bargaining Agreement (CBA):

  • Bargaining Unit A
    Labor, maintenance, custodial and institutional employees, including, without limitation, employees of penal and correctional institutions who are not responsible for security at those institutions.
  • Bargaining Unit E
    Professional employees who provide health care, including without limitation, physical therapists and other employees in medical and other professions related to health.
  • Bargaining Unit F
    Employees, other than professional employees, who provide health care and personal care, including, without limitation, employees who provide care for children.
  • Bargaining Unit I
    Category III peace officers

    Bargaining unit G is currently represented by the Nevada Police Union (NPU) and is applicable under the CBA.

  • Bargaining Unit G
    Category I peace officers

For more information, visit the .  

Separating Employment from UNLV

Employees separating from UNLV should:

  • First discuss their separation with their supervisor
  • Complete the Notice of Transfer or Resignation form (NPD-45)
  • Initiate their resignation in Workday and upload the NPD-45 form

For more information on this process, visit the Separating from UNLV webpage.

The Human Resources Exit Survey is available to employees who would like to provide insight about their experience working at UNLV. It also allows the university to obtain information that can be used to maintain and improve future recruitment and retention efforts. For more information on the exit survey, visit the Employee Offboarding webpage.