You and Your Job

  • Communication: We strive to share information and ideas in an open, consistent, and effective manner.

  • Service: We embrace our responsibility to exceed the expectations of others who depend on our actions.


In order to thrive in the workplace, it is important to understand the expectations for your job. The university provides a several programs to promote success in the workplace and continual development. The following sections provide information on general university procedures as well as important approaches to help you achieve success.

Regular staff members are subject to an Introductory Employment Period. The Introductory Employment Period (IEP) is the first 180 calendar days of employment following hire, transfer, or promotion into a regular staff position (including research staff). During this period, staff performance is evaluated. The manager conducts an Introductory Performance Review (DOC) prior to the 180th day of employment in the new position. Read additional information regarding the Introductory Employment Period.

Employees within an Introductory Employment Period are ineligible for transfer/promotion to another regular position at the university. GW employees within an IEP who apply to open positions will be disqualified.

Employees covered by a collective bargaining agreement should refer to that document; its provisions supersede these policies if there is a specific conflict.

The university's performance evaluation program is designed to support continual work improvement by providing periodic appraisals of your performance. The evaluation process is intended to encourage constructive dialogue between you and your manager about your past work performance and to develop strategies to enhance or improve your future work performance. The evaluation process focuses on such areas of your performance as customer service, job skills and knowledge, productivity, teamwork, work habits, and overall performance, as they apply to your position. Goal setting and coaching, feedback and recognition,  self-assessment, professional development and periodic supervisory check-ins over the course of a review period are key to the process.

Additional performance criteria such as communication skills, problem-solving and analytical skills, and supervisory skills are included for employees in exempt and managerial/supervisory classifications.

Performance evaluations are conducted upon completion of your introductory employment period and annually as part of a fiscal year or academic year cycle. Managers may provide additional performance feedback, either orally or in writing, at other times in an effort to provide appropriate information to you about your work performance or introductory status.

Your manager uses your annual performance evaluation as a factor in recommending your rate/salary increase, if any, through the provisions of a merit-based Salary Review Program. The completed performance evaluation form becomes part of your official employment record maintained by Human Resources.

If you have questions about your duties and responsibilities, it is important to discuss them with your manager. It is your responsibility to ask questions and to understand goals, policies, and procedures.

Observe what is going on around you, and give your manager constructive feedback about your job. Use the self-assessment section of the Performance Evaluation forms to review your progress and set goals for your own development. Use your preliminary self-evaluation as a tool to stimulate dialogue between you and your manager.

While at work, staff members are expected to follow the guidance, policies and practices of the university, their department, and their particular position. A violation of policies, practices or guidance may result in disciplinary action, up to and including termination.

Respect is one of the university's values. As such, the respectful treatment of students, patients, and co-workers is essential, and sensitivity to their individual circumstances is often necessary.

Preventing difficulties is preferable to solving problems after they occur. Violent behavior on the part of staff, such as fighting or disorderly conduct, should be reported to supervisory staff immediately and is grounds for immediate termination. If you have reason to believe that your own safety or the safety of others is threatened, report the situation immediately to your supervisor or the GW Police Department.

If you are having difficulty coping with a work situation, you are encouraged to discuss it thoroughly with your manager. If you need additional help, you may contact the Human Resources representative or the office of Equal Employment Opportunity & Employee Relations at [email protected] for advice.

Staff members are expected to present a professional image to clients, visitors, customers and the public. Acceptable personal appearance, like proper maintenance of work areas, is an ongoing requirement of employment.

Managers will communicate any department-specific workplace attire and grooming guidelines to staff members..Questions about the department’s guidelines for attire should be discussed with the immediate supervisor.

Any staff member who does not meet the attire or grooming standards set by his or her department may be subject to corrective action and may be asked to leave the premises to change clothing. Hourly paid staff members will not be compensated for any work time missed because of failure to comply with designated workplace attire and grooming standards.

All staff members must carry or wear the GWorld identification badge at all times while at work.

Certain staff members may be required to meet special dress, grooming and hygiene standards, such as wearing uniforms or protective clothing, depending on the nature of their job. Uniforms and protective clothing may be required for certain positions and will be provided to employees by the university.

Reasonable accommodation of religious beliefs.

GW recognizes the importance of individually held religious beliefs to persons within its workforce and will reasonably accommodate a staff member’s religious beliefs in terms of workplace attire unless the accommodation creates an undue hardship. Those requesting a workplace attire accommodation based on religious beliefs should contact Equal Employment Opportunity & Employee Relations at [email protected].

Frequent tardiness and absences may have a detrimental impact on the workflow in a unit. These issues may also lead to corrective or disciplinary action. Each department has specific guidelines and procedures governing hours of work and requests for time off. Please consult your manager for the appropriate guidelines.

If your work performance is unsatisfactory or if your conduct on the job becomes a problem, your manager may counsel you and work with you to help resolve the issues. You may initiate this counseling as well. Your manager may also use a corrective action process. This process may involve, but is not limited to, oral or written warnings, probation, mediation, disciplinary suspension, and/or termination. These forms do not need to be applied as progressive or escalating steps. In determining what performance counseling or corrective action is appropriate, the seriousness of the infraction or action, the employee’s past record, and the circumstances surrounding the matter will be taken into consideration. In addition, the university is an at-will employer, and this guidance does not preclude the university from ending the employment relationship without notice at any time. Decisions about whether discipline is necessary and what type of discipline is to be imposed are at the sole discretion of the university.

Verbal warnings are oral notice to an employee that he or she is not meeting expectations or that his or her conduct is inappropriate in the workplace. Verbal warning clarifies the standards of acceptable performance or conduct, and may identify the potential consequences if the problem is not corrected.

Written warnings identify the nature of the performance or conduct concern, what needs to change or improve, and the potential consequences if the problem is not corrected.

A Performance Improvement Plan (PIP) outlines specific areas of improvement that must be made within a specified time period, and includes various checkpoints for assessment.

A suspension temporarily removes the employee from the workplace and may be imposed as a corrective measure or during an investigation when there is a reasonable concern that the employee’s continued presence in the workplace during the investigation may be inappropriate. A suspension may be imposed with or without pay. Suspension without pay will generally not exceed 60 calendar days. Suspensions with pay will generally not exceed 15 calendar days.

The university may terminate an employee at any time if it believes circumstances warrant such action.

University property is intended for university business only and is generally not for personal use. Use of university funds to purchase personal or other items not related to university business is prohibited.