Updated: January 13, 2021 at 8:28AM

Employee Policies

Remote Work

Employees are expected to work from home until further notice unless their responsibilities require them to be on campus. Managers and employees should have clear communication regarding the expectations for their work.

If employees have specific concerns that prevent them from performing their work on campus, they may contact their Human Resources Consultant for further direction. For guidance on remote work, please refer to the Remote Work Toolkit.

Essential Employees

Some staff and faculty will return to work on campus sooner than others, in order to support essential components of the University's mission. These employees have been or will be notified by their respective managers.

Pay During Quarantine or Isolation

The University is continuing to pay all full-time and part-time regular staff regardless of hours scheduled through January 26.

COVID-19 Leave Days

As a result of the change in the CDC’s quarantine recommendations from 14 to 7 calendar days, effective January 27 through June 30, 2021, regular staff members will have access to up to 5 COVID-19 leave days if they are unable to work because of a medically directed quarantine due to COVID-19. Find additional information on how to utilize COVID-19 Leave Days.

Child/Elder Care Leave Days

To continue to encourage an environment where staff can care for children or elder family members in their households, effective January 27 through June 30, 2021, full-time regular staff will have access to up to 10 Child/Elder Care Leave Days. These can be used if an eligible staff member is unable to work remotely due to the responsibilities required to care for a child or elder family member in their household. The Child/Elder Care Leave Days are separate from COVID-19 Leave Days. Find more information on how to use Child/Elder Care Leave Days.

Working Group on Schools and Childcare

The University is following developments in decision-making regarding local public schools and childcare facilities closely and will develop contingency plans around different potential outcomes. On Friday, June 5, Governor Holcomb issued his K-12 guidance. In response, the University convened a group of faculty and staff to inform our approaches as local school leaders formulate plans for the upcoming school year. Maura Ryan and Bob McQuade lead a working group on this topic. If you have thoughts, or would like to participate in some way (serving on the working group, participating in a listening session, etc.), please let us know. We welcome engagement from faculty, graduate students, and staff alike.

Budget Impact

For the current fiscal year, July 1, 2020, to June 30, 2021, Notre Dame continues to be in a relatively strong financial position compared to the majority of our peers, but many challenges and uncertainties persist. Many are predicting that our country’s economic slowdown will result in a shaky and slow recovery. We continue to see some of the hardest-hit industries laying off large numbers of employees. The financial markets are likely to remain volatile given the current political, social, and economic environment. Unfortunately, we are not immune to the economic challenges nor the reality that COVID-19 will be with us for quite some time, which means we will continue to face significant hurdles in the form of reduced revenues and increased expenses. With this in mind, we are currently projecting a budget impact of $130 million for fiscal 2021.

Previously announced budget reductions of 2.5 percent in both fiscal 2021 and 2022 will help to alleviate some of the impact.

The staff hiring freeze remains in effect, and all of us must continue to thoughtfully consider and eliminate University-sponsored travel and other expenses where possible.

We will continue to pay all full-time and benefits-eligible part-time staff regardless of hours scheduled during the extended student winter break. Unlike many universities, we are making sacrifices in other areas to keep our staff financially whole and secure during these difficult economic times.

403(b) Match

Prior communications outlined the potential need to reduce or eliminate the 403(b) match should additional savings be required. Happily, we can report that we plan to continue offering our full 403(b) match to employees; at this time, there are no plans to alter this benefit.

Job Reassignment Program

As a result of new and increased demand for work needed in areas related to health and safety and reduced responsibilities in areas such as campus events and retail, the University instituted a Job Reassignment Program for staff members in a limited number of departments to provide opportunities to our current staff members to fill emerging workforce needs.