- Understanding the importance of financial well-being we offer monthly one-to-one retirement planning sessions with a senior financial advisor. These are designed to empower our employees, providing them with the tools and insights needed to navigate their financial journey confidently and efficiently.
Embracing both our national heritage and our Catholic foundation, the University of St. Thomas, Houston, observes a variety of significant holidays. Employees can enjoy time off during national holidays, as well as special Catholic observances, deepening the connection to our shared values and traditions.
We understand the importance of work-life balance. Our generous Paid Time Off (PTO) policy allows employees to recharge, spend time with loved ones, or pursue personal passions, ensuring they return to work rejuvenated and inspired.
Recognizing the unpredictability of life, we offer robust short- and long-term disability benefits. These provisions are designed to provide employees with peace of mind, ensuring they receive essential support and care during challenging times.
At UST, we celebrate our community by offering a range of exclusive employee discounts. From campus amenities to travel discounts, our staff and faculty can enjoy a variety of perks, enhancing their experience both within and outside our academic walls.
We deeply value lifelong learning and aim to make it accessible to our community. After just six months of continuous employment, our staff and faculty, along with their dependent children and spouses, can benefit from a full education remission, opening doors to endless educational opportunities and growth right here on campus.
Our Path To 2030Model for Catholic Higher Education: We strive to bring aboard talent that reflects our values, nurturing their growth, and fostering an environment of excellence. Together, we're not just upholding Catholic education traditions - we're setting the standard.
Premier Place in Greater Houston Community: We see UST as more than a university - it's a mosaic of brilliant minds and big hearts that together represent an integral part of the greater Houston community. We strive to be a beacon for talent, a hub for engagement, and a platform for dynamic exchanges.
International Partnerships and Innovation: From the HR lens, we are cultivating a team that thinks globally and thrives on cultural diversity. By tapping into cross-cultural collaborations, we're stirring up a culture of innovation that echoes not just locally, but globally.
Employment Employment Faculty Employment Staff Employment HR Forms & Policies HR Forms & PoliciesPlease look through the Human Resources forms that we have available for you. If you have any questions, please contact us at hr@stthom.edu.
- Accident Report Form
- Adjunct Hiring
- Catholic School Tuition Waiver Application
- Catholic Schools Census Form
- Daycare Reimbursement Contract
- Dependent Care Reimbursement Request
- Emergency Loan Application
- Employee Self-Appraisal Form
- Employee Self-Appraisal Form - SPANISH
- End of Employment
- Flexible Spending Reimbursement Request
- Flexible Work Schedule Request
- Furlough Request Form
- Job Requisition
- Lincoln Evidence of Insurability Form
- Payroll Direct Deposit Agreement
- Performance Evaluation Form
- Performance Rating Definitions
- Performance Rating Definition - SPANISH
- Personnel Action From (PAF)
- Phased Retirement Application
- Request To Change Personal Information
- Statement of Job Relatedness Form
- Tom Overton Nomination Form
- Tuition Remission Education Benefits Request Form
- W4 Form
- A.00.00 – Interim Definition of Credit Hour
- A.01.01 - Academic Advising
- A.01.02 - Credentialing Policy
- A.02.01 - Credit by Examination
- A.02.02 – Interim Student Enrollment
- A.02.03 - Classification Undergraduate
- A.02.04 - Grading
- A.02.05 - Absences and Withdrawals
- A.02.06 - Final Examinations
- A.02.07 - Repeating Courses
- A.02.08 - Concurrent Enrollment
- A.02.09 - Academic Honors
- A.02.10 - Academic Good Standing
- A.02.11 - Academic Integrity Policy
- A.02.12 - Audit
- A.02.13 - Incomplete Grade
- A.02.14 - Transfer Credit From Non - Regionally Accredited Colleges/Universities
- A.02.15 - Admissions Committee Make - up Voting Arrangements
- A.02.16 - Distance Education
- A.03.01 - Records and Transcripts
- A.03.02 - FERPA
- A.03.03 - Solomon Amendment
- A.03.04 - Academic Calendar Policy
- A.03.05 - Syllabi Archive
- A.04.01 - Degree Requirements
- A.04.02 - Posthumous Degrees
- A.05.01 - Veterans
- A.05.02 - International Students
- A.05.03 - Attendance at Outside Activities
- A.05.04 Academic Grievance
- A.05.05 - Suspension of Students for Non - Academic Reasons
- A.05.06 - Student Discipline
- A.05.07 - Attendance Co - Curricular Activities
- A.06.01 - Substantive Change
- F.01.01 - Definition of Faculty
- F.01.02 - Academic Ranks
- F.01.03 - Adjunct Faculty
- F.01.04 - Faculty Emeritus Emerita
- F.01.05 - Endowed Chairs
- F.01.06 - Faculty Contracts
- F.01.07 - Outside Employment
- F.02.01 - Recruiting and Hiring of Term and Tenure Track Faculty
- F.03.01 - Promotion and Tenure
- F.03.02 - Promotion and Tenure Appeals
- F.04.01 - Faculty Records
- F.05.01 - Externally Funded Grants and Contracts
- F.06.01 - Academic Freedom
- F.07.01 - Faculty Teaching Effectiveness Responsibilities
- F.07.02 - Faculty Research, Scholarship and Creative Works Responsibilities
- F.07.03 - Faculty Service Responsibilities
- F.07.04 - Professional Ethical Conduct for Faculty
- F.07.05 - Faculty Student Romantic Relationships
- F.07.07 - Faculty Development and Evaluation
- G.00.00 Shared Insights Structure and Process
- G.00.01 - Travel Policy
- G.00.02 - Social Media Creation of University Accounts
- G.00.03 - General Social Media Policy
- G.00.05 - General Grievance Policy
- G.01.01 - Emergency Notification
- G.01.02 - Media Notification
- G.01.03 - Hurricane Plan
- G.01.04 - Emergency Evacuation of Buildings
- G.01.05 - Missing Student
- G.01.06 - Campus Closure Policy
- G.02.01 - Campus Security & Crime Awareness
- G.02.02 - Drug and Alcohol Abuse Policy
- G.02.03 - Clery Compliance Committee
- G.02.04 - Smoke Tobacco-Free Campus
- G.02.05 - Demonstration
- G.02.06 - Sexual Misconduct and Interpersonal Violence
- G.02.07 - Key Control
- G.02.08 - Americans with Disibilities Act
- G.02.09 - Threats and Violence
- G.02.10 - ID Card Policy
- G.02.11 – Library Entrance
- G.03.01 - Parking Regulations
- G.03.02 - Golf Cart Operations and Use
- G.04.01 - Speaker Policy
- G.04.02 - Events
- G.04.03 - Political Speakers
- G.04.04 - Sign Posting
- G.04.05 - Alcohol Use
- G.04.06 - Outside Catering
- G.05.01 - Intellectual Property
- G.06.01 - Acceptable Use of Technology Resources
- G.06.02 - Password Policy
- G.06.04 - Cell Phone Policy
- G.06.05 - Document Retention Policy
- G.07.01 - Conflict of Interest and Gift
- G.07.02 – Human Subjects Research
- G.08.01 - Standing Committees
- H.01.01 - Hiring Basilian Faculty and Administrators
- H.01.02 - Recruiting and Selection
- H.01.03 - Equal Employment Opportunity
- H.01.04 - Americans With Disabilities Act
- H.01.05 - Orientation Period
- H.01.06 - Nepotism
- H.02.01 - Exempt Non-Exempt Employee Status
- H.02.02 - Salary Reviews
- H.02.03 - Overtime And Hours Worked
- H.02.04 – Interim Employee Evaluation
- H.02.07 - Emergency Loan
- H.03.01 - Benefit Eligibility
- H.03.02 - Holiday Pay
- H.03.03 - Vacation Policy
- H.03.04 - Sick Leave
- H.03.05 - Bereavement Leave
- H.03.06 - Summer Hours
- H.03.07 - Parking
- H.04.01 - Personnel Records and Privacy
- H.04.02 - Conflict of Interest Employees
- H.04.03 - Corrective Action to Undesirable Behavior
- H.04.04 - Political Activity and Public Office
- H.04.05 - Open Door Communications
- H.04.06 - Bulletin Boards
- H.04.07 - Grievance Procedure
- H.04.08 - Life Threatening Illness
- H.04.09 - Warrants and Arrests
- H.04.10 - Accidents Injuries Reporting
- H.05.01 - Voluntary Furlough Program
- H.05.02 - Break in Service
- H.05.03 - Short-term Disability
- H.05.04 - Unpaid Personal Time Off
- H.05.05 - Leave of Absence Without Pay
- H.05.06 - Family Medical Leave Policy
- H.05.07 - Phased Retirement
- H.05.08 - Separation from University Employment
- H.05.09 - Reserve or National Guard Training for Faculty
- H.05.10 - Retirement Age
- H.05.11 - Flextime and Alternative Work Schedule
- H.06.01 - Whistleblower
- S.01.01 - Disability Nondiscrimination Policy
- S.02.03 - Suicidal Behavior
- S.02.04 - Warrants and Student Arrests
- S.02.05 - Weapons Possession
- S.02.06 - Hazing Policy
- S.03.01 - Student Complaints
- S.04.01 - Code of Student Conduct
- S.04.02 - Student Travel
- S.06.01 - Summer Camps
- V.01.02 - Military Connected Student Recruitment
- V.01.03 - Military Tuition Assistance Refund Processes
- V.01.04 - Military Connected Student Financial Disclosure
- V.01.05 - Withdrawal of Students Ordered to Military Active Duty
The University of St. Thomas prides itself for being an institution that provides the highest level of quality and support for its administration, faculty and staff. No matter what we face as a community, UST strives to be a place with a thriving work environment for its employees.
For all employees, especially those whose work cannot easily be done remotely (including hourly, limited work off site, and student workers), managers and employees should work together to develop a telework work plan to complete special assignments, projects, job- related reading, or training. In developing a telework or remote work plan, managers should be mindful of employees who may not have internet access or technology that can be used remote. Some training recommendations are included at the end of this message.
As a reminder, our employees have different jobs and responsibilities and the modifications we can make to their work will vary based on those differences. Options may include reallocating resources to shift the workforce in more critical areas of needed support, providing reduced work schedule as employees balance work and personal needs, or providing shift work or alternating schedules if work is need on site. There will not be one solution that works for or is right for everyone, and some individuals, due to the nature of their work, will be asked to continue to report to work.
Flexible Scheduling
Subject to the needs of the University, managers should consider flexible work arrangements such as having employees work on-site with reduced shifts (fewer hours or fewer days). This can be coupled with remote work assignments, including online training, for the time not spent on-site.
Managers may also find it useful to create shifts or rotate shifts to meet the demands of the employee and/or department for continued coverage of activities or needed on campus support.
Reallocation of Resources
When positions cannot be supported either in part or in whole, by remote work, managers may reallocate staff into departments or positions that have a need for additional personnel support. This may be within the same division or may be needed to support other areas of campus. Managers should reach out to their campus partners and work with Human Resources if looking to redeploy staff into other schools or divisions.
Next steps
We appreciate the burden that these significant operational changes place on our employees and thank you in advance for your cooperation. Your flexibility and support are indispensable as we move forward together as a community. Please contact Human Resources for assistance in managing any employment-related issues.
Training, learning and development recommendations
As part of developing a remote work plan, managers should work with their employees to identify opportunities for both training and learning & development.
development book study for engagement and learning activities while managing a remote workforce.
Remote work resources
- Tips for managing a remote workforce:
- Be sure your employee has proper technology to conduct work remotely;
- Be sure you have current phone numbers for contacting employees when needed; Be sure your employee has the connectivity needed to work remotely;
- Does your employee have a designated workspace that allows for minimal distractions during the scheduled work hours; Does your employee have headphones or earbuds to participate in conversations that require more privacy;
- Keep your scheduled 1:1 meetings with your staff for a check on work status as well as continued availability; Make sure you have designated a means for video conferencing and conference phone calls;
- Have your employees create a log of activities for the day so that you can address ongoing needs or shift work responsibilities if needed;
- Have employee set up call forwarding and know how to retrieve voice messages to remain accessible to contacts;
- Expect consistency in remote work schedules and ask staff to notify you when unable to work a regularly scheduled day.
- Plan for the video call
Your colleagues will be able to see the background behind you and what you are wearing. Maintain professional standards for dress and appearance. During video meetings, the other participants can see (and be distracted by) everything in view of the camera so take that into consideration of how you set up your workspace. - Login five minutes early
This gives you a chance to work through any technical issues (if any) so you are in the meeting on time. Also, being even a few minutes late feels much, much longer when virtual than when in person. - Position the camera correctly
The camera should be as close to eye level as possible so people are seeing you as they would in a face to face conversation. - The camera and microphone built into your laptop are probably sufficient
However, if you have headphones with a mic or earbuds, it will likely greatly improve the sound quality and prevent feedback. - Test your technology options
Your phone might work better for video calls than your computer or vice versa. Zoom has a phone app, which may work better for joining meetings. This is a particularly good option if your work computer is a desktop without a camera or mic. - Mute yourself except when speaking
This prevents background noise and feedback from becoming a meeting distraction. - Use chat functions well
Many video conferencing options have chat functionality that allow participants to write in comments and questions. Determine at the start of the call if the chat will be monitored and ensure that your chat comments are relevant, succinct and clear. Remember that chats may be saved as part of a call record, so your contributions via chat are the same as other types of business communications. - Miscommunication just got easier
Social cues are more difficult and people can end up talking over each other or misinterpret more easily than an in-person meeting. Many people won't speak up because they don't want to talk over anyone else. Others plow ahead regardless of who is talking. Any lag in video or sound exacerbates the situation. Also, make sure to clarify who is responsible for what by when at the end of every meeting. - Ask for input
Ensure that other participants can see and hear you properly and check in with your remote participants periodically if you are running the call. They will appreciate the acknowledgment and you will be better equipped to have a more effective call with their active participation. - How to look your best in a video conference
As noted above, communication and social cues aren’t the same as in person meetings. The BBC has tips and articles on how to look your best in a virtual meeting. - Additional resources
Harvard Business Review has an article on What It Takes to Run a Great Virtual Meeting with additional advice and suggestions.
n the event of emergency or natural disaster, UST staff and faculty may be instructed to work from home or another remote location. The following resources will enable you to access online resources and effectively collaborate with colleagues so that you can continue to support the university from a remote, Internet-connected location.
Available Software Platforms
Many software platforms that Baylor provides to enable you to accomplish your work are available via the Web or can be installed on a home computer.
Zoom
When working remotely, frequent and regular communications become even more important. In an effort to facilitate effective communication, the University of St. Thomas has purchased a large number of Zoom licenses for video conferencing. To request a Zoom license, email ZoomAdmin@stthom.edu.
VPN (Virtual Private Networking)
Using some UST systems remotely (for example, the shared network drive or N: drive) requires a virtual private network (VPN) connection. VPN establishes a secure connection between your remote device and the UST network that enables you to access campus systems as if you were working on a wired connection in your office. If you haven't used UST's VPN in a while, it might be a good idea to test it and see if it still works properly. Please note: When you connect to VPN you may experience network latency on video streaming platforms. To request a VPN, email ITHelpDesk@stthom.edu.
Moving Your Office Desktop Computer for Remote Working
As part of the university's transition to remote working for qualified employees, approved faculty and staff may take their UST-issued desktop computer units and auxiliary equipment to their place of residence. These guidelines will help make for a smooth transition. However, prior to doing so certain approvals may be required. For the purchase of any technology tools or to check the availability of technology tools that UST already has purchased, contact ITHelpDesk@stthom.edu.
Getting Help
As always, UST’s IT support team is here to empower the Celt community and to fulfill its mission to support administrators, faculty, staff and students. Call 1-800-630-8715 or email ITHelpDesk@stthom.edu for assistance.
Managing your team and your team’s work is a little different when everyone is remote. It can be more difficult to keep up with where employees are focusing their effort, progress being made, barriers and stumbling blocks, and how to best plan who does what work and when. This section includes several tools and templates to help manage people and work even when everyone is remote.
Teleworking Expectations is an optional form to help you think through and communicate changes in tasks and responsibilities resulting from switching to working remotely.
The Daily Time Log is an optional tool to help employees keep track of what they are working on and how much time they are spending. This is a template that can be modified to better fit your specific needs.
The Daily Status Update form is an optional tool developed to help identify, plan, and keep up with work when everyone is remote. Feel free to modify to better fit your specific needs.
Onsite/Virtual Schedule Template is an optional tool to help plan and identify who will be in office, remote, or out of office each day of the week.
One on One Meeting Template is an optional tool to help your employees prepare for one and one meetings with you. There are a lot of one on one templates on the internet. This is a very simple one to help you and your employees identify priorities, discuss issues, and track progress on goals.
For many people, transitioning to working from home is a completely new experience. Although everyone’s experience is different based on their situation, skills, job duties, and previous remote working experience, there are some constants worth remembering:
- It will be new.
- It will sometimes be awkward. It will be a learning experience.
- Many things you try won’t work the first time.
- Things will sometimes break, not work, or work differently than expected. It will require patience, adaptability, and grace.
- Things will just be different.
Be kind to yourself, have patience and grace with your manger and teammates. It will get easier. The most important thing to remember is to just get started. We are all in it together and figuring it out as we go. If you are unsure or have concerns please raise your hand and ask questions.
Right now, the transition to working from home is what’s best for the students, the faculty, and the staff. It’s not a light or easy decision, but it is the one that keeps Baylor running and living its mission even (especially) in this time of uncertainty.
But where to begin?
-
1. Prepare for being out of office
If possible, test your equipment at home before you begin to work remote full time.
Update your contact information and your emergency contact information by notifying Human Resources at hr@stthom.edu. Ensure that people with whom you routinely work know the best way to contact you.
Learn how to set up call forwarding with your office phone and how to access voicemail remotely.
Maintain your calendar and set up out-of-office messages as appropriate.
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Please look through the Human Resources forms that we have available for you. If you have any questions, please contact us at hr@stthom.edu.
- Accident Report Form
- Adjunct Hiring
- Catholic School Tuition Waiver Application
- Catholic Schools Census Form
- Daycare Reimbursement Contract
- Dependent Care Reimbursement Request
- Emergency Loan Application
- Employee Self-Appraisal Form
- Employee Self-Appraisal Form - SPANISH
- End of Employment
- Flexible Spending Reimbursement Request
- Flexible Work Schedule Request
- Furlough Request Form
- Job Requisition
- Lincoln Evidence of Insurability Form
- Payroll Direct Deposit Agreement
- Performance Evaluation Form
- Performance Rating Definitions
- Performance Rating Definition - SPANISH
- Personnel Action From (PAF)
- Phased Retirement Application
- Request To Change Personal Information
- Statement of Job Relatedness Form
- Tom Overton Nomination Form
- Tuition Remission Education Benefits Request Form
- W4 Form
We are delighted that you are applying for a position at the University of St. Thomas. All of our hiring is “hiring for mission” and the University considers candidates in light of their professional credentials, experience, and consonance with the University’s Catholic identity and purpose.
UST is committed to hiring individuals who can advance its integrated mission—the formation of the whole person for flourishing in this life and the next—and give public witness to that mission in new ways. The University's Catholic identity is at the center of this mission, a Catholicism expressed for our own age by the Catechism of the Catholic Church (1992), and Pope Saint John Paul II's Ex Corde Ecclesiae. The University asks all candidates applying for a position to consider these documents to ensure that their professional goals, practices, and values can align with them.
While applicants need not be Catholic, they need to be able to support joyfully, professionally, and publicly the University as it seeks to be faithful to and embody both a robust Catholicism--in its intellectual, doctrinal, moral, and spiritual dimensions--expressed by the Catechism and Ex Corde Ecclesiae and the riches of the Catholic intellectual tradition. This integrated Catholic vision of education—which encompasses a vision of the good human life and of the world—is animated by the great Catholic intellectual and spiritual traditions and receives further depth and orientation from authors such as Newman, Augustine, Aquinas, John Paul II, Benedict XVI, and their classical forebears.
As part of the orientation new members of the faculty participate in a series of lunchtime seminars in which participants discuss readings devoted to the topics of (1) intellectual charity, (2) the nature of the human person, (3) the integration of faith and reason, (4) the nature and purpose of the Catholic university, (5) the liberal arts, and (6) Catholic social teaching. These are opportunities to cultivate collegiality and friendship while deepening new hires’ consonance of vision and purpose with the mission of the University.
Interested candidates must provide a comprehensive resume and cover letter, evidence of a commitment to teaching excellence, and three professional references. With their cover letter, candidates should also submit a statement demonstrating a firm commitment to advance the mission of Catholic higher education as it is articulated in Ex Corde Ecclesiae. Applicants should read Ex Corde closely and consider the following questions:
How does the vision outlined in Ex Corde Ecclesiae reflect your understanding of (1) the nature of the human person, (2) the integration of faith, reason, and the integration of the branches of knowledge, (3) confidence in the knowability of truth about nature, the human person, and God, (4) the essential characteristics of a Catholic university, and (5) the relation between the university and the Church.
In order to ensure a harmonious and fruitful relationship between new faculty and the university, applicants are encouraged to consider carefully the university’s self-understanding of its own integrated Catholic mission. The questions above will also be part of the interview process.
Thank you again for your interest in the University of St. Thomas. We look forward to reviewing your application materials.
The University of St. Thomas is an Equal Opportunity Employer
