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UVM is committed to recruiting and inspiring all employees. We have designed helpful tools for managers to assist new employees in their journey, manage temporary hire paperwork, develop offer letters, and much more.

New Employees: Onboarding Experience @ UVM

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New Employee: Orientation Registration

The employee onboarding process begins with a welcome letter containing helpful campus information and links to helpful sites like the New Employee Website. After their hire date, employees attend an Orientation and Enrollment session and a UVM Culture and Community session (currently held online). 

Step One: Two weeks prior to the anticipated New Hire Enrollment date, HRS must receive the following forms (located on the HRS Forms page):

  • Employee Information Form: Please include this form with the offer letter.
  • Distribution Form
  • Personnel Action Set-Up Form 

Step Two:  After the ePar has been completely processed and a new employee record has been created in PeopleSoft.  The Onboarding Enrollment Form must be completed no later than 12 noon (EST) the Thursday before the anticipated New Hire Enrollment date. 

* Step Three:  Under COVID-19 conditions, all new employees must take the mandatory COVID-19 training, and sign the UVM Green & Gold Promise. Employees working at UVM facilities must also submit a daily Health Check to ensure the health and safety of all employees is maintained. For more information, please see the COVID-19 Employee Information website.  The website includes links to the training module, Green & Gold Promise, forms, and resources related to COVID-19.


Current Employees

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Staff Exit Interviews

The exit interview process provides employees who voluntarily leave UVM with the opportunity to give feedback on culture, job satisfaction, benefits & pay offerings. The purpose of the exit interview is to gain insight into opportunities to enhance employee job satisfaction and organizational performance.

Staff Exit Interview Survey

The exit interview survey has been established in the Lime Survey tool. Human Resource Operations will send an individualized survey link via email to staff employees who have retired or voluntarily resigned from the University. Emails will be sent semi-monthly.

Staff Exit Interview FAQs (PDF)

Staff Exit Interview Survey Questions (PDF)

Note: The staff exit interview survey has been established in Lime Survey tool. The link above includes a listing of material within the survey.

Professional Development & Training Sessions

In support of the new process, we have created a professional development workshop entitled “The Art of Exit Interviews.” The workshop will be a regular part of Professional Development and Training offerings. You can view and register for sessions through PeopleSoft (course number HRS017).

Exit Interview Privacy Statement

We value your input. The information provided will not affect future references. Information collected during exit interviews is private. This information will only be shared in aggregate and personally identifying information will be removed before it is shared. However, if unethical or criminal behavior, incidents of discrimination or harassment, regulatory non-compliance or other legal issues are divulged, the survey administrator is obligated to take action by notifying Affirmative Action/Equal Opportunity Office, Police Services, Audit Services, or other appropriate University office. The information provided in these circumstances may include personally identifiable information. You may also submit concerns either with self-identification or anonymously, to the Ethics and Compliance Reporting and Helpline.


Career Development

Encourage employees to engage in the impactful opportunities made available by Professional Development & Training.  PD&T Course Calendar

Leaves, Benefits & More

When referencing anything from leave and time off to benefits and compensation refer to the appropriate employee handbook.  Policies regarding temporary employee leave can also be found here.

Crisis Support

The university has a wonderful crisis support partner through Invest EAP.  The program provides everything from grief counseling to financial tools.  

Invest EAP

The Office of Affirmative Action and Equal Opportunity thrives to ensure that every member and prospective member of the campus community receives fair and equal treatment and opportunity, and experiences an inclusive environment.



Leadership Management

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Grow as a Leader

Looking to grow as a leader? Professional Development and Training offers a range of specialized programs especially for UVM Supervisors. Supervisor Opportunities

Diversity & Inclusion

Supporting new and existing employees by encouraging diversity and inclusion plays a key role in ensuring a successful and healthy department.  Diversity & Inclusion Resources

Recognize Achievements 

At the University of Vermont, we strive to create an atmosphere of inclusive excellence.  Employee recognition and encouragement to engage in campus opportunities play a key role in developing that atmosphere.  Please visit the Staff Appreciation website for ideas on informal and formal ways to recognize staff.  Staff Appreciation

Providing Professional Work References on Current/Former Employees

The Vermont Reference Law (House Bill 264), effective July 1, 2011, grants civil immunity in specific cases to an employer that furnishes information about a current or former employee’s job performance to a prospective employer that requests it, provided the information is shared in good faith. While the law has specific application to individuals who are likely to have regular or unsupervised contact with a minor or vulnerable adult, The University of Vermont recognizes that the following guidelines represent sound business practice for providing any and all employment references. 

It is important to note that the presumption of immunity in favor of the employer may be overcome, and the employer sued, if the employer discloses information which the employer knew or should have known was false, knowingly disclosed misleading information, or disclosed information in violation of the law. Faculty and staff are therefore expected to understand and carefully adhere to the following guidelines.

Definition:  Job performance is defined as: the suitability of the employee for employment; the employee's work-related duties, skills, abilities, attitude, effort, knowledge and habits as they may relate to suitability for future employment; the reasons for the employee's seperation (if applicable); and any illegal or wrongful act committed by the employee.

Guidelines for Providing Work References:  
Keep these principles in mind when providing work references for individuals: 

• Be factual—avoid emotion. Stick to the facts and provide only job-related information. Never make false or malicious statements or include suspicions, accusations or exaggerations. Do not provide false flattery.

• Inquire as to the duties and responsibilities of the position. Focus on knowledge, skills and abilities as they relate to the vacancy. If requested, you may share job title, dates of employment, job duties/responsibilities and salary. 

• Speak in terms of behaviors, not labels. (Rather than saying the employee had "poor work ethics," say the employee "missed four important deadlines." Avoid the use of words like "troublemaker," "screwed-up" and "crazy.") 

• Provide an accurate, balanced reference. Speak to what the employee did well in addition to any problem areas. 

• Provide relevant information. Employers may be held liable when they do not disclose information about a former employee which leads to the injury of a third party. 

• Do not volunteer extra information. Address only the questions asked and avoid inappropriate conversation. 

• Do not disclose personal information. Refrain from giving information related to medical history, family issues, residence, arrest record, religion, race, national origin, child care provisions, pregnancy status, sexual orientation, age or genetic information. 

• Avoid providing negative information about an employee’s job performance if you did not make the employee aware of the performance problem. Do not provide information that the employee was not aware of or never had the opportunity to address. 

• Only provide a work reference if you have direct knowledge of the employee. Never guess or rely on hearsay to respond to reference questions. 

• Remind UVM hiring supervisors to contact Human Resource Services for internal employee performance appraisals and other job-related documentation. HRS may be reached at 656-3150 or

• Maintain consistency. Stick to published guidelines when providing references for all current or prior employees.