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We are devoted to recruiting, inspiring and encouraging all employees at UVM.  As a manager, you can utilize the tools provided to assist new employees in their journey, manage temporary hire paperwork and develop offer letters.

New Employees: Onboarding Experience @ UVM

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New Employee: Orientation Registration

Effective Fall ’18, the onboarding process has been updated and improved.  Employees will be sent a letter and welcome video once they set up their Net ID.  The letter will welcome employees, suggest campus and local activities to engage in and point new employees towards the improved New Employee Website

  • Following the letter and video, employees will be highly encouraged to attend UVM Signature Events.  They will also be receiving a formal invitation to New Employee Lunch and Learns which will assist with their transition into the UVM Family. 
  • Onboarding is a 12 month process.  Please encourage your department to engage in these wonderful opportunities.

Registration Process

The hiring manager or supervisor should register all new employees for both a New Hire Enrollment session and a UVM Culture and Community session. Employees attend a New Hire Enrollment session on or soon after their hire date.

Step One: The following forms must be received in Human Resources two weeks prior to the anticipated New Hire Enrollment date.

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

All forms can be found on the Forms page.

Step Two:

  • Completed after the ePar has been completely processed and a new employee record has been created in PeopleSoft.
  • The following form must be completed no later than noon the Thursday before the anticipated New Hire Enrollment date. 

Onboarding Enrollment Form

Onboarding Experience

The University of Vermont launched a new Onboarding Experience Fall of 2018.  The following resources are geared towards welcoming and connecting employees.  Please encourage new employees in your department to engage with the following opportunities:

  • New Employee Orientaiton- Human Resources
  • Culture & Community- Professional Development and Training
  • Lunch & Learn Series- The Office of The Vice President of Human Resources Diversity and Multi-cultural Affairs


New Employee Website


Current Employees

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Staff Exit Interviews

The exit interview process is intended to provide employees who are voluntarily leaving the University with the opportunity to provide feedback on culture, job satisfaction, benefits & pay offerings. The purpose of the exit interview is to gain insight into where there is opportunity to promote employee job satisfaction. The University of Vermont encourages exiting employees to be as honest as possible. Information collected during exit interviews will allow the University of Vermont a unique perspective on organizational performance and employee satisfaction.

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.

Handbooks & Policies

Faculty Sabbaticals and Professional Development Leaves


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.The following events and tips are just a few examples of ways to incorporate celebratio

Informal Recognition

  • Say “thank you” on a regular basis
  • Smile. It's contagious.
  • Notice and praise progress towards a goal
  • Check in on a project to give encouragement
  • Commend employees for small successes
  • Praise employees publicly
  • Hand write a note of thanks for a job well done
  • Encourage, enable and empower employees to provide feedback, input and observations
  • Encourage employees to take advantage of development opportunities
  • Encourage and implement ideas from employees shared at staff or other group meetings

Campus Events

  • Staff Appreciation Week (September)
  • Employee Wellness Fair (October)
  • Blackboard Jungle (March)
  • Faculty: RPT Week (March)


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.


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 separation (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.