Joining
The University of Arizona Libraries
& Center for Creative Photography
A Team-Based Organization
Unlike Any Other
A Descriptive Snapshot of the Libraries’ and Center’s Team-Based
Organization and Compensation System for Prospective Employees
Created on 1/5/2007 12:49:00 PM
1
Working in Teams at the University of Arizona Libraries
and Center for Creative Photography
Advances in technology and changes in the funding of higher education led the University of
Arizona Libraries and Center for Creative Photography to change their organizational structure in
1992. The Library recognized then, in the midst of budget cuts and the need to invest in electronic
access to its holdings, that it would need to utilize every staff members’ highest capabilities and rely
on teamwork to continue to offer the highest quality service to the campus.
This means that instead of traditional work units, all employees are organized in teams based on
related job duties (“functional work”) such as purchasing books or handling circulation of materials.
Because true teams are small in size, large “functional” teams are broken down into “work” teams,
such as accounting support within the Partners Team. We also form “cross-functional” teams to
implement new services, or to manage on-going projects requiring broad-based involvement, such as
strategic planning.
Members in a team manage the work of the team, with the facilitation and coaching support of a
team leader. Team management involves a yearly cycle of mission-oriented planning meetings with
regular assessment of customer needs and periodic Library-wide review of teams' progress to goals.
Team members make decisions about team goals and expenditures and may sit on hiring
committees. This team-based structure provides an unusual opportunity to control and influence
what we do and how we do it.
Thus, joining the University of Arizona Libraries and Center for Creative Photography (CCP) you
will be assigned to a functional team or work team, and gain experience over time in a variety of
cross-functional projects that stretch your abilities and expand your horizons. The work of teams
changes, sometimes rapidly. Some teams manage service desks on weekends and evenings. The
ability to manage time and projects is essential to success, as is the willingness to work closely with
people from diverse backgrounds. Our job descriptions change each time the work changes and our
membership on teams expands or contracts. As a result, we value flexibility, integrity and the ability
to learn quickly and continuously.
We believe that being a member of a team-based organization presents each staff with challenging,
meaningful work that increases their commitment to contribute to the whole success of the Libraries
and CCP with customers. We know our staff gain valuable experience here, because they are often
recruited for positions in other places.
The University of Arizona Libraries and Center for Creative Photography are nationally recognized
for their success in utilizing teams to provide state-of-the-art, quality library services. Working with
teammates and continuous learning of new skills is a big part of being a staff member at the
Libraries and CCP. We hope that this approach to work meets your expectations for a great place to
work and that you will consider joining our staff.
Created on 1/5/2007 12:49:00 PM
2
University of Arizona Library Organization Representation Chart
Customers
Undergraduate Students ● Graduate Students ●
Faculty ● Community
MAT
Materials Access
Team
DDT
CCP
Document Delivery Team
The Center for
Creative
Photography
Work Teams:
E-Reserves, Document Delivery,
Express Documents, Interlibrary
Loan
Work Teams: Service Sites,
Collection Maintenance,
Fine Arts/Special Collections
SST
SET
Social
Sciences
Team
Science
Engineering
Team
DLIST
Partners
HROE
Digital Library Information
Systems Team
Work Teams: ABaC$ (Accounting,
Budgeting & Customer Support),
FM (Facilities Management),
GRM (Grants & Revenue
Management);
Human Resources
& Organizational
Effectiveness Team
Work Teams: DCAP (Digital Content, Access
& Publishing, X-WING (X-Workstation &
Infrastructure Networking)
Process Improvement Resource
(PIR) Group
SLRP
Governance: LFA
Strategic
Long-Range
Planning XF Team
Library Faculty Assembly
Team Y
UST
Special Collections Under-graduate
/ Fine Arts and
Services Team
Humanities
includes
Team
Extended Hours
TSAP
Technical Services and
Archival Processing Team
Work Teams: Receiving, Copy
Cataloging
& Maintenance, Special Formats &
Archival Processing, Electronic
Resources, Ordering/Physical Processing
IRM
Information Resources
Macro-Management
XF Team
Governance: SGA
Staff Governance
Association
.
Library Cabinet
Team Leaders, LFA and SGA Representatives, Associate Dean, Assistant Dean for Team and OE
Dean
Associate Dean
External Relations
Marketing
Communications
MROC Diversity
Committee
Functional and Cross-Functional Teams
Jon Katzenbach and Douglas Smith (The Wisdom of Teams, 1994) suggest that "teams--real
teams, not just groups that management calls ‘teams’--should be the basic unit of performance
for most organizations, regardless of size." They describe a "real team" as:
"…a small number of people with complementary skills, who are equally
committed to a common purpose, goals and working approach for which they
hold themselves mutually accountable."
The University of Arizona Libraries and Center for Creative Photography (CCP) organized into
teams in 1992, which meant changing 19 departments into 11 functional teams. As a result,
members of the Libraries and CCP are able to work in a more flexible and less hierarchical
organizational structure doing a greater variety of interesting and strategic work. Two basic
types of teams do nearly all the work of the Libraries and CCP: functional and cross-functional
teams. Functional Teams are described first.
Updated: 10/11/06 lawrencee
Functional Teams
Functional teams are those teams that are "permanent" within the Libraries and CCP. For our
purposes, a functional team is the unit of organization through which individual team members
get most of their routine work done and their efforts recognized. Each of these teams has a
team leader and all have some mixture of classified and professional staff. Functional teams
can be broken down by organizational function into three basic types:
1. Integrative Services teams
2. Access teams
3. Enabling teams
Below is a list of the Libraries’ and CCP’s functional teams with links to their web sites.
Integrative Services Teams
Integrative Services teams are comprised mainly of professional librarians providing core
services to faculty and students. They provide the services libraries are most identified with:
reference service, instruction, and selection of materials for the Libraries’ and CCP's
collections.

The Center for Creative Photography (CCP): This team manages the internationallyrenowned archives of master photographers like Ansel Adams and W. Eugene Smith. The
Director for CCP is Doug Nickel. The Center for Creative Photography web site is at:
http://dizzy.library.arizona.edu/branches/ccp/ccphome.html.

Science/Engineering Team (SET): This team supports faculty and students in the Colleges
of Science and Engineering with reference, instruction and collection development services.
The Interim Team Leader is Jeanne Pfander. The team web site is at:
http://intranet.library.arizona.edu/teams/set/index.html.

Social Sciences Team (SST): This team focuses on providing support to faculty and
students in the Social and Behavioral Sciences with reference, instruction and collection
development services. The Team Leader is Laura Bender. The team web site is at:
http://intranet.library.arizona.edu/teams/sst/index.html.

Team Y (Fine Arts/Humanities & Special Collections Team) Team Y focuses on
supporting the research and teaching needs of the faculty and students within the College of
Fine Arts and the College of Humanities and building and maintaining our research archival
collections. The Team Leader for Team Y is Patricia Promís. The team web site is at:
http://intranet.library.arizona.edu/teams/teamy/index.html.

Undergraduate Services Team (UST): This team focuses on coordination of the provision
of information desk and reference services in the Main and Branch Libraries as well as
coordination of general library instruction to undergraduate students. The Interim Team
Leader is Dan Lee. The team web site is at: http://intranet.library.arizona.edu/teams/ust/.
Created on 1/5/2007 12:49:00 PM
4
Access Teams
Access teams focus on the provision of physical or on-line access to the Libraries’ and CCP's
collections, as well as scholarly communications support for University clients.

Document Delivery Team (DDT): This team combines Inter-Library Loan and Photocopy
service capabilities in a service that ensures our ability to provide electronic and print copy
access to documents at remote locations. The Team Leader is Jeanne Voyles. The team
web site is at http://intranet.library.arizona.edu/teams/ddt/index.html.

Materials Access Team (MAT): This team handles management of Main and Branch
Library services, circulation of materials, reserves, shelving and maintenance of current
periodicals, microfilm and newspapers. Comprised of three work teams, the Team Leader
is Robyn Huff-Eibl. The team web site is at:
http://intranet.library.arizona.edu/teams/mat/.

Technical Services and Archival Processing Team (TSAP): This team focuses on
ordering, receiving, bindery and book repair, cataloging and preparing the Libraries
resources for use by the Library's customers. The Interim Team Leader is Jim Fromm.
The team web site is at: http://intranet.library.arizona.edu/teams/tsap/index.html.
Enabling / Infrastructure Teams
Enabling teams focus on providing the infrastructure support that enables Integrative Services
and Access teams to do their jobs effectively.

Administrative/External Relations Team (ERT): This team supports the Dean of Libraries
and Center for Creative Photography in the areas of fundraising, diversity programs,
administrative communication, record keeping and reporting. Dean Carla Stoffle is the
Team Leader. The team web page is not currently available. The web site for Friends of
the Library is at http://www.library.arizona.edu/library/teams/fast/uafol/home.html.

Partners Team (PRT): Comprised of three work-teams, this team is led by Interim Team
Leader Jim Fromm. The various work-teams support services ranging from organization
development and employee relations services, facilities maintenance, finance and grants
and revenue management. The team web site is at:
http://intranet.library.arizona.edu/teams/partners/.

Digital Library Information Systems Team (DLIST): This team maintains the Libraries'
and CCP's computer systems and is also responsible for providing computer support for
both staff and public computer workstations. Assistant Dean and Team Leader Barbara
Hutchinson is the DLIST Team Leader. The team web site is at:
http://intranet.library.arizona.edu/teams/dlist/.
Created on 1/5/2007 12:49:00 PM
5
Cross-Functional Teams
Cross-Functional Strategic Teams are planning and coordination teams staffed with members
from the functional teams. They contribute to the development of the strategic plan and
coordinate implementation of strategic "new" work in the Libraries and CCP. The current
cross-functional teams are Strategic Long-Range Planning Team (SLRP), Information
Resources Management Team (IRM) and Millennium Report Oversight Committee (MROC).
These teams are ongoing, but membership in these teams changes on a regular schedule.
Cross-Functional Project Teams form within functional teams or could be appointed by
Strategic Teams or Cabinet.
Created on 1/5/2007 12:49:00 PM
6
Library Mission
We are creators and stewards of a trusted information environment. We enable the discovery and
dissemination of knowledge and preserve our unique collections. Thus, we advance the University's
mission to discover, educate, serve, and inspire.
Center for Creative Photography Mission
The Center for Creative Photography is an internationally recognized archive, museum and research
center dedicated to photography as an art medium of creative expression and communication. The
mission is to collect, preserve, make accessible, exhibit, interpret, and encourage the study and
appreciation of photographs and other materials of importance to the history of photography, with an
emphasis on photography as an art form from 1900 to the present. The Center is committed to the
principles of artistic and intellectual freedom.
Values
Learning and Continuous Improvement
 We provide an environment for learning and growth.
 We strive to exceed our expectations, raise our standards, and challenge ourselves.
 We value experience that results in achievement and not just longevity.
Diversity
 We value, respect and are strengthened by viewpoints and experiences outside the dominant
culture.
 We strive to build a multi-cultural organization.
Customer Focus
 We actively seek to identify, meet and exceed customer wants and needs.
 We create and sustain partnerships.
Integrity
 We honor our commitments by doing what we say.
 We hold each other accountable and behave in a consistently ethical and responsible manner.
 We support freedom of information and academic freedom.
Flexibility
 We value and support collaboration, teamwork, and other creative methods as a basis for making
decisions and developing programs.
3/8/2016 vs.
7
What about Pay (and Other Benefits)?
The University of Arizona Libraries and Center for Creative Photography have taken up the
challenge of matching national averages for librarian salaries, while simultaneously moving
classified staff to higher paying positions that reflect the greater scope of responsibility taken on
in a team-based organization.
We do this by closely monitoring national averages for professional pay, and asserting our needs
locally and at the State level for increased allocations. We work at improving our internal operations
to make it possible for us to reallocate resources internally. In this way we stay on the leading edge
of library services, fund new positions, and pay appropriately for the new and higher quality skills
that are required for effectiveness in the future.
Frequently Asked Questions:
What is the U of A Libraries’ and CCP’s compensation philosophy?
We are an organization involved in change, particularly technological change. We must rely on
our staff to commit to continuous learning about their job and about the Libraries’ and CCP’s
many challenges. We expect full involvement and we encourage all staff to play leadership
roles. Our compensation philosophy is aimed at paying market competitive salaries whenever
possible, and rewarding all staff for performance and learning.
How are initial salary offers determined?
For faculty and appointed personnel, the University uses peer average salaries by rank.
Librarian salaries are determined by rank and specialized technological skills. Salaries for each
rank are set at the beginning of each fiscal year according to the mid-point of salaries for
similar ranks at peer institutions. The Libraries use the ARL peer average, which is the midpoint
or market for each rank. For classified staff, salaries are established within University pay
ranges and are set at the University midpoint of the classification regardless of
experience/education. We believe these strategies will keep us competitive with emerging
markets for the skills we need.
How will I get raises?
General Adjustments
The UA Libraries and CCP, as part of the University, receives their salary adjustment monies
from the State Legislature. Thus, general adjustment raises will be awarded to all Libraries and
CCP employees (who are performing satisfactorily and are hired by a specific date when and if
the State Legislature decides to grant such a salary adjustment to University employees).
Merit Adjustments
In addition the Libraries and CCP currently provide a merit raise system that will allocate
Libraries and CCP money when the State allocates merit money. Libraries and CCP Merit
Adjustments are awarded based on self-assessment and peer assessment of the level of
accomplishment in key work assignments, modeling of Libraries and CCP values, and
demonstrating how substantial, new learning has been applied to one’s accomplishment of work.
3/8/2016 vs.
8
Market Adjustments
From time to time as funding allows, the University does Classification Maintenance Reviews
which may result in a market adjustment to all employees in that job class.
Can I get re-classified?
The Libraries and CCP do not reclassify positions unless a team’s work is restructured and
creates new positions at a higher level or the work in an existing position changes significantly
and warrants a higher classification. The more likely scenario is that increases in your
knowledge and skill, the usual basis for reclassification, will make you eligible for a Career
Progression/Merit raise.
Can I apply for other positions in the Libraries and CCP?
Yes, after your initial probationary period has been completed.
How will my work schedule be determined?
Each team in the Library has “Core Hours,” times during which a majority of their customers
expect them to be available for service. These Core Hours will specify the latest acceptable
starting time and the earliest departure time that any team member can negotiate. Be sure to
check with your team what hours you will be expected to work; not all teams work the same
hours. All work hours need to be approved by the Team Leader. (See Work Schedules policy
below).
What about holiday, vacation and sick leave?
The list of UA holidays can be found at:
http://www.hr.arizona.edu/04_cb/comp/holiday/hol_closure_memo.php.
Appointed personnel accrue 22 days of vacation per year. Classified staff accrue 11 days of
vacation the first two years; but can’t take it until their probationary period is successfully
completed. See Libraries/CCP policy below.
The Sick Leave accrual rate per pay period is 3.69 hours. See Libraries/CCP policy below.
What about retirement plans?
The University offers several different retirement plans. Some plans depend on your status as
classified staff or appointed personnel. See information at
http://www.hr.arizona.edu/07_sep/retire/retplan.php.
Is there support for training?
The Libraries and CCP budget over $60,000 each year in support of staff attendance at formal
development opportunities (workshops, institutes, conferences, etc.).
In recognizing the Libraries’ and CCP’s responsibility for professional development it is
Libraries and CCP policy to grant administrative or professional leave (leave with pay) to
Libraries and CCP employees for attendance at Libraries and CCP and relevant professional
meetings, conferences, workshops, institutes, or to engage in related activities considered by the
Libraries and CCP Administration to be beneficial to both the librarians and the Libraries and
CCP.
3/8/2016 vs.
9
24 days of professional leave is granted to both classified and appointed personnel for purposes
of professional development each fiscal year. Professional leave should be used to cover
attendance at conferences, workshops, and seminars when it is of a professional nature and
related to the Libraries’ and CCP’s activities.
What about support for business travel?
Professional Development and Travel Funds are available to the Libraries’ and CCP's classified
and appointed personnel to support travel to, and participation in, various job-related
conferences and meetings that are held in- and out-of-state. Policies regarding these funds are
maintained by the Staff Governance Association and the Library Faculty Assembly.
What about taking classes at the University of Arizona?
The University offers a Qualified Tuition Reduction (QTR) Program for eligible active and
officially retired employees, their spouses and qualified dependents. Eligible individuals may
enroll in courses of study at reduced registration fees. The QTR is reciprocal among the three
state universities and may be used for regular semesters (Spring and Fall) or summer sessions
(Pre-Session/Summer I and Summer II), but does not apply to Winter Session.
The University encourages employees to attend classes which may help improve job performance
and may be able to provide flexible work schedules and release time. Full release time is given
when the Libraries and CCP require an employee to attend a class. If the class will DIRECTLY
benefit the Libraries or CCP by improving job performance or is part of a degree granting
program, which will lead to subject knowledge and/or specialization of value to the Libraries or
CCP, release time shall be one hour per week. Release time shall be granted only for classes
scheduled during the normal working hours of employee. The taking of classes is not a right; it
is a privilege which can only be allowed if scheduling permits. (Please note: in this instance
Release Time means time which you DO NOT have to make up.) Work loads, scheduling and the
work of the team will guide the decision to approve release time. In all other circumstances, the
employee is expected to make up the time taken for classes.
Compensation Principles and Guidelines
1. Market or base salaries of librarians are based on rank, not length of service.
2. Target librarian salaries will be the average salaries for a given rank at our peer institutions.
3. Merit money is allocated through Career Progression, as recognition of individual learning that
adds exceptional value to the organization through regular employee demonstrations of increased
depth, breadth and commitment in the application of knowledge and skill.
4. Reclassification of positions is appropriate as part of a larger team reorganization involving the
restructuring of job duties across the team membership. Increased base pay for individuals, in
the absence of any team-wide restructuring of roles, should be sought through career
progression.
5. Temporary employment undermines team and affirmative hiring practices, and should be
undertaken only when simultaneously recruiting for and selecting a permanent employee.
3/8/2016 vs.
10
Policies Referenced in the FAQ
Work Schedules (Core Hours)
See Classified Staff policy # 309.0 and UHAP policy # 2.06.03
Each team should have Core Hours, hours during which the majority of their customers would
expect them to be available for service. Team Core Hours specify the latest acceptable starting time
and earliest acceptable departure time. Exceptions from the core hours schedule will be negotiated
with your functional and/or work teams and obtain teams/team leaders approval. A team leader may
designate core hours for groups or individuals different from the team’s Core Hours.
Schedule:
The work schedule will be agreed upon by the team/team leader and include hours during which
primary work can be accomplished. An FTE employee will work 80 hours minimum within each
pay period. In no event, is an average full-time employee workweek less than forty hours.
Flexible work schedule:
A Flexible Work Schedule may be used for the following types of activities, for example: need to
accommodate car pools, childcare, or other family arrangements, scheduled service desk duties,
exhibit set-up, search committee meetings, cross-functional team work, and faculty meetings that
take place during a team’s non-core work hours. Adjustments will be made within a pay period and
agreed upon by team/team leader ahead of time. This would mean that staff cannot accumulate and
carryover hours beyond the pay period and apply hours to vacation.
Alternate Work Schedule: Variation within the work schedule either requested by the employee or
the work team should be scheduled ahead of time and negotiated with the team/team leader.
Employees whose normal work day exceeds 8 hours within an 80 hour pay period, (for instance, 8
ten-hour days) may only be paid 8 hours per holiday and additional leave hours will be applied to
vacation and/or compensatory time if non exempt staff.
Paid Leave Policies
Vacation: The University grants appointed personnel 22 days of vacation per year. Accrual of
vacation time will begin at time of hire and vacation will be accrued at the rate of 6.77 hours per pay
period. All vacation taken must be accrued prior to using it.
Classified Staff in their first 2 years of continuous service with the University accrue vacation at the
rate of 3.38 hrs per pay period for a total of 11 days per year. During the 3rd and 4th year of
continuous service they accrue 4.92 hours per pay period for a total of 16 days. In their 5th year and
thereafter of continuous service they accrue 6.77 hrs per pay period for a total of 22 days. During
the initial probationary period (6 months), classified staff accrue vacation from date of hire, but may
not take vacation until successfully completing probation.
Approval and Use of Accrued Vacation Leave:
Use of vacation must be approved in advance by the team leader (or dean, in the case of team
leaders), and must be taken at times deemed appropriate by the Libraries and CCP. All staff and
appointed personnel are encouraged to take accrued vacation at regular, personally beneficial
3/8/2016 vs.
11
intervals, and to not accrue so much vacation that they are forced to take it or lose it. The maximum
allowable carry-forward into the next "anniversary year" is 1.5 x your yearly accrual rate (based on
anniversary date, years of service, and full time employees). Individuals should plan their vacation
with their teams/team leaders, taking into account, for example: team projects and priorities, peak
work periods for all customer services provided by the team, the need for fill-in-behind for vacant
positions or colleagues on Family Medical Leave, the impact on other members of the team and the
strategic work of the teams to which the employee is assigned. Approval for vacation should also
take into account the available sick leave balance, so that the person does not move into a leave
without pay status. Vacation is earned and the employee has a right to take vacation as approved by
the team/team leader. Unapproved or unplanned vacation can not be taken in order to avoid losing
vacation hours.
A team leader who recognizes that work performance is suffering because of extensive sick or
vacation leave should begin coaching and providing the employee with constructive feedback about
the impact of missing work on work performance. After coaching has begun, the team leader can
deny approval for vacation, sick leave, or leave without pay, if the employee's performance is
suffering owing to extensive absences.
Sick Leave: The purpose of sick leave is to provide a continuation of salary or wages to eligible
employees whose absences from work meet the requirements of the University of Arizona sick leave
policy. Sick leave is a privilege and not an earned right.
Employee Illness/Injury: Eligible employees may be granted sick leave when they are unable to
perform duties because of 1) illness, injury, pregnancy, childbirth, or related medical conditions or
2) when absent for the purpose of obtaining health-related services not available outside of regular
working hours.
Serious Illness within an Employee's Immediate Family, Established Household or In Primary Care
Situations: An eligible employee may be granted sick leave when absence is the result of serious
illness or communicable disease within the employee's immediate family, established household, or
in situations which place primary responsibility for care on the employee. For purposes of sick leave
usage for an absence not covered under Family and Medical Leave, serious illness means that the
employee's presence is required temporarily until other arrangements can be made to provide
essential care to a family member who resides at the employee's residence and who is under the care
of a physician.
An eligible employee may use sick leave upon death of family members who are not covered under
University of Arizona Classified Staff HR Policy 208, Administrative Leave With Pay, #5, or
Section 8.02.02 (appointed personnel) Bereavement. Employees may use up to three (3) days of
accrued sick leave for this purpose and two (2) additional days to attend or arrange funeral services
out-of-state.
3/8/2016 vs.
12
A Probationary Regular Classified Staff employee is eligible for sick leave during the initial
probationary period under the following conditions: Sick leave is limited to the amount the
employee has earned and shall be recovered from the final paycheck if the employee terminates prior
to completion of the probationary period.
In general, if a team member calls in sick because of their own or a family member’s illness during
core hours or for a scheduled work period (i.e. weekend or night service desk hours), they will use
sick leave for this time. Occasionally this time may be made up within seven (7) days (by workweek
for non-exempt staff), with team leader approval. If a team member has planned individual or
family medical appointments, time is to be made up that same day, unless otherwise approved by the
Team Leader. Vacation can not automatically be used for sick leave when sick leave is exhausted.
Non-exempt employees will need to make up time within the workweek and exempt employees
within the pay period.
Professional Leave: Professional leave is granted to both classified staff and appointed personnel
for the purpose of professional development and is limited to 24 days of professional leave per fiscal
year (FY). Those hired after July 1 will receive a pro-rated number of days @ two (2) per month
remaining in the fiscal year.
Professional leave will be used to cover attendance at conferences, workshops and institutes when
they are of a professional nature and related to library activities. Librarians may request such leave
for purposes of research or writing in preparation for a conference or publication of a professional
paper or book. Consulting activities can also be considered for professional leave.
All professional leave must be planned with the team and approved by the team leader in advance of
the leave by submitting a Request Form. The request forms are in the process of being revised;
please check with the team’s administrative assistant or accountant for the current form and
procedure. Approved leave forms that do not require funding will be sent to the team's designated
"leave" tracker. All employees taking professional leave will fill out and submit an exception slip,
according to the team’s agreed upon process.
3/8/2016 vs.
13
Web Sites for More Information
Find out more about the University of Arizona at: http://www.arizona.edu/.
The University of Arizona Libraries and Center for Creative Photography homepage is at:
http://www.library.arizona.edu/.
You can find information about the Libraries and the Center for Creative Photography and each
team's web site at the Libraries’ internal website: http://intranet.library.arizona.edu/ or
http://dizzy.library.arizona.edu/library/teams/teams.html (some teams are still in transition during
2005/2006).
For more information on the University of Arizona Libraries and Center for Creative Photography
Work Related Employment Policies and Procedures, go to:
http://intranet.library.arizona.edu/teams/partners/hr/documents/employmentpolicies-061703.doc.
The University of Arizona Libraries and Center for Creative Photography’s Human Resources and
Organizational Effectiveness Team’s web site is at:
http://intranet.library.arizona.edu/teams/partners/hr/.
The University of Arizona’s central Human Resources web site is at: http://www.hr.arizona.edu/.
3/8/2016 vs.
14