2013 District Staff Supervision Overview. Overview Role of Staff Contact Hiring/Two Types of Positions UK Human Resources Policy & Procedures Manual –

2013 District StaffSupervision Overview

Overview

• Role of Staff Contact• Hiring/Two Types of Positions• UK Human Resources Policy & Procedures

Manual– UK Benefits– Attendance/Work Time– Leave Overview– Performance Evaluation

• Corrective Action Process – Review Policies

Staff Contact Role

• Secretary/Support Supervision •Affirmative Action•Office Organization •Office Staff Conferences

Secretary/Support Staff Supervision

• Takes lead, and involves other agents in secretary hiring, performance appraisal, counseling sessions, approval of work time in myUK and leave requests.

• Responsible for setting up hiring process and for completeness of hiring packets according to affirmative action guidelines.

• Take lead in preparing job descriptions, and assign duties if more than one secretary in office.

• Coordinates training and professional development for county secretaries.

Affirmative Action

• Responsible for leading others in the proper action and documentation of Affirmative Action files in the office.• Takes lead in updating Affirmative Action

Plan, map, and rosters.• Prepares materials and makes

arrangements as needed for County Program Reviews.

Office Organization

• Assures office portrays a professional image to the public.• Takes the lead and works with other agents in hiring and

supervising custodians and grounds maintenance personnel.• Responsible for maintenance of office security, meeting room

facilities, keys, proper signs and general office organization.• Takes lead to see that physical maintenance and repairs are

done.• Responsible for supervising maintenance of files and

publications.

Office Staff Conferences

• Schedule and call weekly County Office Conferences.

• Make an agenda and distribute it before meeting.

• Inform county staff of matters discussed at District Staff Meetings.

• Arrange for minutes to be sent to District Director.

Expectations of all Agents

• Program councils (AG, FCS, Homemaker, 4-H, CED)• Maintain Extension programs during the absence of an agent

or during a vacancy.• Provide mutual support to co-workers.• Be involved in Community & Economic Development

programs.• Assist new agents in learning about the county, people, &

programs.• Maintain communication and working relationship among

staff.• Supervise program assistants in respective program areas.

Hiring New Positions

• New positions require Extension District Board) EDB approval

• EDB must approve whether the position is to receive benefits, salary range, and number of working hours.

• Filling old positions does not need EDB approval but they should be notified

Two Types of Employment

• Regular Positions – Have Benefits• These positions have to be advertised online

for 2 weeks and in the local newspaper for a mandatory 1 week but UK likes for it to be for 2 weeks.

• Temporary Part Time – No Benefits• These positions can be advertised online for 1

day and does not have to be advertised in the paper.

Regular Position

• Regular Positions – Have Benefits• Can be 20 hours per week (includes Vac., Sick,

Holidays, no Medical/Dental Ins.) • Can be 30 hours per week (includes ALL

benefits) • Can be 37.5 hours per week (includes ALL

benefits) • (cannot be any other increments of time, only

20, 30, 37.5)

Temporary Part Time

• Temporary Part Time – No benefits• Can work any increment of time as long as

they do not exceed 37.5 hours per week. These employees do not get any holidays, sick, or vacation pay.

Human Resource Policy and Procedurefound online at http://www.uky.edu/HR/

• Employment • Attendance Policy (meals, breaks, work

schedule, flex time)• Leave• Employee Performance• Employee Benefits• Other General Information

Human Resources Policy and Procedure Manual

University Leave Policy

Performance Evaluations

• On going process that results in year end review.• For support staff - office coordinator will take lead,

and involve other agents in performance appraisal process. (Program assistants will be evaluated by appropriate agent).

• Feedback and coaching should occur on an ongoing basis and at the mid year review.

• Supervisors should provide timely feedback to motivate employees toward improved performance.

Performance EvaluationSet

Performance Objectives

Feedback/ ongoing Coaching

Performance Appraisal Mid Year Review

Performance Appraisal -

Yearly

Compensation Discussion

DOCUMENTDOCUMENTDOCUMENT

Unacceptable Rating

• If the employee receives an unacceptable rating (less than a 3) on any essential job function, a performance improvement plan shall be completed.

Corrective Action

• Documentation• Disciplinary Action• Probation• Dismissal

Objectives

• Understand the difference between conduct and performance problems.

• Know stages of progressive disciplinary process.

• Be able to follow the procedure and know proper documentation needed in taking disciplinary action.

Performance and Conduct

• Performance is a “can’t do” and conduct is a “won’t do”.

Performance

• Performance expectations relate to the employee’s job classification or job assignment and include the quantity, quality, accuracy and timeliness of work products.

Conduct

• Conduct issues are ones relating to behaviors and attitudes in which the employee is aware (or should reasonably know) that their actions are unacceptable but takes them anyway.

• Examples include adhering to work schedule, proper use and reporting of time, honesty, and interactions with clients and co-workers, to name a few.

Corrective Action

• Staff contact/supervising agent should work with District Director to determine the severity of the performance/conduct problem and which corrective actions steps to follow.

• If an employee’s misconduct or job-related misconduct is severe and/or repetitive, a step or steps in the process may be skipped or combined.

Corrective Action Steps

• Oral warning• Written Warning• Probation• Suspension, and/or• Termination from employment.

Performance Improvement Plan

• Required when performance rating is less than a “3” on an essential function.

• May be accompanied with any of the first steps in the corrective action process.

• Facilitates a plan to enable achievement of acceptable performance including training, work redesign, and behavioral change.

• The goal of the plan is to give the employee guidance to become successful.

Continued….Performance Improvement Plan

• District Director should review the PIP before it is given to employees.

• The office coordinator/supervising agent must conduct and document a follow-up review 30 to 90 days after the establishment of the Performance Improvement Plan.

• If the problem is not resolved after 90 days, contact District Director to determine appropriate action.

What if: Progress is madeContinue work

No progress is madeExtend probation for additional 30 daysSuspensionTermination

DISCIPLINARY SUSPENSION

▪ Done at the judgment of the District Director with recommendation from the supervisor

▪ Same documentation, signature, and filing requirements as written warning

TERMINATION

▪ Have the progressive disciplinary steps been followed?

▪ Have District Directors and Extension Administrators been involved in the process?

▪ Can the position be successfully defended if the employee files a grievance or files a lawsuit?

What the supervisor should AVOID

▪ THREATS▪ UNSUPPORTED ACCUSASTIONS▪ BROAD GENERALIZATIONS▪ PREACHING TO EMPLOYEES▪ RETRO-ACTIVE DOCUMENTATION

Twelve things you should NEVER do.

1. Take your anger out on an employee when disciplining him/her.

2. Fire and employee for something other employees are doing.

3. Make sure you keep no records or proof.4. Discuss employees shortcomings with other

employees.5. Leave confidential employee information in a

public area.6. Assume employees know the rules.

Continued7. Tolerate employees using race, sex or age-based remarks.8. Give a great reference to a problem employee.9. Sugarcoat your evaluations to avoid hurting an employee’s feelings.10. Tell a long term employee that he/she ought to consider retirement.11. Snoop into employees’ private lives without good reason.12. Ignore problems until you absolutely must deal with them.

KEEP YOUR DISTRICT DIRECTOR

INFORMED AS SOON ASA PROBLEM OCCURS

And never ignore unsatisfactory

behavior

2013