SEHD HR Manager Meeting
Tuesday, September 27, 2016 at 10:00a.m. – 11:30a.m.
11:00-11:30 a.m. will focus on Student Managers
Supervisors that do not oversee student staff may leave during transition
Location: Lawrence Street Center, Room 1150
Attendance: Ruben Anguiano, Lindsay Austin, Patricia Ball, Bolormaa Begzsuren, Ted Bovey, Ritu Chopra, Jessica Coon, Rachel Cornelius, Christine Feagins, Lisa Forbes, Rene Galindo, Tim Halliday, Lindsay Harn, Carolyn Haug, Marlinda Hines, Jeffrey Proctor, Scott Schaefle, Kent Seidel, Barbara Seidl
· University staff and faculty performance periods are on the calendar year. Classified Staff It is important to meet with your employees throughout the year to keep things on track, clarify expectations, make adjustments, etc.
· It is best practice to document your meetings and follow up with a short email if any adjustments or clarifications were made, or assignments given, so you both have a record. This is mandatory for any coaching sessions with an employee, and will serve as documentation if your employees are not meeting expectations.
· Involve Tricia if a more formal write-up is needed. This may involve a meeting with a campus HR consultant, so it is crucial to have good documentation of previous coaching on issues.
· Annual Performance Reviews will be due February 22nd, this includes creating your professional plan for CY 2017. Reminders will be sent upon return from Winter Break.
· Performance reviews and professional plans are a collaborative process between supervisor and employee.
· Begin the process by asking the employee to send a self-evaluation with evidence of how they met their goals (or did not meet). Have them supply concrete examples on how they met their goals.
· Do not have employees rate themselves.
· Plan to meet with your employee in January. Supervisors MUST add their commentary and ratings to the employee’s self-evaluation. This is also a good time to go over the employee’s job description to make sure it is a good representation of what your employee is doing.
· Meeting expectations means the employee “consistently fulfills performance expectations and periodically may exceed them. Work is of high quality in all significant areas of responsibility.” It means the employee is doing their job well.
· The Dean already reviews faculty performance ratings before the scores are finalized. We’ve talked about an executive review committee for staff performance reviews, as well, to address scoring inconsistencies across supervisors in the School. We will implement this on a trial basis this year (Rebecca, Christine, Tricia). No scores will be changed unless it is an agreed outcome of a discussion with the employee’s supervisor.
· Professional plan – use the designated form.
· This is also a collaborative process between supervisor and employee, but the supervisor has the primary say in developing goals and expectations.
· If your employee is not meeting performance expectations, it is crucial that the expectation is clearly stated as a goal in the professional plan.
· When creating goals, make sure that these goals are specific and measureable.
|10:00 – 10:30 a.m.|
|New Employee Onboarding
· Contact Tricia if you have a position opening.
· On the form to submit a job posting, please note that there is an option allowing you to use Central HR for the initial steps of the recruiting process (this is a free service) including screening applicants for qualifications and conducting the first round of interviews. This type is referred to as HR Recruitment Services.
· It is very important you call references. Both on and off list references should be contacted, be sure the candidate is aware you will be reaching out to both on and off list references.
· Remember, a full search typically takes 8-12 weeks.
· The search chair (or hiring manager) is responsible for conveying regrets to finalists interviewed, but not selected.
· During a new employee’s onboarding meeting with Jessica, she reviews the IMPACT HR onboarding pages and also gives the employee a tour of the 11th floor
o Please note, when starting a search, you can (and should) work on office space coordination; not just obtaining space, but ensure that it’s ready for your new hire. Clean? Empty of old files? Do they have supplies? Furniture? Computer, phone, etc.
o Please submit this form as soon as you have all the requested information needed to complete it. Jessica will provide you with information you may not know in order to complete the form (i.e. EID, personal phone number, university email) as soon as she is able (will depend on how long it takes the new hire to respond with requested information); however, you do NOT have to wait for Jessica to provide you with information before working on critical components of the form, i.e. you should have the office location at this time and requested a phone (if needed) by this time.
o Providing a speed-type on the form, allows JaNet and Tim to request office keys and copy/long-distance codes
o Computer – If you have a new hire, a good idea to check with Theo to confirm available tech
o Access to folders on server – Provide to the tech team the name of employee (current or previous) with similar access, if you are not sure what kind of access should be requested
o Ask the new hire how they want their name to be listed outside their office
· Notify SEHD HR immediately. Provide a copy of the resignation letter, which clearly states what will be their last day.
· Jessica sends each departing employee an exit checklist (their supervisor and the offboarding team are cc’d)
· Please make sure that the employee’s space is properly cleaned out (personal items gone, files distributed/destroyed, extra furniture and supplies removed, cleaned/wiped down). We have added a walk-through with Ja’Net on the exiting employee’s last day in the office.
· Jessica works on vacation payout with the supervisor and employees, be sure MyLeave is current (vacation and applicable sick leave payouts are taken out of a different account not of the speedtype that the employee was paid from).
· Please discourage your employees from ending employment on multiple vacation days; this may make it difficult to complete necessary offboarding tasks that should happen during the employees last few days.
· Watch out for potential sick leave abuse for departing and/or retiring employees. You may ask for a doctor’s note if sick leave abuse is suspected.
· Layoffs or % time change need at least 30 days notice for University Staff, about 3 months for Classified Staff.
|Leave Policy Review
· University staff are expected to work at least 40 hours/week – if they are NOT, it looks like the job is not a full time position!
· Flex time and place arrangements are a privilege, not a right, and MUST be preapproved. Managers MUST hold their employees accountable!
· For further information on leave topics unable to be discussed during the meeting, here are some additional resources from a leave focused manager meeting held October 2015:
|Transition to Student Manager Topics|
· Please review timesheets before approving
o Confirm the scheduled entered matches what they worked
o Confirm the summary box shows the correct total number of hours submitted
o Earnings code should be Student Hourly for a Student Assistant or Student Faculty Salary for GA/GRAs
· Please assign a proxy if you will not be in office when timesheets are due.
· If you know your student worked, and haven’t received a timesheet from them, follow-up!
· Speedtypes can be entered in the timesheet if a student employee is performing work on a different speedtype.
o Easy to use description of employee types and pay ranges
o No Hire Date field, instead the hire date depends on two factors:
§ Background Check Completion (2-3 days)
§ A new hire paperwork meeting being set, then they can begin work after submitting their hiring paperwork
· Budget approval is now required, if we do not it, your request will be placed on hold.
· If outside contract, please contact Bolormaa Begzsuren about approval.
· Provide a complete job description for your student hire that includes specific duties and qualifications using the template provided.
· The “In the system” myth—these students should be an instantaneous hire (NO)
o With the ACA policy limiting student hours to 25 hours a week, if they are already in the system, they may already be showing the maximum hours with another department and the situation would have to be investigated, possibly including collaboration with the payroll liaison from a different department to ensure the student can accommodate both jobs.
o Keep in mind, that students are allowed to work full-time ONLY during the summer. Once school resumes, they will need to follow the ACA policy hours’ limit.
o If there is a break of service in between appointments and their I-9 or background check is over 3 years old, additional hiring paperwork would be required.
o Please forget the “in the system” myth. Sometimes it can be easier, but hours still have to be checked, timesheets discuss, offer letters created and appointments entered.
· Utilize the Student Handbook.
o Under the Appendix you can find a student evaluation form. This form can be useful when giving promotions, or if a student employee has issues in the workplace.
o The handbook outlines information regarding break and lunch policies for students.
· Student Salaries/Promotions
o The Student Handbook contains a description of each student employee type and associated pay ranges
o An acceptable promotion increase for a student’s hourly rate would be .25¢ a semester or .50¢ – .75¢ a year. You should give your student employee a performance evaluation around that time.
o Check in regularly with your student, let them know if they are meeting your expectations.