hiring, supervising, evaluating employees by shawn hoffman-bram january 2011
TRANSCRIPT
HIRING, SUPERVISING, EVALUATING EMPLOYEES
By Shawn Hoffman-Bram
January 2011
Components of Hiring
People are not the most important asset of a company—the RIGHT people are.
Jim Collins: From Good to Great
Protected Classes
Pre-Planning
Screening
Veteran’s Preferenc
e
Interviewing
Pre-Planning
Purpose /mission/beliefs of the organization
What duties and responsibilities?
What skills, abilities, and attitudes?
Job Description
Essential Duties
Non essential Duties
Protected Classes
Race or color National origin Religion or creed Sex Age Disability Marital Status Sexual Orientation Status with regard to public assistance Membership on a local human rights commission
The closest to perfection a person ever becomes is when s/he fills out a job
application formStanley Randall
Determine ranking criteria prior to
review
Number of people to interview
Determine date for decision
Screening
Veteran’s Preference
Definition – a citizen of the US or a resident alien who has received an honorable discharge from any branch of the armed services of the US and has served on active duty for 181 consecutive days or was discharged by reason of disability incurred while serving in active duty.
New Language
H.F. No. 2238, as introduced - 86th Legislative Session (2009-2010) Posted on Mar 30, 2009
1.1 A bill for an act 1.2 relating to veterans; expanding veterans
preference in hiring and dismissal from 1.3 state and local government employment by
applying current veterans preference 1.4 law to teachers; amending Minnesota Statutes
2008, section 197.46. 1.5 BE IT ENACTED BY THE LEGISLATURE OF THE
STATE OF MINNESOTA:
Veteran’s Preference cont.
School districts must use100 point based hiring method – for all positions - except those exempt under Minn State 197.45
School district can ask for verification
Employer is not required to hire even if they have the highest score
Screening Form Example
Applicant Name
Education Training
Licensure (Points)
Work Experience
(Points)
References Letters (Points)
Overall Assessment
(Points) SUB TOTALVeteran's Preference
(Points)TOTAL SCORE
123456789
1011121314151617181920
Scoring Criteria Possible PassingEducation/Training/Licensure Requirements 30 30Work Experience: Limited - 5 pts; Adequate - 10pts; Extensive - 15pts 15 10References: Fair - 5pts; Good - 10pts; Outstanding - 15pts 15 10Overall Assessment: Weak - 5pts; Average - 10pts; Exceptional - 20pts 20 10
80 60If an applicant receives a Passing score, add Veteran's Preferance points:Veteran 5Disabled Veteran 10Spouce of deceased or disabled Veteran 5
20TOTAL POSSIBLE SCORE: 100
Interviewing
Must have
a scoring
method
Keep chat to a minimum
Focus on
applicant’s qualif
i-catio
ns
Keep questions consistent
Involve
more than one
person
Document follow-up questions
Check
reference
s
Keep notes for 1 year
Hire tough so you can manage easy
Promote the right ones for the right reasons
Harvey, Cottrell, Lucia, & HouriganThe Leadership Secrets of Santa Claus
Components of Supervision
Supervision Do’s
Supervision Don’ts
Supervision Errors
Basic Rules in Documentati
on
Types of Discipline
What we resist persists
Supervision Do’s
Do identify strengths Do identify available resources Do follow district policy on employee
discipline and use due process Do address issues in a factual manner Do evaluate probationary employees but
know when the probationary time is up Do follow-up
Supervision Don’ts
Don’t avoid performance
issues
Supervision Errors
No current job description Supervisor doesn’t know job duties Evaluation form doesn’t match duties Unclear rating system Too many indicators, or too few Becomes personal not performance
based Identify too many areas to improve
Evaluation
Evaluate the performance not the person Understand the job description Use an evaluation tool/instrument if:
It matches the job description Is recent (less than 5 years old) Has been seen by the employee Is understood by the union If it provides constructive feedback options
Evaluation Do’s
Do identify strengths Do identify areas for
improvement Identify no more than 2-3
goal areas Encourage employee to
develop a plan for each goal area and set another meeting
Do have a plan of action to address the goals
Evaluation Summary
Add goal areas as
supervisor—if needed
Avoid saying “I
like the
way you”
Let the employee speak first
Do make sure
unions
understand evaluative process
Discuss strength and goal areas
factually and accurately
Discipline Board Policy Progressive Documentation Usually is about:
Performance issue Attitude problem Broken “rule” or policy violation
Progressive Discipline
Definition – a sequence of disciplinary actions where the severity of the discipline imposed increases with each subsequent incident of misconduct or performance problem.
Contract language – know timelines!!!
Steps of Progressive Discipline Oral directive or warning Written directives Written warning Notice of deficiency/written
reprimand Unpaid disciplinary suspension Termination of employment
Dismissal/Termination
Keep it simple Keep it factual Be specific Have documentation – Just cause Be consistent Know the contract Involve appropriate personnel - Union
representation New Law for Veterans!
Just Cause
Notice Reasonable Rules/Directives Adequate Investigation Fair Investigation Proof Equal treatment Fair penalty
Remember
In hiring, evaluating, disciplining, or terminating employees, supervisors cannot be arbitrary, play favorites, change procedures, or alter expectations/qualifications for the job or for job performance.
Anyone not suited for the job affects the overall quality of the organization
Dismissal/Termination
Three/Four Main Reasons
NEW – Inappropriate
use of technol
ogyInsubordination
Legal issuesIncompetence
Resources Kennedy & Graven, Legal
Update for School Administrators Seminar, Maggie R Wallner, The Hiring Process Workshop. July 29, 2008
Ratwick, Roszak & Maloney P.A., School Law Seminar, Margaret Skelton and Julia Halbach, Hazards of Hiring Workshop. November 16, 2007
Ratwik, Roszak, & Maloney P.A., Employee Supervision and Progressive Discipline, August 12, 2009
Minnesota Office of the Revisor of Statues, www.revisor.leg.state.mn.us