top 10 characteristics of an effective supervisor how to thrive – and survive as a supervisor...

Top 10 Characteristics of an Effective Supervisor

How to Thrive – and SurviveAs a Supervisor

Presented by

Nancy Hungerford and Brian Hungerford

THE HUNGERFORD LAW FIRM


#1 The Supervisor is predictable and consistent.

The Supervisor is Predictable and Consistent

Sets clear expectations for performance & behavior Notice of rules and expectations Notice of consequences Letters of directive

Acts to prevent problems Uses informal preventative measures Sets goals Allows for employee input up-front

Pro-Active Steps

Adopt rules and polices re: key issuesCreate employee handbooksDocument employees receive handbooksNew employee orientation check-offPeriodically highlight new or ignored rulesAnnual trainingsIdentify areas of confusion to update and

clarify policies


#2 The Supervisor uses corrective discipline.

Initiates timely disciplinary processes Doesn’t ignore problematic behavior Doesn’t use “counseling” or informal methods repetitively

when those informal methods haven’t worked

Disciplines only after investigating Corrective action is administered in private No “Gotcha’s” Uses progressive discipline

Holds employees accountable for correcting the problem behavior

Discipline vs. Evaluation

Misconduct or rules violation = violation or failure to comply with conduct-related directive or work-rule

Performance concern = failure to meet or maintain standard of performance as set forth in evaluation instrument/handbook

Misconduct Discipline

Performance Evaluation


#3 The Supervisor knows – and complies with – the collective bargaining agreement.

Know Your CBA!

What does your contract require for: Evaluations _________________________________

Discipline and Dismissal Standards ___________

Complaint procedure_______________________ Maintaining personnel file___________________

Personal freedom provisions_________________

Just Cause – Test #1

Did the employee have adequate notice of the rule he or she is accused of violating?

Proving written or oral notice Some conduct so obviously wrong no notice is

required Change in rules or expectations requires new

notice Failure to enforce leads to lack of notice


Did the employee have adequate notice of the possible consequences of violating the rule?

Especially important if dismissal is the consequence

Prior inconsistent penalties = no notice of penalty


Was the rule reasonable?

Necessary to the safe, orderly and/or efficient operation of the employer’s business.

Confined to a subject matter that the employer would reasonably have jurisdiction over.


Did the employer conduct a fair and thorough investigation before administering discipline?

Fair and impartial investigator No pre-determined decision Investigation completed and all sides questions Representation rights observed


Was there sufficient proof of the rule violation that the employee was charged with to warrant discipline?

What is the standard of proof and does the evidence meet it?

What type of evidence did the investigation produce?


Has the employer administered its rules, as well as the consequences for violating those rules, in a consistent and equal manner?

Are there acceptable reasons for different treatment?

How do make changes in work culture or expectations?


Is there a reasonable relationship between the severity of the penalty and the nature of the misconduct?

Authority of arbitrator vs. right of management

Applied progressive discipline?

Considered employment record?


#4 The Supervisor knows – and accepts – the role of the union as a representative.

Right to Representation

Statutory right under PECBA Only belongs to employees in recognized

bargaining units where employee reasonably believes questioning may lead to discipline

Contract may provide for additional representation rights

District may allow representation in other cases

Right to Representation

Role of representative in an investigatory meeting Can clarify purpose of the meeting Can advise employee of CBA and PECBA rights Can ask follow-up questions after the supervisor

has finished questioning Cannot insist that the rep will answer for

employee Cannot direct the employee not to answer unless

criminal charges are a possibility


#5 The Supervisor documents and keeps accurate records

Types of documentation

Personnel File Know contractual requirements for addition/deletion Written reprimand or higher should be copied to personnel

file

“Investigation File”

Keep records of any charges or allegations that were not basis for discipline in the investigation file

What is the Status of Documents? Personnel file documents are accessible to employee or union Investigation reports may have to be released

Types of documentation

Keep an organized Working File Review contractual requirements Written reprimand or higher should be copied to personnel

file

What Should be Kept in a “Working File”?

Observation reports Letters of direction or expectation Record of oral reprimand

What is the Status of Documents? Working file documents are accessible to employee or union


#6 The Supervisor evaluates employees regularly, honestly, and fairly.

Purpose of Evaluations

Identify areas of performance needing improvement

Set forth additional training or professional development

Document performance problemsDocument performance strengths

Effective evaluations

#1: Become knowledgeable of and follow procedural requirements of CBA

#2: Review performance standards & evaluation criteria with employees at beginning of evaluation cycle

#3: Refrain from rating employees as “Exceeds Expectations” where not truly warranted

Effective Evaluations

#4: Rate employee as unacceptable or needs improvement when warranted

#5: Don’t allow employee to lobby for higher evaluation

#6: Provide quantifiable examples of performance

#7: Try to address performance problems informally before evaluation but do not omit mention even if improvement has occurred


#7 The Supervisor sets reasonable but rigorous expectations about work performance – for the benefit of students and the taxpayer.

Dealing with Work Performance Issues

Address directly issues raised by employee/union over the reasonableness of workload, especially after cuts in staff.

Solutions:a. Have the employee exchange assignments with another employee;b. Observe a substitute’s ability to complete the assigned work within the shift;c. Bring in an expert to review reasonableness of assignment; andd. Have the supervisor perform the assigned tasks for a shift.

Effectively supervise an employee who must work independently and at different work sites.

Solutions:a. Create daily/weekly assignment sheets, with specified time for completing each project;b. Have the employee keep a log of work assigned and completed and the time spent on each project;c. As the supervisor, use the assignment sheet to check immediately after each shift.

Monitor the amount of work completed, especially where the employee works as part of a team.

Solutions:a. Use a daily assignment sheet and assign different parts of the job to each member of the team;b. Meet with all employee on the team and make permanent assignment of tasks which may not be changed without permission;c. Have each team member log specific parts of the job he/she performed during a specific block of time.

Enforcing Work Quality

If the employee’s work quality fluctuates, with he/she sometimes demonstrating acceptable performance and sometimes not.

Solutions:a. Systematic collection of work product over time and review for quality;b. Spot checking by the supervisor on a periodic but unannounced basis.

If Quality of work is subjective and hard to gather data about (such as interaction with the public or co-workers).

Solutions:a. Enlist the assistance of lead employees or other district employees to gather and provide information for times when the supervisor cannot directly observe performance;b. Have the employee log interactions with third-parties so that the supervisor can follow up with those the employee worked with;c. Share any complaint submitted by co-workers or the public with the employee.

If the problem is lack of initiative or failure to take responsibility to get tasks done.

Solutions:a. Review the overall assignment and emphasize the importance of work ethic and completion of tasks;b. Require the employee to develop work plans for completion of all required tasks, giving timelines and quality indicators;c. Assign a mentor or have the employee visit another work site, and have the employee develop an action plan for improving quality.

If the employee seems to lack the cognitive ability to perform tasks or simply does not have the skill to perform tasks at an acceptable level.

Solutions:a. Provide professional development related to areas of performance concern;b. Provide a mentor to demonstrate the quality of work required, as well as the strategies for achieving that;c. Have the supervise review tasks and demonstrate the appropriate way to perform them.


#8 The Supervisor expects regular attendance – but follows CBA and legal requirements

Attendance Issues

Absences covered by OFLA/FMLA and ADA are protected

Adopt attendance policies that define attendance expectations

Monitor and address unsatisfactory attendance through corrective discipline process or plan of assistance

Dealing with Fitness-for-Duty Issues

If the employee maintains s/he can’t complete work due to health or fitness problems.

CONTACT YOUR HUMAN RESOURCES OFFICER or SUPERINTENDENT to initiate these steps:

a. Require specific feedback from the employee’s physician regarding each requirement set forth on the job description;b. Consider an independent medical evaluation;c. Provide reasonable accommodation after undergoing the “interactive process” meeting with the employee and representative;d. Consider extended unpaid leave for recuperation or treatment.

Dealing with Fitness-for-Duty Issues

ADA requires reasonable accommodation to perform essential job functions

Employers not required to modify conduct or performance standards

May have to provide reasonable accommodation to enable employee to meet conduct or performance standard

Drug & Alcohol Use

CONTACT YOUR HUMAN RESOURCES OFFICER or SUPERINTENDENT for direction

Don’t ignore evidence of impairment

Don’t assume the employee is under the influence of alcohol or drugs, but document behavior


#9 The Supervisor “role models” diligence, patience, and dependability.


#10 The Supervisor displays emotional stability and wants to be respected, not necessarily liked.

Questions?

Contact us:• Nancy Hungerford

[email protected]

• Brian Hungerford503-805-4755

[email protected]

mailto:[email protected]

mailto:[email protected]