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