DISTRICT STAFFSUPERVISION OVERVIEW
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OVERVIEW• ROLE OF STAFF CONTACT
• HIRING/TWO TYPES OF POSITIONS – GENERALLY…
• REGULAR – NEED FOR FORESEEABLE FUTURE
• TEMPORARY – SHORT TERM/ SPECIAL ASSIGNMENT (TEMP/PT
NO BENEFITS)
• PART TIME – LESS THAN 20 HOURS WEEK
• FULL TIME – 20+ HOURS PER WEEK
• (CONTACT THOMAS KEENE FOR MORE DETAILED
INFORMATION)
• UK HUMAN RESOURCES POLICY & PROCEDURES MANUAL
• UK BENEFITS
• ATTENDANCE/WORK TIME
• LEAVE OVERVIEW
• PERFORMANCE EVALUATION
• CORRECTIVE ACTION PROCESS – REVIEW POLICIES
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STAFF CONTACT ROLE
•SECRETARY/SUPPORT SUPERVISION
•AFFIRMATIVE ACTION
•OFFICE ORGANIZATION
•OFFICE STAFF CONFERENCES
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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.
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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.
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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.
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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.
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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.
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HIRING NEW POSITIONS• NEW POSITIONS REQUIRE 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.
• CURRENTLY, REQUESTS TO FILL ANY COUNTY VACANCIES
MUST ALSO BE APPROVED BY THE DIRECTOR OF
EXTENSION. (JAN, 2017).
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TYPES OF EMPLOYMENT• REGULAR POSITIONS (PT/FT)– INDEFINITE DURATION OF POSITION,
WITH 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 (PT/FT) – BENEFITS (MAYBE DEPENDING ON DURATION
AND HOURS WORKED PER WEEK)
• SEE THOMAS KEENE FOR MORE DETAILED EXPLANATION OF OPTIONS.
• ONLY PT TEMP POSITIONS CAN BE ADVERTISED ONLINE FOR 1 DAY
AND DOES NOT HAVE TO BE ADVERTISED IN THE PAPER.
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REGULAR POSITION• REGULAR POSITIONS (DURATION OF 1 YR + OR
INDEFINITE)
• CAN BE 20 HOURS OR LESS 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)
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TEMPORARY TIME• TEMPORARY POSITION – DURATION LESS THAN ONE YEAR.
• CAN BE REGULAR OR PART-TIME (THIS CLASSIFICATION
DETERMINES ELIGIBLE FOR BENEFITS. ALONG WITH HOURS
WORKED)
• WORK IN ANY INCREMENT OF TIME AS LONG AS THEY DO
NOT EXCEED 37.5 HOURS PER WEEK.
• EMPLOYEES WORKING LESS THAN ONE YEAR AND LESS THAN
20 HOURS PER WEEK DO NOT RECEIVE ANY BENEFITS.
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HUMAN RESOURCE POLICY & 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
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HUMAN RESOURCE POLICY & PROCEDURE
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UNIVERSITY LEAVE POLICY
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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.
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PERFORMANCE EVALUATION
Set Performance Objectives
Feedback/ ongoing Coaching
Performance Appraisal Mid Year Review
Performance Appraisal -
Yearly
Compensation Discussion
DOCUMENT
DOCUMENT
DOCUMENT
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UNACCEPTABLE RATING
• IF THE EMPLOYEE RECEIVES AN UNACCEPTABLE RATING
(LESS THAN A 2) ON ANY ESSENTIAL JOB FUNCTION, A
PERFORMANCE IMPROVEMENT PLAN SHALL BE
COMPLETED.
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CORRECTIVE ACTION
•DOCUMENTATION
•DISCIPLINARY ACTION
•PROBATION
•DISMISSAL
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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.
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PERFORMANCE AND CONDUCT
•PERFORMANCE IS A “CAN’T DO”
AND CONDUCT IS A “WON’T
DO”.
UK HR POLICIES
UK EMPLOYEE HANDBOOK
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PERFORMANCE
• PERFORMANCE EXPECTATIONS RELATE
TO THE EMPLOYEE’S JOB
CLASSIFICATION OR JOB ASSIGNMENT
AND INCLUDE THE QUANTITY, QUALITY,
ACCURACY AND TIMELINESS OF WORK
PRODUCTS.
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CONDUCT• ALL EMPLOYEES ARE REQUIRED TO ABIDE BY UK POLICIES AND
PROCEDURES RELATED TO CONDUCT AND WORK PERFORMANCE.
• 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.
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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.
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CORRECTIVE ACTION STEPS• ORAL WARNING
• WRITTEN WARNING
• PROBATION
• SUSPENSION, AND/OR
• TERMINATION FROM EMPLOYMENT
• (DUE PROCESS LETTER MUST PRECEDE ANY
CORRECTION ACTION STEP)
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PERFORMANCE IMPROVEMENT PLAN
• REQUIRED WHEN PERFORMANCE RATING IS LESS THAN A “2”
ON AN ESSENTIAL FUNCTION.
• MAY BE ACCOMPANIED WITH ANY OF THE FIRST STEPS IN THE
“PERFORMANCE RELATED” 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.
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CONTINUED….PERFORMANCE IMPROVEMENT PLAN
• PIP SHOULD BE DETAILED, MEASUREABLE AND ACHIEVABLE. MORE
OBJECTIVE THAN SUBJECTIVE
• 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.
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WHAT IF: PROGRESS IS MADE
CONTINUE WORK
NO PROGRESS IS MADE
EXTEND PROBATION FOR ADDITIONAL 30 DAYS
SUSPENSION
TERMINATION
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DISCIPLINARY SUSPENSION
▪ DONE AT THE JUDGMENT OF THE DISTRICT
DIRECTOR AND UK EMPLOYEE RESOURCES WITH
RECOMMENDATION FROM THE SUPERVISOR
▪ SAME DOCUMENTATION, SIGNATURE, AND FILING
REQUIREMENTS AS WRITTEN WARNING
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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?
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WHAT THE SUPERVISOR SHOULD AVOID
▪ THREATS
▪ UNSUPPORTED ACCUSASTIONS
▪ BROAD GENERALIZATIONS
▪ PREACHING TO EMPLOYEES
▪ RETRO-ACTIVE DOCUMENTATION
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TWELVE THINGS YOU SHOULD NEVER DO.
1. TAKE YOUR ANGER OUT ON AN EMPLOYEE WHEN
DISCIPLINING HIM/HER.
2. FIRE AN 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.
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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.33
KEEP YOUR DISTRICT DIRECTORINFORMED AS SOON AS
A PROBLEM OCCURS.MAKE SURE EVERYONE IS WORKING TOGETHER TO SOLVE THE PROGRAM
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AND NEVER IGNORE
UNSATISFACTORY,
UNETHICAL OR ILLEGAL
BEHAVIOR
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2017
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