· HUMAN RESOURCES: CONTACTS 10/10/2013 12 Alana Lardizabal HR Manager Mallory Martenis HR Generalist Support 805-756-5559 [email protected] 805-756-7433 [email protected]

www.calpoly.edu

IDHC - ACADEMIC PERSONNEL

Instructional Department Heads and Chairs

Academic Personnel and Human Resources

Presentation

Al Liddicoat

Beth Gallagher

October 10, 2013

10/10/2013 Al Liddicoat & Beth Gallagher

www.calpoly.edu 2

OVERVIEW

1. Academic Personnel • Faculty Searches • Appointment • Faculty Evaluations • Support for New Faculty • Difficult faculty situations

2. Human Resources • HR Services • Recruitments • Evaluations • Difficult Employees • Corrective Action • Pitfalls

3. Questions and Answers

10/10/2013 Al Liddicoat & Beth Gallagher www.calpoly.edu 3

FACULTY SEARCHES AND RECRUITMENT

• New requirements to support diversity and inclusivity in recruitment

– Diversity statement to be included in all Cal Poly recruitments (below)

– Plan to develop a diverse pool of candidates

– Training to support inclusive recruitment practices

At California Polytechnic State University, San Luis Obispo, we believe that cultivating an environment that embraces and promotes diversity is fundamental to the success of our students, our employees and our community. Bringing people together from different backgrounds, experiences and value systems fosters the innovative and creative thinking that exemplifies Cal Poly’s values of free inquiry, cultural and intellectual diversity, mutual respect, civic engagement, and social and environmental responsibility.

Cal Poly’s commitment to diversity informs our efforts in recruitment, hiring and retention. California Polytechnic State University is an affirmative action/equal opportunity employer.


FACULTY SEARCHES AND RECRUITMENT

• AP is working with HR, EE and OD&I to develop new process for faculty recruitments

• Committee of tenured faculty, tenure-track may serve if approved by dean

• Department Chair typically serves as separate level of review

• Reference checks process

• EEF requirements – trained within last two years

– must be tenured faculty member for faculty searches

– Department Head/Chair should be trained

– Neither Department Chair nor Committee Chair can serve as official EEF


APPOINTMENT OF FACULTY

• Faculty Committee should consider appointment rank and service

• Service Credit if awarded can be only for one or two years

• Department Head/Chair should recommend appropriate salary to dean

• Many joint appointments or interdisciplinary recruitments this year

• Dean makes final decision on appointment, salary, rank, service credit


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FACULTY EVALUATIONS, RPT

• Department Chair is responsible for overseeing departments RPT process requirements

• Conduct Election of PRC during fall conference or first Department meeting

• Review PRC Evaluation schedule, faculty subcommittees, schedule deadlines, review of appropriate policies, and work with AP if training is needed.

• Writing evaluations of faculty


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LECTURER EVALUATIONS

• Lecturer Evaluations are used for reappointment, range elevation and salary increases, and entitlements

• Use of form AP 109-L

– Periodic Evaluation

– Range Elevation Review

– Cumulative Review


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SUPPORTING NEW FACULTY

• Meet with New faculty to discuss requirements and expectations

– Expectations for RPT, provide new faculty with University, College, Department personnel documents

– Advise on RPT timeline and WPAF submission

– Discuss and review professional development plan expectations and work with faculty on their PDPs

– Identify senior faculty mentor

– Provide information related to teaching support (Graders, TAs, etc.)

– Provide department expectations and teaching requirements, syllabus, learning objectives, course outlines, textbooks, bookstore requirements, reader options, PolyLearn, FERPA requirements

– Student advising, add/drop, senior projects, advisory courses, college and department student advising resources.


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MANAGING DIFFICULT SITUATIONS WITH FACULTY

• Managing difficult situations with faculty

– How do you handle issues with faculty

• Contact AP with questions or if you need support

• How to get buy in or facilitate change

– The Dean’s role in faculty issues

– If there is an employment equity or sexual harassment issue – contact Martha Cody, Director of Employment Equity


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HUMAN RESOURCES: SERVICES

• Staff Recruitment and Employment

• Performance Management

• Benefits

• Position Classification

• Employee and Labor Relations

– Except CFA

• Training and Development

• Educational Fee Waiver

• Leaves of Absence Administration

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HUMAN RESOURCES: CONTACTS


Alana Lardizabal HR Manager Mallory Martenis HR Generalist Support

805-756-5559 [email protected] 805-756-7433 [email protected]

•President's Office •Sponsored Research •College of Science & Math •Orfalea College of Business •University Advancement

Carrie Wilemon HR Manager Chrystal Pope HR Generalist


•Athletics •College of Architecture & Environmental Design •College of Agriculture, Food & Environmental Sciences •College of Engineering •College of Liberal Arts •Information Services

Joan Beightler HR Manager Taj Knudsen HR Generalist


•Academic Affairs •International, Graduate & Extended Education •Administration & Finance •Student Affairs

mailto:[email protected]






HUMAN RESOURCES: RECRUITING STAFF

• Recruiting and Hiring Process

The Search Process

– 1. Pre-Recruitment

– 2. Recruitment

– 3. Screening

– 4. Interviews

– 5. Selection and Offer of Employment

http://afd.calpoly.edu/hr/recruitment/


HUMAN RESOURCES: EVALUATION

Performance Management / Evaluation Process

http://afd.calpoly.edu/hr/performanceevaluation.asp

• Annual Cycle

• Timelines in Collective Bargaining Agreement

• Accurate / Current Job Description

• Start Early, On going Process

• Be Direct and Honest

• Reference Specific Examples and Behaviors

• Developmental and Interactive

• Numeric Score Should Match Text

• Rating Scale: 1 (Unacceptable) – 5 (Substantially Exceeds Standard)




HUMAN RESOURCES: MANAGING DIFFICULT PEOPLE

Tips for Managing Difficult People:

• Document, document, document • Document training and coaching • Avoid the word “attitude” it’s too subjective • Focus on specific behaviors or the quality of work • Focus on facts, not hearsay • Provide specific examples of the behavior or quality of work you expect • Be very clear and concise in spelling out the consequences of what could happen if

there is no improvement • Get at the root cause • Attack the behavior not the person • Have follow-up performance meetings with the difficult employee • Address issues head on

Call Human Resources for Assistance


HUMAN RESOURCES: CORRECTIVE ACTION

Adverse Action / Discipline

• Progressive

– Verbal Warning

– Written

– Demotions

– Suspensions

– Dismissals

Employees Who are Suspended and Dismissed May Request Hearings

– Skelly

– State Personnel Board

Document, Document, Document


HUMAN RESOURCES: COMMON PITFALLS

• Recruitment: – Using your gut: follow the same process for all applicants – Not checking the personnel file – review all CSU employees files

• Evaluation Process – Outdated job description – Not setting clear expectations – Not focusing on job performance – Not engaging in the process early and in an ongoing manner – No documentation or performance improvement plan – Not providing positive feedback

• Disciplinary Action – Not progressive – No evidence of support or training – Not being timely – Being vague: be clear, direct, honest, and state consequence – No documentation – use conference summaries

• Managing Difficult Employees – Ignoring the problem – Focusing on “attitude”, not behaviors


ACADEMIC PERSONNEL AND HR: QUESTIONS


Documents

· HUMAN RESOURCES: CONTACTS 10/10/2013 12 Alana Lardizabal HR Manager Mallory Martenis HR Generalist Support 805-756-5559 [email protected] 805-756-7433 [email protected]