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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