NESC Members

Executive Officers:

Chair: Elizabeth Landell-

Simon

Vice Chair: Nancy Fleming

Secretary: Jane Switchen-

ko

Treasurer: Jorge Lugo—

Life Sentence

Standing Committee

Members:

Benefits Committee:

Robin Kelly

Bicentennial Committee:

Charmaine Waul

Exempt Staff Council:

Tatia Lewis-Hayes

Chalynne Reed

New Hire Welcome Com-

mittee:

Nancy Fleming

Robin Kelly

Planning & Budget Coun-

cil:

Elizabeth Landell-Simon

Jorge Lugo—Life Sentence

Wellness Committee:

Jane Switchenko

Council Members:

Javier Arroyo

Chris Brown

Julie Burnep

Lauren McGill

Anique Thompson

Terry Romero (Ghost Mem-

ber)

ESC Liaison:

Laura Lockwood

Senior Staff Liaison:

David Andres

Meetings:

Third Wednesday of every

month, Aug - May, 2:00 -

4:00. Location: McCook

MC-201. All are welcome!

Visit us at:

www.trincoll.edu/

AboutTrinity/offices/

StaffCouncils/NSC

Come for an hour, stay for the Company!

THE HOURLY

Welcome! Agenda: Meeting of 10/18/17

Approval of Bylaws

Goals/Objectives of NESC

NESC Special Account—New Grant

Requests

Committee Updates and Reports

Reflections on Fall All-Staff Meeting

Real-time feedback promotes a modern, inclusive and collaborative work culture, where employees can approach managers for feedback or advice as and when they need it. Under this system, managers double up as coaches and mentors. This helps steer people and projects in the right direction, treating underperformance as something to turn around rather than punish. For this to work, this new way of thinking will have to applied from top to bottom. In order for this new approach to work, HR departments need to consider how performance check-ins are managed and scheduled, how feedback is recorded, and how to ensure that they actually happen. Thankfully, this has never been easier – HR software packages allow you to manage all aspects of the process, from scheduling check-ins to logging feedback and progress, creating accurate real-time data on your entire workforce. Real-time feedback promotes a more hands-on approach to performance management. Managers will need to be equipped with the necessary skills to encourage, coach and mentor their people – and have difficult conversations where necessary. Not all managers have well-honed people management skills, particularly those set in their ways. It will be up to HR to en-sure that managers are well prepared for the new era of performance management.

If we start engaging employees through effective, real-time feedback, we’ll have a happier, more productive work-

force.

If we eliminate bad management practices, we’ll promote a culture of open communication, bridging the gap between

employees and managers.

If we release HR staff from the administrative burden of annual appraisals, we’ll free them up to engage in forward-

thinking HR strategy.

The Non-Exempt Staff Monthly Newsletter

Trinity College 300 Summit St. Hartford, CT October 23, 2017 Edition 1 , Volume 3

Quote of the Month

“Without ambition one starts nothing. Without work one finishes nothing. The prize will

not be sent to you. You have to win it.”

― Ralph Waldo Emerson

Highlights:

Benefits Fair! Oct 31st from 11-2.

Biometric screenings will be offered and a

representative from the YMCA will be at

the benefits fair doing membership regis-

tration instead of having to go down to

the downtown Hartford location.

Keep a lookout for an email with additional

details!

WELCOME!

10/9/17, Alexandra Fischbein , Administrative

Assistant, Academic Arts and Production

10/16/17, Alyson Price, Assistant to the General

Counsel and Secretary of the College

Tools to Help You Succeed!

From: “Its Time To Move To Real-Time Performance Manage-

ment [why, how and the benefits]”

By: Julie Lock, LinkedIn Pulse

HAPPY WORK ANNIVERSARY!

5 Years Elizabeth Landell-Simon, Physics, Environ-

mental Science

Kaitiln Graham-Handley, Admissions

!

THE HOURLY

The Non-Exempt Staff Monthly Newsletter

October 23, 2017 Pg. 2

Nancy Fleming is the Administrative Assistant for Engineering and Computer Science – also known as the department den moth-er. She is a former programmer and Systems/Business Analyst and has been with Trinity College for 9 years, starting in July of 2008. During this time she has taken many classes in various subjects including drawing, painting, history, and computer science. She has participated in several events and committees on campus such as “The Vagina Monologues”, “A Memory, a Monologue, a Rant, and a Prayer”, the Trinity Dragon Boat team, and the Non-Exempt Staff Council, just to name a few. She loves getting to know the students and spending time with them. One of her fondest activi-ties is being paired up as a mentor/liaison with one of the interna-tional students. She is a proud mother of two, both boys, and en-joys being part of the Trinity community. Her office is a mini gal-lery of her works, most of them created right here at Trinity in one of her classes. In addition to being an artist, Nancy is also an ac-complished seamstress. She enjoys creating costumes and attending renaissance fairs (all dressed up of course!) Her office is in MECC on the third floor. Stop in any time!

Robin Kelly began long career at Trinity College in January of 1990. Served in Athletic Department for the first 15 years, and currently in Chemistry Dept. Served on NESC four terms including current term, once as Chair. As Chair, participated in the Inaugural Cere-mony for President Jimmy Jones officially welcoming him as our new president on behalf of all Staff (non-Faculty) Members. Also served on various committees such as Benefits and Budget Commit-tees as well as committee to revamp both the current Academic Ad-ministrative Assistants Resource Manual and the Non-exempt Staff Yearly Evaluation Form. It has been a family affair at Trinity with her sister Jill Slusarski (for those who remember her) in her over 25 years in Buildings and Grounds, along with son Brian who worked in Buildings and Grounds part time throughout his high school and college years. Robin is married to Stephen Kelly and has one son, Brian Albert Kelly.

Elizabeth Landell-Simon started working at Trinity College just over 5 years ago as a last minute temp for the Physics, Environmen-tal Science and Public Policy and Law areas and thankfully never left. It sounds cliché but staying at Trinity and working with the wonderful faculty members (yes that also includes Prof. Geiss) and all of our fabulous students has been one of the best decision she has ever made with respect to employment. There are difficulties with all jobs but the deep feelings Elizabeth has for her departments and our students far outweighs them all. On a personal note, Eliza-beth is the mother of two beautiful young people and the absolute love of my life is the one she calls her Cuddle Bear– her grandson Zion. She loves to read and engage in stimulating conversations on varying topics. Elizabeth also has two book projects that she has been working on for a while and hopes to find the time to finish them one day.

Chalynne Reed started working in the TC Library in 2007 and then began working in the Office of Study Away, and concurrently with the Urban Educational Initiatives office, in 2017. Chalynne received her B.A. in Studio Arts from ECSU and is currently studying to re-ceive a Masters in Library and Information Science while taking courses at Trinity to improve her Spanish language skills. In her spare time, she likes to take day-trips to different areas of CT, prac-tice Zumba and yoga, create latch-hook rugs, and spend time with her favorite people and pets.

Anique Thompson is a 2012 graduate of Trinity College, and brings extensive knowledge of the College community and broad experience to her current role as Program Coordinator for Graduate Studies and Strategic Academic Initiatives. She has served as manag-er of special projects, manager of the welcome desk, and an orienta-tion intern with the office of Student Activities, Involvement & Leadership. She also served as manager of the student laundry ser-vice during her senior year. In her free time, Anique enjoys spending her free time with her fur-baby Anais, going on hikes and spending time with family and friends.

EMPLOYEE SPOTLIGHT:

Non-Exempt Staff Council Members

7 Common Causes of Conflict During Performance Re-views (Lisa Spiden)

Conflict can often arise out of performance management disagreements and can lead to further disputes. If you have a difficult issue to bring up with an employee, it might help if you are aware of the seven main triggers for conflict during performance reviews. 1. Personal criticism 2. Feeling ignored Failing to respond to requests or acknowledging employ-ees for their efforts can lead to resentment. Make sure you take time to focus on the positive, and recognise employees’ hard work and achievements as much as you focus on any negative aspects of their performance. 3. Being perceived as a failure It is important to provide constructive feedback and posi-tive encouragement to employees to help them improve, rather than just focusing on their shortcomings.

4. Being placed in an embarrassing situation Be sensitive if you are dealing with delicate issues that might cause embarrassment, and always make sure employees are aware that you respect their confidentiality and won’t discuss their review, or any other issues, with their peers. 5. Catching people off guard An unexpected piece of negative criticism can trigger an instantaneous gut reaction that your employee may later regret. Always give employees plenty of time to prepare for a review, and try to introduce negative feedback gently and in a non-confrontational manner where possible. 6. Having their duties restricted to mundane tasks Although mundane or repetitive duties are part of many roles, if all your employee is undertaking are duties that are below their perceived level of skill, they can become demoti-vated and resentful. 7. Being unjustly treated

“...With the working environment of today

– a world of varied roles, time-saving

technologies, project work and constant

change. Performance reviews as an

annual event no longer cut it. Worse still,

they serve to disengage and demotivate

employees, while placing an unnecessary

burden on HR and managerial staff. In

short – annual appraisals benefit neither

employees nor employers. “