1. Human Resources/Employment Issues
AIM Executive Academy
Human Resources/Employment Issues

2. Employment Law Know your state system/status of your employees
Most states have a form of civil service – distinct from managing employees in the private sector
Civil service/public employee contracts are additional matters of concern for administration
One downside of civil service is many rules that need to be followed
One upside is that there are many rules, which can help make for a well-defined path
Most states have an extensive HR system in place to support managers

3. Employee Evaluations – Part 1
Do them, require supervisors to do them, know when due
Don’t use only when they are negative
Document, document, document!
Clear expectations
No surprises on evaluation day
Fair evaluation
When negative, provide clear pathway to remediation
Regularly review performance expectations for positions on your own and with employees

4. Employee evaluations – Part 2
Evaluations help guides you lead and manage
Make sure that an employee’s failure to meet goals and expectations isn’t because of your failure to set goals and follow up
Executive Director Evaluation
Depends on agency structure
Part of larger state agency, it’s usually taken care of
If Board is independent, work with leadership (and Governor’s Office, likely) to set up structure
Seek regular review – formal and informal – to avoid getting blindsided

5. Hiring & Discipline of Employees
Know the HR staff who support you and be sure you have a contact you can rely on for advice
Consistency in hiring and discipline is important, but there is room & need for rational decision making
Documentation
Know the hiring process
Script interview questions
Know what you can’t ask or say!

6. Hiring & Discipline of Employees
Know the discipline process
Many state employees have a property interest in employment and enjoy due process rights Cleveland Bd of Ed. v. Loudermill, US Supreme Court 1985
Notice and a chance to be heard
Be open-minded; decide outcome after hearing employee
When termination or suspension are possible, get legal advice early
Document, document, document!

7. Employee Recognition Shrinking budgets /Tightening restrictions
Employee recognition is critical
Say “thank you” often and publicly – and mean it!
Praise staff to the Board – especially when staff is present
When dealing with outsiders:
Credit for good goes to staff;
Negative absorbed by the Executive Director (private discussion later)
Whatever you do, be sincere about it
In stressful times, have your employees’ backs – even if you need to have a private coaching session later
Genuinely caring about an employee as a person is sometimes the most important recognition of all

8. Board relations with Staff – Part 1
Work to maintain a friendly relationship, but with clear boundaries
Be friendly, not friends
Decide whether you want open access by Board to staff
Chose direct access level carefully – it’s nearly impossible to “un-do” later
Tight controls can look paranoid

9. Board relations with staff – Part 2
Be prepared to step in and protect staff if a Board member (or anyone else) becomes difficult or confrontational
Regardless of the model you follow, make it clear to staff you want to know about Board member contacts because you are directly accountable to the Board

10. Employee relations “take-aways”
Document, document, document!
Consult HR, Legal, etc.
Whatever you do, make an effort to be:
Considerate of employee’s perspective
Sincere
Honest & frank
Consistent
Reliable
Don’t take it personally or be guided by emotion
And watch your back