1. Staff Supervision Confrontation Documentation Termination

2. Why we Confront/Document/Terminate Support Student Learning Develop Communities –Campus –Residence hall –Corridor –Staff

3. Confrontation Learning of an incident or observing the poor job performance Time is of the essence Praise in public - Criticize in private Confront in appropriate setting –Private –Emotions low –Comfortable for supervisor/supervisee Ask questions State your concern Listen Make a plan Follow up.

4. Confrontation with Documentation Learning of an incident or observing the poor job performance Confront in appropriate setting Ask questions State your concern Listen Make a plan Document Follow up

5. Documentation Issues Inconsistencies with documentation across the department. Student Staff have not been prepared for documentation. Consequences of not documenting poor staff performance. What message do we want to send about documentation? –Heightens significance of incident …or –Career-ending, thought-it-could-never-happen-to-me event!!! Document Success

6. Documentation Follow up to a conversation – never the initial response Addressed to the staff member Clear and concise End on a positive note Carbon copies Check your work.

7. Typical Documentation Use Letterhead. Office of Residence Life 227 Warfield Hall Miami University Dear John, Sincerely, Chris Supervisor First Year Adviser Cc: Chris’ Supervisor, Coordinator of Residence Life File

8. Typical Documentation Use Letterhead State the purpose of the letter Briefly summarize your conversation List the behaviors. Office of Residence Life 227 Warfield Hall Miami University Dear John, Sincerely, Chris Supervisor First Year Adviser Cc: Chris’ Supervisor, Coordinator of Residence Life File

9. Typical Documentation Use Letterhead State the purpose of the letter Briefly summarize your conversation List the behaviors Set expectations or explain the agreed- upon plan. Office of Residence Life 227 Warfield Hall Miami University Dear John, Sincerely, Chris Supervisor First Year Adviser Cc: Chris’ Supervisor, Coordinator of Residence Life File

10. Typical Documentation Use Letterhead State the purpose of the letter Briefly summarize your conversation List the behaviors Set expectations or explain the agreed-upon plan Explain future consequences Ask if the letter is accurate End on a positive note. Office of Residence Life 227 Warfield Hall Miami University Dear John, Sincerely, Chris Supervisor First Year Adviser Cc: Chris’ Supervisor, Coordinator of Residence Life File

11. Documentation Sample Available on the web.

12. Shayna

14. Confrontation when you think there should be a Termination Learning of an incident or observing the poor job performance Confront in appropriate setting Make a plan Consult with your direct supervisor (who may consult with the General Counsel) Supervisor recommends in writing to their Associate Director (or Director of Student Life) that the staff member should be terminated with the reasons why Letter from the Assoc. Dir. to the staff member informing them of the recommendation and to arrange a hearing Hearing – present information Assoc. Dir. informs staff member of hearing in writing Staff member may appeal in writing to Todd Holcomb Todd informs staff member of his decision in writing Grievance Procedure for each level of staff.

15. Termination: Just about the hardest thing a supervisor has to do Consider the consequences of NOT terminating a staff member “How am I supposed to learn if you just terminate me?” There’s never a good TIME to terminate a staff member.

16. Other Information Regarding Confrontation/Documentation/Termination When YOU don’t think they should be terminated Resignation Non-reappointment Consultation.

17. Case Studies in Confrontation Documentation Termination

18. Case 1 You hear from one resident that he/she heard that an RA was drinking with other residents. The resident is not willing to file an official complaint. How do you respond? What if the RA completely denies drinking with residents?

19. Case 2 An RA continually displays a negative attitude during staff meetings. For example, he/she challenges every decision that is made. He/she does not contribute to programming. He/she does not seem glad to be on staff. How do you respond? How can you enable him/her to improve his/her attitude?

20. Case 3 An RA missed a night of duty coverage. The RA excels in the other aspects of the job. He/she just had a very busy week of academics, activities and personal issues. How do you confront him/her? Would your attitude change if he/she did not excel in the other areas of the job?

21. Case 4 The GA you supervise and you have not communicated well with each other. Some of the RAs seem to go to him/her more readily. You have a sense that he/she is not supportive of you behind your back. How do you effectively confront him/her? How can you assume some of the responsibility for the strained relationship?

22. Case 5 An RA has great relationships with residents but does not follow through on administrative tasks and passive programming. This is the first time you have confronted him/her on the matter. How do you confront him/her? How do you react to the likely response, “Really, the most important thing is the residents, not that administrivia BS!!!!”

23. Case 6 An RA informs you that he/she was arrested last night for public intoxication after a party uptown. His court hearing is next week. How do you respond? What are strategies of conveying the importance of role-modeling to our staff?

24. Questions about Confrontation Documentation Termination