1. Making a positive impact on employee engagement at every stage of the employment cycle

2. What is engagement? Engagement is the process of leading people by enabling them to want to do whatever is necessary to ensure the continuous high performance and success of the organization. Scarlett Surveys International

3. 3. Actively Disengaged: employees aren’t just unhappy at work: they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish. The Three Types of Employees 1. Engaged: Employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. 2. Non Engaged: Employees are essentially “checked out.” They’re sleepwalking through their workday, putting time—but not energy or passion—into their work.

6. Supervisors are …when it comes to employee

7. STEPS OF THE PERFORMANCE MANAGEMENT PROCESS:

8. Position Descriptions Importance of accurate PD’s – are you sure you know what you are looking for? Beware of the pendulum effect

9. Why diversity matters – not just a federal obligation

10. Hiring the right person is the most important thing we do as supervisors It’s less costly to have a vacant position than to hire the wrong person Get the right people on the bus…and in the right seats

11. Where to find step-by-step recruitment instructions: – Office of Human Resources Website under “Policies and Procedures” http://www.stcloudstate.edu/humanresources/policies/default.asp http://www.stcloudstate.edu/humanresources/policies/default.asp – Also “Employment Procedures and Practices” website http://www.stcloudstate.edu/employeeprocedures/default.asp#foreward

12. Distribute job announcements to unit employees requesting referrals Make personal contacts Network to recruit passive job seekers Advertise in trade journals and professional associations Consult with HR or EAA on other strategies to reach your target audience

13. Understand the skills, education and experiences that are essential to success in the position Be honest about the nature/environment of the job Do not make assumptions…people will surprise you Real life exercises can be helpful…think outside of the normal formal Q&A structure Ask open-ended and behavior-based questions Get perspectives from others who have a stake in the hire Make candidates as comfortable as possible during the interview

14. Keep an open mind Be conscientious of the impression that you give candidates of the university – Give candidates an opportunity to ask questions…this is their interview too Take good notes Check references – Speak with candidates’ current and former supervisors – Think carefully about the questions you want to ask – Be sensitive to candidates – inform them when/who you plan to interview

15. Follow up with non-selected individuals Announce the appointment Assess your work environment - prepare the current office staff for the new employee’s arrival (get them excited) Review the SCSU Supervisor Checklist

16. More than the I-9 and W-4 Ensure space/resources are set up for Day 1 Block off time in your schedule Week 1 to spend with your new hire Have a plan for important professional development activities and ensure that the employee has sufficient time to complete training