Conservation Districts Supervisor Accreditation Module 9: Employer/Employee Relations

What you’ll learn in this module:  What are the roles of the board of supervisors in managing the work of the district staff?  Who should manage the day-to-day work of the district staff?  How does the district’s long range planning affect the work of the district staff?  How can supervisors get the “best” from their paid staff?

First Role of Supervisors  Roles of supervisors, district manager, and other staff must be clearly defined for district work to flow smoothly and efficiently.  Develop a well organized Plan of Action that spells out expected activities of the manager and staff and include timelines and expectations of the quality of the work expected.

First Role of Supervisors (cont.)  The Plan of Action is a detailed work plan taken from the district’s long range plan, usually prepared one year in advance to include: a list of key goals; a list of key goals; activities to be completed under each goal; activities to be completed under each goal; a listing of the person/persons responsible to carry out the activity; a listing of the person/persons responsible to carry out the activity; a timeline for completion; and a timeline for completion; and expectations of the quality of the work. expectations of the quality of the work.

Second Role of Supervisors  To assure good employer/employee relations, supervisors need to communicate a clear message to the manager and staff regarding the chain of command.  In leading the activities of the district, supervisors must establish a sense of trust in their district manager and authorize him/her to supervise, make work assignments, and evaluate the work of other staff.

Second Role of Supervisors (cont.)  In authorizing the manager to supervise the staff, supervisors must agree, as a team, how the management will be carried out.  Individual supervisors must then be willing to step away from the day-to-day conflicts that may occur and always follow the chain of command that they themselves have set.

Third Role of Supervisors  As leaders of the districts operations, the board must provide clear, timely, specific feedback on the performance of the district manager.  Supervisors must assure that the manager is providing clear, timely, specific feedback to the district staff.

Third Role of Supervisors (cont.)  Problems in employer/employee relations occur when: Supervisors don’t act together, but give individual messages to the manager and/or staff; Supervisors don’t act together, but give individual messages to the manager and/or staff; Individual supervisors don’t follow the established chain of command in assigning work duties; Individual supervisors don’t follow the established chain of command in assigning work duties; District supervisors don’t send clear messages about work priorities and expectations of performance to the manager; District supervisors don’t send clear messages about work priorities and expectations of performance to the manager; District supervisors fail to follow their adopted long range plan. District supervisors fail to follow their adopted long range plan.

Long Range Planning is Key to District Success  Employer/Employee problems most commonly occur because of unclear roles and expectations.  Employees must understand their role and the role of the supervisors in order to do their best work for the district.  Clarity of roles and expectations is best achieved in the completion of a well- defined district Long Range Plan.

Long Range Planning is Key to District Success (cont.)  Supervisors must send a clear message to the manager and staff outlining the role they wish to play in the decision making and planning processes of the district.  Clearly defined leadership, management, and staff roles and responsibilities leads to an effective district team that meets the identified goals and objectives of the district.

Roles of District Staff  Implement policies and activities as directed and approved by the board  Recommend board action on district business as appropriate, advise the board on issues, projects, budgets and any other matters as necessary or requested  Report to the board, residents of the district and state agencies on a regular basis about district activities, meetings and events.

Roles of District Staff  District staff perform much of the day-to-day work of the district. They maintain the district office, assist the board, landowners and managers and the general public with information, project assistance and access to resources.

Getting the “Best” From Employees  District supervisors: Be well prepared Be well prepared Have planned meeting agendas and stick to them Have planned meeting agendas and stick to them Encourage input from staff Encourage input from staff Be fair in providing the manager and staff clear signals about what you expect and when you expect completion Be fair in providing the manager and staff clear signals about what you expect and when you expect completion Follow up on issues presented by the staff, providing additional information to the staff quickly. Follow up on issues presented by the staff, providing additional information to the staff quickly.

Getting the “Best” From Employees  District managers: Actively listen and respond to your staff’s needs. Actively listen and respond to your staff’s needs. Be an active partner in the group planning process with your staff. Be an active partner in the group planning process with your staff. Don’t “blame” decisions on the board- instead try to help staff understand why the board has taken a planned course of action. Don’t “blame” decisions on the board- instead try to help staff understand why the board has taken a planned course of action.

Getting the “Best” From Employees  District managers: Encourage staff to always follow the chain of command – if they are asked to complete tasks directly by an individual supervisor outside their planned work, ask that they encourage the supervisor to assign the new work through the manager. Encourage staff to always follow the chain of command – if they are asked to complete tasks directly by an individual supervisor outside their planned work, ask that they encourage the supervisor to assign the new work through the manager. Give feedback clearly and often – give credit to your staff at every opportunity. Give feedback clearly and often – give credit to your staff at every opportunity.

Effective Leaders must:  Be tolerant of new ideas and different viewpoints.  Enable others to do their best for the district and the community.  Keep it simple.  Follow the mission statement so others can easily see the goals and effects of what you’re doing.  Set a good example for others.  Be the kind of person others look to for help and guidance.

Ineffective Leaders create:  Supervisors and staff who can’t explain what their role is or why they’re doing what they’re doing.  Supervisors and staff who don’t participate and/or don’t seem to care.  Atmosphere where gossip or personalities are more important than getting the job done.

Principle Responsibilities of Personnel Management  Develop written personnel policies  Ensure personnel policies and decisions are based on merit principles  Ensure personnel management is conducted according to written policy  Be certain personnel policies are adequate and current.  Conduct annual performance evaluations for all employees  See that employees are well trained

State Conservation Agency  By law, state soil and water conservation agencies are responsible for providing administrative support to districts. This includes personnel management advice and counsel.

Administrative Supervision  District board members should be responsible for the administrative supervision of their personnel. Ensure district employees understand policies Ensure district employees understand policies Develop job descriptions that match current duties Develop job descriptions that match current duties Establish a work schedule Establish a work schedule Set priority of work Set priority of work Determine training needs, provide it and follow up Determine training needs, provide it and follow up Review and evaluate performance Review and evaluate performance

Administrative Supervision  Consider and approve pay increases commensurate with duties performed  Authorize employees to attend meetings  Approve leave, vacation time, holidays and other fringe benefits  Commend exceptional work  Respond to employee grievances  Maintain satisfactory working conditions  Decide disciplinary actions if necessary

Written Policy  Numerous personnel management problems can be avoided if the district establishes written personnel policies.  Once the board has written personnel rules and procedures, these policies should be provided to all employees.  A Draft Policy Manual for SD Conservation Districts has been developed for use and consideration by all districts in the state.

Summary  District supervisors should develop a work plan based on their Long Range Plan, with responsibilities, timelines, and criteria for success clearly outlined. The Long Range Plan is key to good employer/employee relations.  District managers should receive a clear message from the board about the chain of command, authorizing the manager to supervise staff and be the liaison between the staff and board.

Summary  Problems in employer/employee relations occur in an environment of misunderstanding, mistrust, and secrecy. District staff must understand their duties and responsibilities. They must have the ability to communicate with the manager and supervisors to clarify tasks and expectations.  Getting the best from employees requires knowledge and consideration from district managers and supervisors. Positive action and attitudes help encourage staff to produce.

Summary  Effective leaders: are tolerant of new ideas are tolerant of new ideas Follow the mission statement Follow the mission statement Set a good example for others Set a good example for others  Ineffective Leaders create: Supervisors staff who can’t explain what their role Supervisors staff who can’t explain what their role Supervisors and staff who don’t seem to care Supervisors and staff who don’t seem to care Atmosphere of gossip and personality conflicts Atmosphere of gossip and personality conflicts

Summary  Supervisors are responsible to: Develop a written personnel policy Develop a written personnel policy Conduct annual performance evaluations Conduct annual performance evaluations See that employees are well trained See that employees are well trained  District board members should: Ensure employees understand policies Ensure employees understand policies Develop job descriptions Develop job descriptions Set work priorities and determine training needs Set work priorities and determine training needs Provide appropriate pay and commend exceptional work Provide appropriate pay and commend exceptional work Approve leave, vacation time, holidays and other fringe benefits Approve leave, vacation time, holidays and other fringe benefits Respond to employee grievances and decide on any disciplinary actions if needed. Respond to employee grievances and decide on any disciplinary actions if needed.

Resources Available Resource Available Where to Find It South Dakota Codified Laws (Chapters 38-7, 38-8 and 38-8A) and Administrative Rules (Article 12:03) Located in each conservation district office or the Resource Conservation and Forestry (RC&F) office Handbook for South Dakota Conservation District Supervisors Located in each conservation district office and each supervisor should have a copy for personal use South Dakota Conservation District Employees Handbook Located in each conservation district office Conservation District Accounting Manual Located in each conservation district office or the RC&F office Coordinated Plan for Natural Resources Conservation Located in each conservation district office or the RC&F office

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