1. Lauren Adams & Azura Morgan
SUPERVISION
Fall 2016
Objectives:
-participants will be instructed on supervision concepts, techniques and tips
-participants will be instructed on the importance of setting expectations
-participants will receive tips to conducts effective one-on-one and staff meetings
-participants will be instructed on the progressive staff disciplinary process
-participants will receive training on documentation of staff members (both negative and positive)
Lauren Adams & Azura Morgan
GR Training

2. Discussion Is this your first time supervising staff directly?
What makes supervising students unique?
Is there a difference in supervising staff 1st year, 2nd year, etc.?
Azura

3. Concepts, Techniques and Tips

4. What is supervision?
A process of supporting and managing functions intended to promote the achievement of institutional goals and to enhance the personal and professional capabilities of staff.
Spend time supervising in principled ways through setting the context, motivating, teaching, listening, observing, giving direction, role modeling, and caring.
Lauren

5. Supervisory Styles
Our experiences, personalities, and values lead us to use different styles when we supervise.
Authoritarian, Laissez-faire, Companionable, and Synergistic
All styles are useful in some circumstances.
The skills of good supervision can be learned and improved.
Lauren

6. What is your supervision style?
10 minutes

7. Authoritarian
Based on the belief that staff members require constant attention.
Need to manage and dictate everything they do so they do it right.
Supervisors stay in control and in charge.
The “micro-manager”
Advantages and disadvantages?
Lauren
Advantages
Saves time (in short run)
Prevents unnecessary or embarrassing questions
Relieves staff of responsibility
Assures conformity
Minimizes mistakes due to inexperience
Disadvantages
Does not allow for staff input
Limits staff investment in job and organizational goals
May not aid staff in developing skills
Does not foster individual or institutional loyalty

8. Laissez-Faire
Based on the desire to allow staff members freedom to use talents and skills in accomplishing job responsibilities.
Supervisor sets the direction and staff works out the details.
Intervention is offered to staff when they “run into problems”.
The “hands off approach”
Advantages and disadvantages?
Lauren
Advantages
Promotes creativity
Allows maximum professional autonomy
Promotes staff assuming responsibility
Not time consuming
Successful staff reflect glory on supervisor
Disadvantages
May cause staff to feel unsupported
Discourages collaboration within staff unit
May encourage staff to use deception to cover errors
Often leads to unnecessary crisis management

9. Companionable Based on a friendship-like relationship.
Staff require emotional support.
Lots of social interaction.
The “buddy boss”
Advantages and disadvantages?
Lauren
Advantages
Fulfills supervisor’s desire/need to be liked
Create very supportive atmosphere when things go well
Stimulates development of cohesiveness when under attack
Promotes loyalty to supervisor
Disadvantages
May lead to feelings of betrayal when staff are
corrected
Discourages dealing with unsatisfactory performance
Blurs personal-professional distinctions
Tends to be crisis prone

10. Synergistic
A cooperative effort between the supervisor and the staff member.
Shared responsibility.
There is a dual focus: accomplishment of organizational goals and personal/professional development.
There is two-way communication.
Focus on competence.
Advantages and disadvantages?
Lauren
Advantages
Allows for teamwork
Creates buy in on staff decisions
Disadvantages ?

11. Discussion
After taking the quiz and learning more about each style, do you feel the assessment accurately reflected your supervisory style? If yes, how so?
Are there components of another supervisory style you wish to exemplify this year? If yes, what?
Lauren

12. Supervision Tips Role model appropriate behavior.
Show that you are interested.
Attend first floor meetings and programs.
Build positive relationships with community stakeholders.
Be proactive instead of reactive!
Lauren

13. Supervision Techniques
Establish standards and stick to them
Enforce them
Quality begins with you
Personal v. Professional
Get involved
Know your people
Show interest in them
Have a sense of mission
Open channels of communication
Encourage discussion
Resolve conflicts
Listen
Remain in control
Give people a chance to develop
Match people to the work
Educate and train
Be flexible
Welcome change
Provide feedback
Constructive criticism
Praise in public/ criticize in private when possible
Don’t be afraid to approach them
Ask their views and opinion
Lauren

14. Supervision Pitfalls Trying to be liked rather than respected.
Failing to ask supervisees for advice/help.
Emphasizing rules more than skills.
Failing to keep criticism constructive.
Failing to develop a sense of personal responsibility with each supervisee.
Not paying attention to employee concerns.
Failing to keep people informed.
Lauren

15. Setting Staff Expectations

16. Setting Expectations
Why is it important to set expectations with your staff?
TIPS!
Be specific.
Where can they go for help?
When is “good” good enough?
What is our common goal and how will we know when it has been achieved?
What expectations do they have of you?
Azura

17. Brainstorm Expectation categories to include: General Departmental
Personal
Professionalism
Character
Duty
Azura

18. Communication Expectations
What are the pros and cons of the following types of communication?
Text
GroupMe
Phone calls
In person
What type of communication works best for you and your team?
How can you set communication boundaries with your staff?
Lauren

19. Examples

20. Effective one-on-ones and staff meetings

21. One-on-Ones Held on a bi-weekly basis
Use one-on-one time to address multiple dimensions of your staff member (academic, job, social, family, etc).
Care is demonstrated through recognition and a supportive environment.
Listen to your team and learn how and where they like to receive praise and how they like to receive coaching.
Azura

22. Staff meetings Held on a weekly basis.
Provide an agenda for each meeting (send out ahead of time if possible).
Ask for staff input on agenda items or include a space for team members to share.
Sections to include: agenda items, important dates, upcoming tasks/deadlines, etc.
Opportunities for professional/leadership development
Send out minutes after each meeting.
What are some creative ways to engage staff during meetings?
Azura

23. Holding Staff Accountable

24. Expectations
As staff members of University Housing, CAs and RAs are expected to follow all university and departmental policies, as well as uphold any other expectations set forth by their supervisor or the area/senior coordinator of their community. Failure to do so may result in disciplinary action or termination from their position.
Azura

25. Temporary Employees
Student employees are considered temporary employees. A temporary employee may be separated at any time for any reasons without notice and either the employer or the employee can end the employment relationship. Such separation is not grievable or subject to appeal.
Azura

26. Staff Discipline
Documentation will be utilized by supervisors to address violations of procedures and expectations. Termination may result in situations where the supervisor deems the behavior to be of such severity that it impairs the functioning of hall operations. Depending on the situation or circumstances, termination may occur with no prior warning.
What are some issues you may have to address and how would you hold staff accountable?
Azura

27. Counseling and Coaching
Counseling- a supportive process by a manager to help an employee define and work through personal problems that affect job performance.
Coaching- A directive process by a manager to train and orient an employee to the realities of the workplace and help the employee remove barriers to create optimum work performance.
Azura

28. Constructive Feedback
How will you know your staff member is progressing towards that next step?
What tools will you use to evaluate them?
How will you give intentional feedback to them (some of which they might not like to hear)?
How will you receive feedback from them? Some of which you might not like to hear.
How will use this information to make future hiring, training, and supervisory decisions?
Azura

29. Performance Evaluations
In order to assist each staff member in their professional development and assess areas needing growth, formal written performance evaluations will be conducted.
A complete evaluation is conducted at least once per year. This evaluation is based on the different expectations of the position as well as different viewpoints (from residents, supervisor(s) and self).
Performance evaluations are used to recognize strengths and provide feedback on areas for improvement.
Evaluations will also be used to determine if a staff member is eligible for reappointment for the following academic year.
For a more detailed description of the evaluation process, please see your supervisor or the area/senior coordinator for your community.
Azura

30. Questions? Comments?