1. Human Resources & Personnel Management
Alaska Department of Transportation & Public Facilities
Human Resources & Personnel Management
Kate Isley & Yolanda Wray
January 30, 2013

2. Presentation Overview
HR resources for leaders
Using HR to meet your mission:
Supervisory responsibilities
Active performance management
When to involve HR
Distance supervision techniques
From your desk chair to the field: handling real HR issues
Integrity ∙ Excellence ∙ Respect

3. HR Resources: Who we are and what we do
DOT&PF HR Service Center
Management Services
Recruitment
Division of Personnel & Labor Relations
Payroll Services
Training & Development
Classification
EEO Program
Integrity ∙ Excellence ∙ Respect

4. HR Resources on the Internet
DOT&PF Intranet – HR Page
DOT&PF New Employee Orientation
DOT&PF New Supervisor Toolkit
HR Resources for Supervisors
Division of Personnel HR Forms
Integrity ∙ Excellence ∙ Respect

5. Supervisory Responsibilities
Enact the Department’s mission and core values
Adhere to and enforce State and Department policies
Manage performance
Support employee development
Hold staff accountable
Integrity ∙ Excellence ∙ Respect

6. Performance Management
Individualized relationship
Ongoing communication
Establish clear expectations
Define how performance is measured
Integrity ∙ Excellence ∙ Respect

7. Performance Management: Why invest my time?
Builds trust
Feedback becomes a part of the routine
Ensure the mission is being met
Assess and enhance the strengths of the team
Your success depends on the success of the team
Integrity ∙ Excellence ∙ Respect

8. Performance Evaluations
Formal, written feedback
State of Alaska Performance Evaluation Report form
Rater’s Guide
LTC Checklist
Pay Increments
Integrity ∙ Excellence ∙ Respect

9. Performance Evaluations
Mandatory Performance Evaluations
Interim Probationary
Annual
Completion of Probation
Separation from State Service
Integrity ∙ Excellence ∙ Respect

10. Maximizing the Effectiveness of Evaluations
Engage employees in the process
Employee Self-Evaluation Form
Be specific
Include SMART goals
Use positive framing
Describe how suggested improvements affect their success
Integrity ∙ Excellence ∙ Respect

11. Supervisory File Confidential Document performance; be specific
Supervisory File Guidelines on DOT&PF HR Intranet Site
Employees have access to the file
Integrity ∙ Excellence ∙ Respect

12. Addressing Performance & Behavior Issues
Be accountable as a lead
Timely and consistent feedback is key
Be specific
Clarify expectations
If the behavior repeats/becomes a pattern, confer with management
Document, document, document!
Integrity ∙ Excellence ∙ Respect

13. Progressive Discipline
Instruction versus discipline
Essential elements of discipline
Why progressive discipline?
Intent is to correct behavior
Corrective action starts at the lowest possible level
Working with the Unions and HR
DOT&PF Policy on Discipline
Integrity ∙ Excellence ∙ Respect

14. Probationary Period LTC employees: one year probationary period
GGU employees: six month or one year probationary period
Consult the contract
Observe employees’ ability to perform all the duties of the position
Contact HR if issues arise during the probationary period
Integrity ∙ Excellence ∙ Respect

15. Accountability for Leaders
You are an agent of the State
Supervisors must ensure inappropriate conduct is addressed
Investigate and address concerns timely
“Shop talk” cannot be permitted
Use HR - call if you are unsure whether an issue exists or how issues should be addressed.
Integrity ∙ Excellence ∙ Respect

16. Distance Supervision Techniques
Establish trust is key
Employees must know how and when they can get ahold of you
Establish regular “check in” times
Staff in remote camps must know expectations and the group’s mission
Make it a priority to visit remote camps
Integrity ∙ Excellence ∙ Respect

17. Requirements for CDL Holders
Signs & Symptoms Training
DOT&PF Policy for CDL holders
Post accident testing
Signs and Symptoms Checklist
Worksafe/Beacon after hours line:
Integrity ∙ Excellence ∙ Respect

18. From your Desk Chair to the Field: Real HR situations
Joe has a long history of demonstrating poor performance. He consistently fails to meet work quantity and quality expectations; however, the lead has “given up” and does not address the concerns.
1. What questions will HR ask when you call?
2. What’s your action plan?
Integrity ∙ Excellence ∙ Respect

19. From your Desk Chair to the Field: Real HR situations
You are overseeing a crew working on a remote project. There’s noticeable tension between a male and female employee and you overhear the male comment that women really don’t belong in this line of work. She has not complained.
What action is necessary?
What questions would you ask when
addressing this?
Integrity ∙ Excellence ∙ Respect

20. From your Desk Chair to the Field: Real HR situations
A probationary employee is five months into his probationary period and has demonstrated some attendance and performance concerns.
What actions do you take?
What must we ensure is addressed before non-retention is considered?
Integrity ∙ Excellence ∙ Respect