1. HUMAN RESOURCE MANAGEMENT /SUPERVISION DEBORAH HALICZER HUMAN RESOURCE SERVICES

2. What Kind of Supervisor Do YOU Want To Be? Most Professionals Become Supervisors What Supervisory Role Models Have You Had? What Kind of Supervisor Do YOU Want To Be?

3. A SUPERVISOR IS: Responsible for getting the work done Responsible for protecting the institution Responsible for managing human resources Responsible for your PEOPLE But those are different skill sets; Most people get promoted because they do their job well

4. Human Resource Management: Recruitment Hiring / Selection Placement / Classification Compensation and Payroll Benefits Critical importance of LAWS, RULES, POLICIES and PROCEDURES – And, of course, Liability

5. Vulnerable Moments for Managers: Recruitment and advertising Interviews (be careful of “illegal” questions) Reference Checks Evaluation Promotions Discipline Terminations and separation And be careful with demographic issues

6. Resources for Managers Human Resources: A supervisor’s best friend Legal Counsel Office of the Ombudsperson Handbooks Policies and Procedure Manuals Professional Development and training (i.e. HRD) And, of course, your supervisor

7. Professional Resources SHRM ASTD CUPA Student Affairs Conferences Internal employer-based training Internet Resources, (many are free and excellent)

8. SUPERVISION BASICS Orientation Training and Professional Development Assure Ethical, Just, Respectful and Productive Work Environment Reasonable Problem-Solving and Conflict Resolution Processes Clear and Effective Communication Know What Your Employees Need and Want

9. Supervision: What Do Employees Want from Work? Meaningful Work Voice Some degree of control on how to do the Job Professional and career development Reasonable and safe working conditions Respect: from colleagues and supervisors (Though respect is culturally defined, and is influenced by age, gender, cultural differences)

10. What Else Do Supervisors Need To Know? Employees want a work environment that is free of discrimination and harassment, and: Positive social relations with colleagues Being a part of the team, “Inclusion” Work-Life Balance Of course, adequate pay, benefits and opportunities to advance And, just maybe, a bit of fun at work

11. Supervisory Skills That Promote a Positive Workplace Experience Communication: Keeping employees informed Listening to employees, seeking their input and ideas Emotional Intelligence Thanks and Recognition Respect Knowing what motivates your people Conflict resolution skills Sharing the vision, collaborating on the mission

12. SELF-ASSESSMENT Self -Assessment exercise Your Professional Role Models Your Professional Development Plan Your Roadmap to become the supervisor you want to be

13. YOU, as Manager, YOU, as Supervisor The Supervisor is the embodiment, and the Voice and the Agent of the Employer YOU represent NIU to your employees Thank You for the work you do!