HUMAN RESOURCE
MANAGEMENT /SUPERVISION
DEBORAH HALICZER
HUMAN RESOURCE SERVICES
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?
A SUPERVISOR IS:
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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
Human Resource Management:
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Recruitment
Hiring / Selection
Placement / Classification
Compensation and Payroll
Benefits
Critical importance of LAWS, RULES, POLICIES
and PROCEDURES
– And, of course, Liability
Vulnerable Moments for Managers:
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Recruitment and advertising
Interviews (be careful of “illegal” questions)
Reference Checks
Evaluation
Promotions
Discipline
Terminations and separation
And be careful with demographic issues
Resources for Managers
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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
Professional Resources
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SHRM
ASTD
CUPA
Student Affairs Conferences
Internal employer-based training
Internet Resources, (many are free and
excellent)
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
Supervision:
What Do Employees Want from Work?
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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)
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
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
SELF-ASSESSMENT
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Self -Assessment exercise
Your Professional Role Models
Your Professional Development Plan
Your Roadmap to become the supervisor you
want to be
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!