HIRING, SUPERVISING,
EVALUATING
EMPLOYEES
By Shawn Hoffman-Bram
January 2011
Components of Hiring
Pre-Planning
People are not the
most important
asset of a
company—the
RIGHT people are.
Jim Collins: From
Good to Great
Interviewing
Veteran’s
Preference
Protected
Classes
Screening
Pre-Planning
Purpose /mission/beliefs of the organization
What duties and responsibilities?
What skills, abilities, and attitudes?
Job Description

Essential Duties

Non essential Duties
Protected Classes
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Race or color
National origin
Religion or creed
Sex
Age
Disability
Marital Status
Sexual Orientation
Status with regard to public assistance
Membership on a local human rights commission
Determine
ranking criteria
prior to review
Number of
people to
interview
Determine
date for
decision
Veteran’s Preference

Definition – a citizen of
the US or a resident
alien who has received
an honorable discharge
from any branch of the
armed services of the US
and has served on active
duty for 181 consecutive
days or was discharged
by reason of disability
incurred while serving in
active duty.
New Language
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H.F. No. 2238, as introduced - 86th Legislative Session
(2009-2010) Posted on Mar 30, 2009
1.1 A bill for an act
1.2 relating to veterans; expanding veterans preference in
hiring and dismissal from
1.3 state and local government employment by applying
current veterans preference
1.4 law to teachers; amending Minnesota Statutes 2008,
section 197.46.
1.5 BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF
MINNESOTA:
Veteran’s Preference cont.
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School districts must use100 point based hiring
method – for all positions - except those exempt
under Minn State 197.45
School district can ask for verification
Employer is not required to hire even if they have
the highest score
Screening Form Example
Applicant Name
Education
Training
Work
Licensure Experience
(Points)
(Points)
References
Overall
Letters
Assessment
Veteran's Preference TOTAL
(Points)
(Points)
SUB TOTAL
(Points)
SCORE
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Scoring Criteria
Education/Training/Licensure Requirements
Work Experience: Limited - 5 pts; Adequate - 10pts; Extensive - 15pts
References: Fair - 5pts; Good - 10pts; Outstanding - 15pts
Overall Assessment: Weak - 5pts; Average - 10pts; Exceptional - 20pts
If an applicant receives a Passing score, add Veteran's Preferance points:
Veteran
Disabled Veteran
Spouce of deceased or disabled Veteran
TOTAL POSSIBLE SCORE:
Possible
30
15
15
20
80
5
10
5
20
100
Passing
30
10
10
10
60
Interviewing
Must have
a scoring
method
Keep
chat to a
minimum
Focus on
applicant’s
qualifications
Keep
questions
consistent
Hire tough so you can manage easy
Promote the right ones for the right reasons
Harvey, Cottrell, Lucia, & Hourigan
The Leadership Secrets of Santa Claus
Involve
more than
one
person
Document
follow-up
questions
Check
references
Keep
notes for
1 year
Components of Supervision
What we resist persists
Supervision
Do’s
Supervision
Don’ts
Supervision
Errors
Basic Rules in
Documentation
Types of
Discipline
Supervision Do’s
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Do identify strengths
Do identify available resources
Do follow district policy on employee discipline and
use due process
Do address issues in a factual manner
Do evaluate probationary employees but know
when the probationary time is up
Do follow-up
Supervision Don’ts
Don’t avoid
performance
issues
Don’t surprise
the employee
Don’t violate
policy or
law
Don’t evaluate
personalities
Don’t
minimize
performance
concerns
Don’t talk
about
employee
performance
to others
Supervision Errors
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No current job description
Supervisor doesn’t know job duties
Evaluation form doesn’t match duties
Unclear rating system
Too many indicators, or too few
Becomes personal not performance based
Identify too many areas to improve
Evaluation
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Evaluate the performance not the person
Understand the job description
Use an evaluation tool/instrument if:
 It
matches the job description
 Is recent (less than 5 years old)
 Has been seen by the employee
 Is understood by the union
 If it provides constructive feedback options
Evaluation Do’s
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Do identify strengths
Do identify areas for
improvement
Identify no more than 2-3
goal areas
Encourage employee to
develop a plan for each goal
area and set another meeting
Do have a plan of action to
address the goals
Evaluation Summary
Discipline
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Board Policy
Progressive
Documentation
Usually is about:
 Performance
issue
 Attitude problem
 Broken “rule” or policy violation
Progressive Discipline
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Definition – a sequence of disciplinary actions
where the severity of the discipline imposed
increases with each subsequent incident of
misconduct or performance problem.
Contract language – know timelines!!!
Steps of Progressive Discipline
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Oral directive or warning
Written directives
Written warning
Notice of deficiency/written reprimand
Unpaid disciplinary suspension
Termination of employment
Dismissal/Termination
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Keep it simple
Keep it factual
Be specific
Have documentation – Just cause
Be consistent
Know the contract
Involve appropriate personnel - Union
representation
New Law for Veterans!
Just Cause
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Notice
Reasonable Rules/Directives
Adequate Investigation
Fair Investigation
Proof
Equal treatment
Fair penalty
Remember
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In hiring, evaluating, disciplining, or terminating
employees, supervisors cannot be arbitrary, play
favorites, change procedures, or alter
expectations/qualifications for the job or for job
performance.
Anyone not suited for the job affects the overall
quality of the organization
Dismissal/Termination
Three/Four
Main
Reasons
•NEW – Inappropriate use of
technology
•Insubordination
•Legal issues
•Incompetence
Resources
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Kennedy & Graven, Legal Update for
School Administrators Seminar, Maggie R
Wallner, The Hiring Process Workshop.
July 29, 2008
Ratwick, Roszak & Maloney P.A.,
School Law Seminar, Margaret Skelton
and Julia Halbach, Hazards of Hiring
Workshop. November 16, 2007
Ratwik, Roszak, & Maloney P.A.,
Employee Supervision and Progressive
Discipline, August 12, 2009
Minnesota Office of the Revisor of
Statues, www.revisor.leg.state.mn.us