Staff Supervision Confrontation Documentation Termination

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Staff SupervisionConfrontationDocumentationTerm
ination
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Why we Confront/Document/Terminate

• Support Student Learning
• Develop Communities
• Campus
• Residence hall
• Corridor
• Staff

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Confrontation

• Learning of an incident or observing the poor job
  performance
• Time is of the essence
• Praise in public - Criticize in private
• Confront in appropriate setting
• Private
• Emotions low
• Comfortable for supervisor/supervisee
• Ask questions
• State your concern
• Listen
• Make a plan
• Follow up.

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Confrontation with Documentation

• Learning of an incident or observing the poor job
  performance
• Confront in appropriate setting
• Ask questions
• State your concern
• Listen
• Make a plan
• Document
• Follow up

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DocumentationIssues

• Inconsistencies with documentation across the
  department.
• Student Staff have not been prepared for
  documentation.
• Consequences of not documenting poor staff
  performance.
• What message do we want to send about
  documentation?
• Heightens significance of incident or
• Career-ending, thought-it-could-never-happen-to-me
  event!!!
• Document Success

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Documentation

• Follow up to a conversation never the initial
  response
• Addressed to the staff member
• Clear and concise
• End on a positive note
• Carbon copies
• Check your work.

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Typical Documentation

• Use Letterhead.

Office of Residence Life 227 Warfield Hall Miami
University
Dear John, Sincerely, Chris
Supervisor First Year Adviser Cc Chris
Supervisor, Coordinator of Residence Life
File
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Typical Documentation

• Use Letterhead
• State the purpose of the letter
• Briefly summarize your conversation
• List the behaviors.

Office of Residence Life 227 Warfield Hall Miami
University
Dear John, Sincerely, Chris
Supervisor First Year Adviser Cc Chris
Supervisor, Coordinator of Residence Life
File
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Typical Documentation

• Use Letterhead
• State the purpose of the letter
• Briefly summarize your conversation
• List the behaviors
• Set expectations or explain the agreed-upon plan.

Office of Residence Life 227 Warfield Hall Miami
University
Dear John, Sincerely, Chris
Supervisor First Year Adviser Cc Chris
Supervisor, Coordinator of Residence Life
File
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Typical Documentation

• Use Letterhead
• State the purpose of the letter
• Briefly summarize your conversation
• List the behaviors
• Set expectations or explain the agreed-upon plan
• Explain future consequences
• Ask if the letter is accurate
• End on a positive note.

Office of Residence Life 227 Warfield Hall Miami
University
Dear John, Sincerely, Chris
Supervisor First Year Adviser Cc Chris
Supervisor, Coordinator of Residence Life
File
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Documentation Sample
Available on the web.
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Shayna
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(No Transcript)
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Confrontation when you think there should be a
Termination

• Learning of an incident or observing the poor job
  performance
• Confront in appropriate setting
• Make a plan
• Consult with your direct supervisor (who may
  consult with the General Counsel)
• Supervisor recommends in writing to their
  Associate Director (or Director of Student Life)
  that the staff member should be terminated with
  the reasons why
• Letter from the Assoc. Dir. to the staff member
  informing them of the recommendation and to
  arrange a hearing
• Hearing present information
• Assoc. Dir. informs staff member of hearing in
  writing
• Staff member may appeal in writing to Todd
  Holcomb
• Todd informs staff member of his decision in
  writing
• Grievance Procedure for each level of staff.

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Termination Just about the hardest thing a
supervisor has to do

• Consider the consequences of NOT terminating a
  staff member
• How am I supposed to learn if you just terminate
  me?
• Theres never a good TIME to terminate a staff
  member.

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Other Information RegardingConfrontation/Document
ation/Termination

• When YOU dont think they should be terminated
• Resignation
• Non-reappointment
• Consultation.

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Case StudiesinConfrontationDocumentationTermi
nation
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Case 1

• You hear from one resident that he/she heard that
  an RA was drinking with other residents. The
  resident is not willing to file an official
  complaint. How do you respond?
• What if the RA completely denies drinking with
  residents?

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Case 2

• An RA continually displays a negative attitude
  during staff meetings. For example, he/she
  challenges every decision that is made. He/she
  does not contribute to programming. He/she does
  not seem glad to be on staff. How do you
  respond?
• How can you enable him/her to improve his/her
  attitude?

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Case 3

• An RA missed a night of duty coverage. The RA
  excels in the other aspects of the job. He/she
  just had a very busy week of academics,
  activities and personal issues. How do you
  confront him/her?
• Would your attitude change if he/she did not
  excel in the other areas of the job?

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Case 4

• The GA you supervise and you have not
  communicated well with each other. Some of the
  RAs seem to go to him/her more readily. You have
  a sense that he/she is not supportive of you
  behind your back. How do you effectively
  confront him/her?
• How can you assume some of the responsibility for
  the strained relationship?

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Case 5

• An RA has great relationships with residents but
  does not follow through on administrative tasks
  and passive programming. This is the first time
  you have confronted him/her on the matter. How
  do you confront him/her?
• How do you react to the likely response,
  Really, the most important thing is the
  residents, not that administrivia BS!!!!

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Case 6

• An RA informs you that he/she was arrested last
  night for public intoxication after a party
  uptown. His court hearing is next week. How do
  you respond?
• What are strategies of conveying the importance
  of role-modeling to our staff?

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Questions aboutConfrontationDocumentationTermi
nation