Embedded Files
Review Guidelines with employee before signing the Work Agreement
Things to think about when determining if an employee should be work remotely
Download form and return to Human Resources with signatures from employee and supervisor
Hiring Student Workers/Student Volunteers
Hiring Student Workers/Student Volunteers
Student Services has worked closely with the Human Resources team to streamline the hiring process for Student Workers/Student Volunteers. Below you will find links to several resources to help guide you through the process. If you are searching for information about the hiring process for non-student volunteers and other non-paid personnel, please scroll to the bottom of the page to find that information.
Guidelines for Hiring Student Employees and Volunteers
Student Employment Process Workflow
Request for Student Worker/Student Volunteers Google Form
Hours Reported for Workers Compensation - Non Paid Employees
Hiring Non-Student Volunteers & Other Non-Paid Personnel
Hiring Non-Student Volunteers & Other Non-Paid Personnel
The heightened uncertainty, constant change, misinformation, perceived lack of control, and the new demands that stay at home orders present have significantly impacted all of us.
It is important to note that we are not all equally affected by the present time and being a supportive and inclusive supervisor will require some shifts in practice...read more.
Helpful Information & Forms
Helpful Information & Forms
Budget Management
Budget Management
New!! Questica Budget System
Using Questica: There are a number of resources available to help you learn the new Questica Budget software system. The primary self service resource will be the Questica Help site which has an abundance of videos and information available at https://help.questica.com. If you click 'Sign in" in the upper right corner of the page, you will be able to create your own Questica Help account using your Chemeketa email address. This will be different from your Questica login credentials which will be coming in a separate system generated email from Questica Budget. The primary Module for adjusting your budget will be the Operating Module so we recommend you initially focus your time there. Below are a few links to helpful information to get you started
Operating Module Training Video HINT: You can watch Questica training videos at 1.5 x speed
Updating the Operating Budget - HINT: "Forecast" in Questica = "Budget" for Chemeketa
Position Allocations Within an Organization
Operating Position Allocations
Promote/Demote a Costing Center - HINT: "Costing Center" in Questica = "Organization" for Chemeketa
Other trainings and support will be available to help make the transition to Questica Budget as painless as possible. Below are a list of offerings between now and when your budget recommendations are due (promoted) on Nov. 20th
1) Friday November 13 - Questica Zoom training on budget adjustments with Q&A - hosted by Rich McDonald and Brian Knowles
2) Week of November 16 - 20th - Standing open Zoom meeting for drop in Q&A and assistance in budget preparation - hosted by Brian Knowles
3) Budget and Finance department will be readily available for one on one consults between now and November 20th - email Brian Knowles to schedule a meeting
"Managers face particularly tough decisions right now. They must figure out how to reward those employees who are “stepping up” during these crises without inadvertently penalizing those who have needed to “lean out.”... read more.
Employee Evaluations
Employee Evaluations
Faculty
Evaluations for Faculty are currently postponed due to the rapid shift to remote courses in Spring Term. Additional notice about processing Faculty evaluations will be forthcoming.
Classified & Exempt
Evaluations for Classified will continue to be due as the normal time. The due date for Exempt evaluations has been extended to October 1, 2020. We suggest that supervisors consider the use of Zoom or Google Hangouts technology in place of the face to face meetings for the evaluation process.
Evaluation documents are available at the links above
Best Practice for Conducting Remote Evaluations for Staff
Best Practice for Conducting Remote Evaluations for Staff
While evaluations will be conducted remotely, a majority of the performance being reviewed is likely to have occurred prior to the college beginning remote operations. Review your notes, prior discussions, and supervisor file to recall the employee's performance over the past year. Remember that the evaluation should not only reflect the employee's current state, but a culmination of performance over the last 12 months.
For reviewing remote work, consider what mitigating factors may cause performance concerns. Understand that there is an adjustment period and provide realistic feedback related to this. If someone has done a great job with the transition, let them know! If they have struggled, ask how you can help them succeed in this new environment. Expectations for the time period after Spring break should be realistic and take into account the significant transition that employees have faced.
Going forward, you may want to start considering a shift from an "operational" style evaluation to an "impact" or "outcomes" focused evaluation style. Consider working with your employee to focus on creating "SMART" goals. Smart goals are goals that are Specific, Measurable, Acheivable, Relevent & Time-based.
Most importantly, focus on providing feedback in the moment and on a regular basis. Ongoing feedback and discussions will help make performance evaluation meetings a safe and predictable summary of that feedback that's been provided throughout the year. The contents of an evaluation should never come as a surprise.
Harvard Business Review writer, Rebecca Knight, suggests the following "Principles to Remember" when going through the review process this year:
Harvard Business Review writer, Rebecca Knight, suggests the following "Principles to Remember" when going through the review process this year:
"Do
Approach your evaluations with more flexibility, leniency, empathy, and compassion.
Recognize and show appreciation for employees who are engaged and working hard. It’s critical for their morale — and for your organization’s ability to retain them.
Use video for this conversation. It is more personal and humane."
"Don’t
Be hard-hearted toward your poor performers. Give them a time-bound grace period to get used to working remotely and to turn things around.
Let your old biases creep in. Seek out alternative data. Ask colleagues and reports for information on how well other employees are communicating, collaborating, and helping.
Revert to business as usual — instead, think about how to do performance reviews better. In this environment, semi-annual or quarterly evaluations may be optimal." (At Chemeketa, rather than considering additional evaluations, we suggest checking in more often and providing ongoing feedback and goal-setting)
Knight, Rebecca. “How to Do Performance Reviews - Remotely.” Harvard Business Review, 23 June 2020, hbr.org/2020/06/how-to-do-performance-reviews-remotely.
"Let’s be honest: It’s been a terrible year for most people, though not everyone experienced the trauma of the pandemic, the ongoing reckoning around racial inequalities, and the contentious U.S. election in the same way. Since the pandemic began, there’s been a call for managers to be understanding and lenient with employees as they navigate the stressors the global crisis has brought on. Now that restrictions are lifting in many parts of the world, some managers are wondering how to continue to balance compassion for the people on their team and accountability for getting work done. The good news is, experts say that it’s possible to have both. Rather than thinking of it as a trade-off between compassion and accountability, think about how you can combine the two. Here are eight steps managers can take to meet goals while also being caring..." read more.
Coaching & Performance Management
Coaching & Performance Management
"With many unfamiliar variables introduced by Covid-19, getting to the bottom of sudden poor performance is more complicated than it used to be — especially when you’re dealing with an employee who was successful back in the office. If your employee has just recently started to underperform, begin by identifying new variables that could be interfering with their work. Have there been recent organizational shifts? Difficulties in their personal life? Sometimes you may not know until you have the conversation, but it’s important to consider all the factors before a confrontation. " - Carruci, HBR 05/19/2020
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