Staff Development/Discipline

1. Staff Development/Discipline New CED Training – Kettunen Center January 13, 2009 Patrick I. Cudney North Regional Director

3. Essential Elements of Staff Development • Understanding & Agreement of Expectations • Coaching & Mentoring • Conducting Effective Performance Reviews • Performance Improvement • Appropriate Corrective Action – Progressive Discipline

4. Common Thread to all Essential Elements • Communication • Communication • Communication!!!

5. Understanding & Agreement of Expectations • Position Description – Only a starting point! • Interpersonal/Personal • Relationships internal & external essential to success • Program Development • Planning, implementation and evaluation • Team/Team Leader • As a team member & team leader • Diversity/Cultural Competence • Creation of climate & development of sensitivity • Internally & externally • Educational Excellence & Teaching

6. Understanding & Agreement of Expectations - continued • Professional Development • Supervision • Staff management • Management • Unit management including leadership, employee development & unit productivity • Resource Identification/Development • Resources • Program management • Fiscal management • Public Relations

7. Conducting Effective Performance Reviews • Applies to 6, 12, & possibly 18 month progress reviews and annual EDS/PDS cycle • Open and on-going communication • Individual & team efforts • Clearly articulate expectations for behavior • Quarterly summary discussions with open & constructive attitude • Seek constructive feedback • Meaningful professional development planning

8. When Performance Improvement is Necessary • Determine Nature of Problem – Behavioral or Performance??? • Determine Appropriate Response - Developmental or Disciplinary???

9. Coaching & Mentoring MSUE Mentoring Program Objectives: • Develop a mentoring system that will support newer staff in their early career years as they join the Extension system. • Develop and maintain a mentoring system that supports the specific needs of County Extension Directors (CEDs) as they take on management and supervisory roles in the organization. • Create a mentoring system that addresses other role transitions that staff members make throughout their Extension career including assuming supervising roles. • Create a program that is beneficial to the mentor, the person being mentored and the organization, serving as a means to retain and transfer the organizational memory and culture of MSUE.

10. Coaching & Mentoring - continued MSUE Mentoring Program Objectives: • Design and sustain a system consistently utilized across Extension, so that all people at all levels can understand, easily tap into, and access the resources of the system. • Design a system that contributes to and enhances succession planning within MSUE, and encourages educators to consider administrative leadership roles such as county Extension director and regional Extension director. • Achieve organizational goal of greater diversity in the workforce. • Embrace all forms of mentoring / build a mentoring culture in MSU Extension. • Design a program that helps make the organizational culture of Extension transparent relative to its norms, values and expectations.

11. Corrective Action • Policy & Best Practice – Due Process • Academic: http://web1.msue.msu.edu/msuehandbook/disciplineacademic.htm (Policy Handout Included) • Non-Academic: http://web1.msue.msu.edu/msuehandbook/disciplinenonacademic.htm (Policy Handout Included)

12. Progressive Discipline • Communication • Documentation • Procedure - Non - Academic • Verbal Warning - Notification and warning to the employee. • Written Reprimand - Formal notification in writing to the employee. • Suspension - Loss of work and wages for a specified number of hours or days. • Discharge - termination of employment • Procedure - Academic • Performance Development Planning

13. Partially meets 3-month Performance Improvement Plan with regular, documented reviews Does not meet goals established in PIP Meets goals established in PIP Maintain employment; document accordingly; no pay increase Termination - four months’ notice for CE staff Partially Meets Rating - Academic Performance Level: Partially meets Partially meets Additional support to improve performance at the “partially meets” rating level. If, at the end of the initial PIP period established for “partially meets” performance rating, the employee meets most of the goals of the PIP, an additional PIP period may be established. Follow the schedule outlined for “Does Not Meet”.

14. Does not meet 3-month Performance Improvement Plan with regular, documented reviews Does not meet goals established in PIP Meets goals established in PIP Termination - four months’ notice for CE staff Maintain employment; document accordingly; no pay increase Does Not Meet Rating - Academic Performance Level: Does not meet Additional support to improve performance at the “does not meet” rating level. This chart is meant as a reference guide. Actions taken should be based on the details of the PDS document and relevant MSUE policies.

15. When Termination Becomes the Appropriate Solution • Failure to successfully complete performance development plan expectations • For Cause

16. For Cause Dismissal • You may be dismissed for incompetence, or for serious personal or professional misconduct, including, but not limited to, failure to carry out your assigned duties, theft or misuse of University property, acts of moral turpitude, insubordination, intellectual dishonesty, use of professional authority to exploit others, or violation of University rules and regulations. Prior to dismissal, your unit administrator shall confer with the dean/separately reporting director and Office of the Provost and provide you with written notice of the reason(s) for dismissal, projected date of dismissal and an opportunity to respond. Disciplinary action other than dismissal may be imposed after your unit administrator has conferred with the dean/separately reporting director and has provided you with written notice of the pending disciplinary action, reason(s) for the disciplinary action and an opportunity to respond. Upon dismissal or other disciplinary action, you will receive written notice of your right to file a grievance under applicable University grievance procedures.

17. Where to Seek Help • Your Regional Director* • Your RD may refer you to the following: • MSUE HR Manager • MSU HR • MSUE Associate Director’s and/or Director • CANR HR Mgr. may refer you to MSU Legal Counsel * See Communication Decision Tree – Field Based