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THE DIRECTOR

THE DIRECTOR. CONTRACT, AUTHORITY, PAY, DUTIES, PERFORMANCE APPRAISAL, JOB DESCRIPTION ISSUES. Job Description. Exempt Position ? Essential Functions ADA Duties: Day to Day Operations Programs Secretary to Board Budget/Financial. Description, Continued. Responsibility for Records

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THE DIRECTOR

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  1. THE DIRECTOR CONTRACT, AUTHORITY, PAY, DUTIES, PERFORMANCE APPRAISAL, JOB DESCRIPTION ISSUES

  2. Job Description • Exempt Position ? • Essential Functions • ADA • Duties: Day to Day Operations • Programs • Secretary to Board • Budget/Financial

  3. Description, Continued • Responsibility for Records • Knowledge, Skills and Abilities • Business, Regulations • Writing • Inspections • Supervision • Planning/coordination

  4. Minimum Qualifications • College Degree?? • Equivalent ?? • Valid Drivers’ License • Bondable • Insurable

  5. WHERE DO WE FIND HIM/HER • National Search • Regional • State • Within • Do we really want experienced person?

  6. Primary Decisions • Role of Board • Role of Director • Delegation of Duties • What Reports • What do I get involved in? • Issues: legal, insurance, effectiveness

  7. Controlling Documents • Bylaws • Job Description • Salary Comparability • Benefits • Contract ? ? • And the law

  8. Resume, Interview • Committee of Board? • Or Outside Source? • Narrowing down the field • Interviews: all or one? • Taking notes??? • Public record issues • ADA/interview issues

  9. Contract or Not?? • Advantages • Disadvantages • Problems • Enforcement • Who Pays???????

  10. Salary and Benefits • Sources for comparability • Experience • Central Office • Can we afford it? • Benefits • Be cautious of other employees’ reaction

  11. Hiring • Establish realistic start time • Probationary period ??? • Job Evaluation • Everification process • Drug testing

  12. Performance Appraisals • Discuss at beginning of employment • Handouts: forms and policy • All employees, but board only does ED

  13. Performance Appraisal is the process of: • Identifying, measuring and developing human performance in organizations. • An effective performance appraisal system must not only accurately measure current performance levels, but… • Must also contain mechanisms for reinforcing strengths, identifying weaknesses and providing feedback.

  14. Question: • Organizations have no choice regarding employee performance appraisal. • They only have a choice to appraise formally or informally. • Point is, all organizations appraise! • Agree or disagree?

  15. Successful Appraisals Require • Knowledgeable raters who have directly observed the employee’s work performance or work product and... • Who can rate without error or bias... • Using valid and reliable quantitative and qualitative performance measures.

  16. Documenting Non-Performance • First and foremost, DO IT! • Record the relevant facts. • Tell both sides. • Give all the details – who, what, when, where and why. • Review and follow PHA policy and practices. USE THE FORMS.

  17. Documentation, con’t • Consider who might read your report. • Don’t raise legal issues or draw legal conclusions. • Don’t label or use derogatory terms when referring to the employee. • Use plain English, not jargon.

  18. Process • Supervisors will review forms with the employee and will set goals for improved performance as required. • Data Processing will issue merit increase forms at least one month in advance of the due date. • Supervisors will use the completed forms to support awarding or denial of merit increase.

  19. Appraisal Tools • USE JOB DESCRIPTION FOR CATEGORIES FOR REVIEW OR OTHER AS MAY BE USED BY DEPARTMENT • WORK PERFORMANCE RECORDS • PERSONNEL FILE

  20. Conclusion • Working relationship essential • Coordination essential • Paperwork in advance • Be fair and informed • Everyone must know duties, responsibilities and expectations • Evaluate in a positive manner but remedy problems as they arise.

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