Manager's Toolkit

Manager's Toolkit

Dr. Houshmand’s goal is to create an environment where every employee wants to come to work every day. That attitude is not just important but essential if we are to reach the goals that have been set for Rowan University. Each of us must give Rowan University our best each and every day. Our managers are key to achieving that environment.

Please contact HR Training & Development (hrtraining@rowan.edu) with any questions.

Performance Management for Managers – This presentation will provide information regarding best practices for completing and delivering performance reviews, as well as explain Rowan’s Managerial Review process from a system/technical perspective.

Recruiting Effective Managers

Search Committee Training

Search Committee Certificates expire after one year. Access to candidate resumes cannot be granted without being certified. To complete the certification process or to renew your certificate, please follow the above steps to complete the required Search Committee Training. For questions or assistance, please contact Christy Mroz at X65494 or write to mroz@rowan.edu. 


To complete the training:
1. Log in to Self Service Banner
2. Select Employee
3. Select Professional Development
4. Select Search Committee Training
5. Watch video completely
6. Quickly click the confirm button
7. Receive confirmation e-mail of completion

Supervisor's Checklist When Hiring a New Employee
The checklist below serves as a great tool for making sure you are completing all necessary steps when hiring a new employee. The checklist will assist you throughout the entire hiring process, starting with completing new hire paperwork through 6 months after the employee has started. If you have any questions about specific steps on the checklist, please reference the bottom of the checklist for the appropriate contact information.

The form below is used to discuss and document goals with a New Hire. These goals are in addition to essential duties a manager must complete to be successful. The Managerial Review cycle runs from July 1 – June 30 each year. The new employee’s hire date will determine if this form should be utilized. For further questions, please contact HR Training and Development.

New Manager Orientation
The goal of this training series is to:
  • Provide guidance to new hire managerial employees and employees promoted into that employment class in regards to the Rowan organizational structure including understanding the responsibilities of specific departments & divisions
  • Connect them with specific Rowan tools, resources, and contact information
  • Facilitate understanding of their role as managers, especially in regards to Rowan policies and procedures

HR Module:

Training Content:
  • Leadership training, New Manager Orientation, Professional Development opportunities, Customized Training options, etc.
  • Performance Review Process & Systems: ePAR and Mgr. Rev. System
  • Receipt of Employee Grievances (non-Civil Service?), PIP process, Coaching
  • Workers’ Comp, Leave Procedures, FMLA, and NJ Sick Leave
  • Hiring Process for regular and hourly staff, Page Up 101, Reclassification Basics, & Probationary Reports for Civil Service employees
  • Independent Contractors, Electronic Forms, and Student Worker Hiring Practices
  • Union Contracts/Labor Relations: Discipline, Grievances, Civil Service rules, etc.

IRT Module:

Training Content:

  • IRT Policies
  • Network Accounts
  • Data Types
  • Security Best Practices
  • Onboarding Employees
  • Getting Project Help From IRT
  • Support Services
Performance Evaluation

To access the managerial form, log into Self-Service Banner.

  • Select "Employee"
  • Click on Employee Dashboard
  • Click Manager Employee Menu in the bottom right hand corner
  • Select "Managerial Review Form"

The timeline for the 2024 Managerial Performance Review process is listed below:

June 1 – June 30, 2024 – Supervisors of Managerial Employees complete Department/Division Goals and Managerial employees complete self-evaluations by completing the following areas:

Part 1 – Self Evaluation

Part 2 – General Job Duties

Part 3 – Individual Goals/Performance Objectives for Last Evaluation Period

Part 5 – New individual Goals/Objectives

Part 7 – Leadership Competencies

Managerial employees must complete and submit their portion of the evaluation process by June 30th.

Please note: Supervisors can begin reviews once the employee has submitted their self-evaluation.

 

July 1 – August 9, 2024 – Supervisors finish the evaluations, review them with the Division Heads (if applicable), and hold meetings with direct reports. Supervisors must complete the following areas:

Part 2 – General Job Duties – provide a rating and comments

Part 3 – Individual Goals/Performance Objectives for Last Evaluation Period

Part 4 – Department/Division Goals/Performance Objectives – should be completed in early to mid-June (if applicable)

Part 5 – New Individual Goals/Objectives – review for discussion/recommendations for edits with your direct report(s)

Part 6 – Overall Assessment/Rating – provide a rating and comments

Part 7 – Leadership Competencies – only if edits are needed

August 31 – Last day to finalize all signatures for the reviews (Part 8)

Performance Feedback

Performance Feedback Forms

Best Practices for Remote Work for Managers

Managing remote employees boils down to two elements: Connection and Collaboration. Review the below tips and guidelines for ensuring success remote work within your team.

Be responsive and available.

Communication lag can be counter-productive for remote employees' efficiency. Receiving a response to an inquiry in a timely fashion encourages employees to remain focus and on task. Make sure everyone on your team knows how to reach you when an issue is time-sensitive.

Recognize achievements.

Remember to write a specific "good job" email to staff whose work you'd otherwise acknowledge casually in the office. You can also call out their achievement in your department conference calls.

Make communication a top priority.

You need to make sure pertinent information is easily (and frequently) communicated. Don't rely solely on email to stay in touch with remote members of your team. Set up frequent meetings with each employee to touch base and keep the connection strong. Consider conference calls for team discussions instead of only one-on-one calls.

Be clear about your expectations.

To avoid any misconceptions, make sure every remote worker knows what you expect of them. If employees need to be punctual and always available during work hours, make that crystal clear. If you are more flexible and focused on results rather than specific times of day work is occurring, let your staff know.

Spell out deliverables and goals.

Teams that suddenly change work patterns (particularly moving from co-located to virtual) need to rethink how to accomplish their tasks and ensure that essential duties and goals are met.

Include all your remote workers in meetings, whether strategic or planning, and make sure they're aware of updates as well as the big picture. It will also help them prioritize work and manage their time. All members of your team should know what deliverables they and the team are working towards and how these deliverables will be met.

Keep in contact daily, but don't micromanage.

Let your staff know how and when they can reach you throughout the workday. Remember, team members who are off-site won't be able to swing by your office to ask questions or get feedback.

Hold regular check-ins.

Schedule a daily or weekly check-in meeting to ensure all tasks and deliverables are on schedule and any issues are addressed.

Perhaps you want a weekly email update from each member of your team, or you may prefer that people update a master spreadsheet of projects. Figure out what works for you, and make sure everyone knows.

Resources

Documentation & Disciplinary Guidelines for Represented Employees

Please consult with the Office of Employee Equity (oee@rowan.edu) for any questions regarding disciplinary guidelines.