Conservation DistrictsConservation Districts Supervisor Accreditation Supervisor Accreditation

Module 9:Module 9:

Employer/Employee Employer/Employee RelationsRelations

What you’ll learn in this module:What you’ll learn in this module:

What are the roles of the board of What are the roles of the board of supervisors in managing the work of the supervisors in managing the work of the district staff?district staff?

Who should manage the day-to-day work of Who should manage the day-to-day work of the district staff?the district staff?

How does the district’s long range planning How does the district’s long range planning affect the work of the district staff?affect the work of the district staff?

How can supervisors get the “best” from their How can supervisors get the “best” from their paid staff?paid staff?

First Role of SupervisorsFirst Role of Supervisors

Roles of supervisors, district manager, and Roles of supervisors, district manager, and other staff must be clearly defined for other staff must be clearly defined for district work to flow smoothly and efficiently. district work to flow smoothly and efficiently.

Develop a well organized Plan of Action that Develop a well organized Plan of Action that spells out expected activities of the spells out expected activities of the manager and staff and include timelines manager and staff and include timelines and expectations of the quality of the work and expectations of the quality of the work expected. expected.

First Role of Supervisors First Role of Supervisors (cont.)(cont.)

The Plan of Action is a detailed work plan The Plan of Action is a detailed work plan taken from the district’s long range plan, taken from the district’s long range plan, usually prepared one year in advance to usually prepared one year in advance to include:include: a list of key goals;a list of key goals; activities to be completed under each goal;activities to be completed under each goal; a listing of the person/persons responsible to a listing of the person/persons responsible to

carry out the activity;carry out the activity; a timeline for completion; and a timeline for completion; and expectations of the quality of the work.expectations of the quality of the work.

Second Role of SupervisorsSecond Role of Supervisors To assure good employer/employee To assure good employer/employee

relations, supervisors need to communicate relations, supervisors need to communicate a clear message to the manager and staff a clear message to the manager and staff regarding the chain of command.regarding the chain of command.

In leading the activities of the district, In leading the activities of the district, supervisors must establish a sense of trust supervisors must establish a sense of trust in their district manager and authorize in their district manager and authorize him/her to supervise, make work him/her to supervise, make work assignments, and evaluate the work of assignments, and evaluate the work of other staff.other staff.

Second Role of Supervisors Second Role of Supervisors (cont.)(cont.)

In authorizing the manager to supervise the In authorizing the manager to supervise the staff, supervisors must agree, as a team, staff, supervisors must agree, as a team, how the management will be carried out.how the management will be carried out.

Individual supervisors must then be willing Individual supervisors must then be willing to step away from the day-to-day conflicts to step away from the day-to-day conflicts that may occur and always follow the chain that may occur and always follow the chain of command that they themselves have set. of command that they themselves have set.

Third Role of SupervisorsThird Role of Supervisors

As leaders of the districts operations, the As leaders of the districts operations, the board must provide clear, timely, specific board must provide clear, timely, specific feedback on the performance of the district feedback on the performance of the district manager.manager.

Supervisors must assure that the manager Supervisors must assure that the manager is providing clear, timely, specific feedback is providing clear, timely, specific feedback to the district staff. to the district staff.

Third Role of Supervisors Third Role of Supervisors (cont.)(cont.)

Problems in employer/employee relations Problems in employer/employee relations occur when:occur when: Supervisors don’t act together, but give individual Supervisors don’t act together, but give individual

messages to the manager and/or staff;messages to the manager and/or staff; Individual supervisors don’t follow the established Individual supervisors don’t follow the established

chain of command in assigning work duties;chain of command in assigning work duties; District supervisors don’t send clear messages District supervisors don’t send clear messages

about work priorities and expectations of about work priorities and expectations of performance to the manager;performance to the manager;

District supervisors fail to follow their adopted District supervisors fail to follow their adopted long range plan.long range plan.

Long Range Planning is Key to Long Range Planning is Key to District SuccessDistrict Success

Employer/Employee problems most Employer/Employee problems most commonly occur because of unclear roles commonly occur because of unclear roles and expectations. and expectations.

Employees must understand their role and Employees must understand their role and the role of the supervisors in order to do the role of the supervisors in order to do their best work for the district. their best work for the district.

Clarity of roles and expectations is best Clarity of roles and expectations is best achieved in the completion of a well-achieved in the completion of a well-defined district Long Range Plan.defined district Long Range Plan.

Long Range Planning is Key to Long Range Planning is Key to District Success District Success (cont.)(cont.)

Supervisors must send a clear message to Supervisors must send a clear message to the manager and staff outlining the role they the manager and staff outlining the role they wish to play in the decision making and wish to play in the decision making and planning processes of the district. planning processes of the district.

Clearly defined leadership, management, Clearly defined leadership, management, and staff roles and responsibilities leads to and staff roles and responsibilities leads to an effective district team that meets the an effective district team that meets the identified goals and objectives of the district. identified goals and objectives of the district.

Roles of District StaffRoles of District Staff Implement policies and activities as Implement policies and activities as

directed and approved by the boarddirected and approved by the board Recommend board action on district Recommend board action on district

business as appropriate, advise the board business as appropriate, advise the board on issues, projects, budgets and any other on issues, projects, budgets and any other matters as necessary or requestedmatters as necessary or requested

Report to the board, residents of the Report to the board, residents of the district and state agencies on a regular district and state agencies on a regular basis about district activities, meetings and basis about district activities, meetings and events.events.

Roles of District StaffRoles of District Staff

District staff perform much of District staff perform much of the day-to-day work of the the day-to-day work of the district. They maintain the district. They maintain the district office, assist the board, district office, assist the board, landowners and managers and landowners and managers and the general public with the general public with information, project assistance information, project assistance and access to resources.and access to resources.

Getting the “Best” From EmployeesGetting the “Best” From Employees

District supervisors:District supervisors: Be well preparedBe well prepared Have planned meeting agendas and stick to Have planned meeting agendas and stick to

themthem Encourage input from staffEncourage input from staff Be fair in providing the manager and staff clear Be fair in providing the manager and staff clear

signals about what you expect and when you signals about what you expect and when you expect completionexpect completion

Follow up on issues presented by the staff, Follow up on issues presented by the staff, providing additional information to the staff providing additional information to the staff quickly.quickly.

Getting the “Best” From EmployeesGetting the “Best” From Employees

District managers:District managers: Actively listen and respond to your staff’s Actively listen and respond to your staff’s

needs.needs. Be an active partner in the group planning Be an active partner in the group planning

process with your staff.process with your staff. Don’t “blame” decisions on the board- instead Don’t “blame” decisions on the board- instead

try to help staff understand why the board has try to help staff understand why the board has taken a planned course of action.taken a planned course of action.

Getting the “Best” From EmployeesGetting the “Best” From Employees

District managers:District managers: Encourage staff to always follow the chain of Encourage staff to always follow the chain of

command – if they are asked to complete command – if they are asked to complete tasks directly by an individual supervisor tasks directly by an individual supervisor outside their planned work, ask that they outside their planned work, ask that they encourage the supervisor to assign the new encourage the supervisor to assign the new work through the manager.work through the manager.

Give feedback clearly and often – give credit Give feedback clearly and often – give credit to your staff at every opportunity. to your staff at every opportunity.

Effective Leaders must:Effective Leaders must:

Be tolerant of new ideas and different viewpoints. Be tolerant of new ideas and different viewpoints. Enable others to do their best for the district and Enable others to do their best for the district and

the community.the community. Keep it simple. Keep it simple. Follow the mission statement so others can easily Follow the mission statement so others can easily

see the goals and effects of what you’re doing.see the goals and effects of what you’re doing. Set a good example for others.Set a good example for others. Be the kind of person others look to for help and Be the kind of person others look to for help and

guidance.guidance.

InIneffective Leaders create:effective Leaders create:

Supervisors and staff who can’t explain Supervisors and staff who can’t explain what their role is or why they’re doing what what their role is or why they’re doing what they’re doing.they’re doing.

Supervisors and staff who don’t participate Supervisors and staff who don’t participate and/or don’t seem to care.and/or don’t seem to care.

Atmosphere where gossip or personalities Atmosphere where gossip or personalities are more important than getting the job are more important than getting the job done. done.

Principle Responsibilities of Principle Responsibilities of Personnel ManagementPersonnel Management

Develop written personnel policiesDevelop written personnel policies Ensure personnel policies and decisions are Ensure personnel policies and decisions are

based on merit principlesbased on merit principles Ensure personnel management is conducted Ensure personnel management is conducted

according to written policyaccording to written policy Be certain personnel policies are adequate Be certain personnel policies are adequate

and current.and current. Conduct annual performance evaluations for Conduct annual performance evaluations for

all employeesall employees See that employees are well trainedSee that employees are well trained

State Conservation AgencyState Conservation Agency

By law, state soil and water conservation By law, state soil and water conservation agencies are responsible for providing agencies are responsible for providing administrative support to districts. This administrative support to districts. This includes personnel management advice includes personnel management advice and counsel. and counsel.

Administrative SupervisionAdministrative Supervision

District board members should be responsible District board members should be responsible for the administrative supervision of their for the administrative supervision of their personnel. personnel. Ensure district employees understand policiesEnsure district employees understand policies Develop job descriptions that match current dutiesDevelop job descriptions that match current duties Establish a work scheduleEstablish a work schedule Set priority of workSet priority of work Determine training needs, provide it and follow upDetermine training needs, provide it and follow up Review and evaluate performanceReview and evaluate performance

Administrative SupervisionAdministrative Supervision Consider and approve pay increases Consider and approve pay increases

commensurate with duties performedcommensurate with duties performed Authorize employees to attend meetingsAuthorize employees to attend meetings Approve leave, vacation time, holidays and Approve leave, vacation time, holidays and

other fringe benefitsother fringe benefits Commend exceptional workCommend exceptional work Respond to employee grievancesRespond to employee grievances Maintain satisfactory working conditionsMaintain satisfactory working conditions Decide disciplinary actions if necessaryDecide disciplinary actions if necessary

Written PolicyWritten Policy Numerous personnel management Numerous personnel management

problems can be avoided if the district problems can be avoided if the district establishes written personnel policies. establishes written personnel policies.

Once the board has written personnel Once the board has written personnel rules and procedures, these policies rules and procedures, these policies should be provided to all employees. should be provided to all employees.

A Draft Policy Manual for SD Conservation A Draft Policy Manual for SD Conservation Districts has been developed for use and Districts has been developed for use and consideration by all districts in the state. consideration by all districts in the state.

SummarySummary District supervisors should develop a work District supervisors should develop a work

plan based on their Long Range Plan, with plan based on their Long Range Plan, with responsibilities, timelines, and criteria for responsibilities, timelines, and criteria for success clearly outlined. The Long Range success clearly outlined. The Long Range Plan is key to good employer/employee Plan is key to good employer/employee relations. relations.

District managers should receive a clear District managers should receive a clear message from the board about the chain of message from the board about the chain of command, authorizing the manager to command, authorizing the manager to supervise staff and be the liaison between supervise staff and be the liaison between the staff and board. the staff and board.

SummarySummary Problems in employer/employee relations Problems in employer/employee relations

occur in an environment of misunderstanding, occur in an environment of misunderstanding, mistrust, and secrecy. District staff must mistrust, and secrecy. District staff must understand their duties and responsibilities. understand their duties and responsibilities. They must have the ability to communicate They must have the ability to communicate with the manager and supervisors to clarify with the manager and supervisors to clarify tasks and expectations.tasks and expectations.

Getting the best from employees requires Getting the best from employees requires knowledge and consideration from district knowledge and consideration from district managers and supervisors. Positive action managers and supervisors. Positive action and attitudes help encourage staff to produce. and attitudes help encourage staff to produce.

SummarySummary Effective leaders:Effective leaders:

are tolerant of new ideas are tolerant of new ideas Follow the mission statementFollow the mission statement Set a good example for othersSet a good example for others

Ineffective Leaders create:Ineffective Leaders create: Supervisors staff who can’t explain what their Supervisors staff who can’t explain what their

rolerole Supervisors and staff who don’t seem to careSupervisors and staff who don’t seem to care Atmosphere of gossip and personality conflictsAtmosphere of gossip and personality conflicts

SummarySummary Supervisors are responsible to:Supervisors are responsible to:

Develop a written personnel policy Develop a written personnel policy Conduct annual performance evaluations Conduct annual performance evaluations See that employees are well trainedSee that employees are well trained

District board members should:District board members should: Ensure employees understand policiesEnsure employees understand policies Develop job descriptionsDevelop job descriptions Set work priorities and determine training needsSet work priorities and determine training needs Provide appropriate pay and commend exceptional workProvide appropriate pay and commend exceptional work Approve leave, vacation time, holidays and other fringe Approve leave, vacation time, holidays and other fringe

benefitsbenefits Respond to employee grievances and decide on any Respond to employee grievances and decide on any

disciplinary actions if needed. disciplinary actions if needed.

Resources AvailableResources AvailableResource AvailableResource Available Where to Find ItWhere to Find It

South Dakota Codified Laws South Dakota Codified Laws (Chapters 38-7, 38-8 and 38-8A) and (Chapters 38-7, 38-8 and 38-8A) and Administrative Rules (Article 12:03)Administrative Rules (Article 12:03)

Located in each conservation district Located in each conservation district office or the Resource Conservation office or the Resource Conservation and Forestry (RC&F) officeand Forestry (RC&F) office

Handbook for South Dakota Handbook for South Dakota Conservation District SupervisorsConservation District Supervisors

Located in each conservation district Located in each conservation district office and each supervisor should office and each supervisor should have a copy for personal usehave a copy for personal use

South Dakota Conservation District South Dakota Conservation District Employees HandbookEmployees Handbook

Located in each conservation district Located in each conservation district officeoffice

Conservation District Accounting Conservation District Accounting ManualManual

Located in each conservation district Located in each conservation district office or the RC&F officeoffice or the RC&F office

Coordinated Plan for Natural Coordinated Plan for Natural Resources ConservationResources Conservation

Located in each conservation district Located in each conservation district office or the RC&F officeoffice or the RC&F office

www.state.sd.us/doa/forestrywww.sdconservation.orgwww.nacdnet.org