University of Wisconsin–Madison

Manager Toolkit

Recruitment and Hiring

When you need to hire a new employee, you will complete the recruitment process to fill the vacant position. When you have a vacancy, work directly with your HR office to navigate this process. Prepare to meet with HR by considering the following:

  • For a replacement position, review the current position description and determine if any responsibilities need to be adjusted
  • For a new position, prepare to describe the responsibilities of the position
  • Consider your availability to onboard a new employee and set a realistic timeline

Recruitment Toolkit

Onboarding

You play a tremendously important part in supporting new hires as they transition into their roles on your team. A positive onboarding experience for new employees strengthens their commitment to the university and reinforces the new employee’s choice to work with you. Consult with your HR office to learn more about your unit’s onboarding program and your specific role. Also, be mindful of the following tips to contribute to a positive onboarding experience:

  • Prepare for your new employee by planning time in your schedule and working with your unit’s onboarding coordinator to understand your responsibilities.
  • Welcome your new employee and make yourself available for questions and guidance.
  • Check-infrequently to provide support and connections.

Onboarding Toolkit

Information for New Employees

Performance Management

Engage in frequent informal conversations about performance

These informal conversations can be part of your regular check-ins or done at other times. During these conversations, you are to provide coaching, support, and feedback to employees about their work, developmental needs, and accomplishments. These informal interactions pave the way for formal, documented performance reviews.

Communicate expectations and collaborate on goals

When a new employee begins work with your team, and ongoing after that, your role is to communicate behavior and performance expectations. Aligning expectations and ensuring understanding is key to strengthening individual engagement and team success. You will also work with your employees to set annual goals and provide support to help them achieve their goals.

Address performance challenges

As a supervisor, you need to be prepared to address performance challenges. Making performance conversations a regular part of your interaction with employees will allow you to identify potential performance problems and respond efficiently. To address challenges, you should consult with your department or division human resources personnel to discuss formal and informal ways to support the employee in order to improve performance. Don’t ignore the problems – consult with HR early and often when you have an employee who is struggling.

Conduct Formal Performance Management Conversations

In general, the policy requires a:

  • Documented conversation regarding expectations and goals with each new employee within 30 days of their start
  • Documented mid-point conversation with each employee –conducted half-way through the performance period –that includes feedback and indicates whether the employee is meeting expectations
  • Documented annual summary conversation with each employee that includes discussion of goals, accomplishments and development needs, and indicates whether the employee is meeting expectations

Performance Management Guidance for COVID-19

Performance Management Policy

Performance Management and Development Program (PMDP)

Performance Management Toolkit

Recognition and Rewards

More information about employee recognition and rewards will be made available as the Title and Total Compensation (TTC) Project progresses.

Leave and Accommodations

Standard Leave

Other Leave

Sometimes an employee will need a modification to their job because of a disability or will need to take a specific type of leave. An employee can request a disability accommodation and/or request leave related to a serious health condition, birth of a child, or military-related leave, among others. Your responsibility as a supervisor is to recognize when an employee may have a need like this and connect that employee to the Divisional Disability Representative (DDR) in your HR office.

Extended or Special Leave and Accommodations

Sometimes an employee will need a modification to their job because of a disability or will need to take a specific type of leave. An employee can request a disability accommodation and/or request leave related to a serious health condition, birth of a child, or military-related leave, among others. Your responsibility as a supervisor is to recognize when an employee may have a need like this and connect that employee to the Divisional Disability Representative (DDR) in your HR office.