Supervisor Information
This page provides useful information, guidance and links for supervisors.
General Information
Every other Monday supervisor approval of timesheets are due by NOON. Please review your employee timesheets for accurate time entry and leave use via Self Service prior to the NOON deadline. Questions regarding timesheets and/or approval process please contact Meaghan Walraven at meaghanwalraven@delta.edu.
As a supervisor you must be familiar with your responsibilities and know if your employees are classified as Category A as identified in the Bloodborne Pathogens Exposure Control Manual (see pg 14-16).
Consistent, systematic and centralized compensation procedures are necessary to ensure proper compensation administration. Issues regarding laws, nondiscrimination, equity, employee morale, internal control, IRS requirements and proper reporting are best addressed through documentation, implementation and enforcement of sound procedures. If you have any questions, please contact Human Resources.
In order to improve compensation and payroll systems, including internal control, the following guidelines have been approved:
-
- Payments to employees for any work-related purpose will be through payroll not accounts payable.
- No individual, including executive staff, has the authority to authorize payment to any employee without prior written approval from Human Resources and Finance.
- Payments to employees will not be processed if presented on a requisition form or any other form other than the Employee Compensation Form.
- All requests for payments to employees for compensation matters outside their normal position compensation must be submitted on the Employee Compensation Form and be approved by the supervisor, Finance and Human Resources before payment will be processed.
- All discussions concerning compensation and any offers of compensation to the recommended employee will be done by the Director of Human Resources or designee.
You may view your employees' ongoing leave balances via Self Service.
-
- Click Employment
- Employee
- Supervisor Employee Leave balance
- You’ll then notice a filter option populate on the page
- The first time you log in you’ll need to uncheck all boxes, and click ‘apply filters’ for your employee to populate. ‘Leave Balance’ selection is the only field we are utilizing on this page; we are not utilizing the leave request function of Self Service - please ignore.
-
- Click the employee’s name/gray bar to expand that employee and view their leave balances
- The leave type will be in rows, and multiple columns will populate. Please utilize the last column ‘Balance’ to see your employee’s available balance of leave time.
For further assistance in reviewing your employees' leave balances please contact Stephanie Kontranowski at stephaniekontranowsk@delta.edu
HR action forms are essential for maintaining accurate employee records by streamlining processes, ensuring compliance and providing a clear audit trail for various HR activities. Supervisors must submit an HR action form for the following actions:
-
- Hiring
- Termination/separation
- Title/department change
- Cost center change
Human Resources is often contacted about what documents should be included in an employee's "personnel file." The primary state law that governs personnel files in Michigan is the Bullard-Plawecki Right to Know Act. That law defines a "personnel record" to include any "record kept by the employer that identifies the employee, to the extent that the record is used or has been used, or may affect or be used relative to that employee's qualifications for employment, promotion, transfer, additional compensation, or disciplinary action." In other words, any document (including emails) that may affect or be used in connection with a prospective personnel action should be included in the employee's personnel file. Loose notes that a supervisor keeps for possible future reference need not be included. However, notes that are used as a basis for a personnel action or a supervisor's memo that is shared with others or that may affect an employment decision must be included.
Employee review of personnel records
As often as twice a year, an employee may inspect and review his or her personnel record, at a reasonable time, upon request via form. After such a review, the employee may obtain a copy of some or all of the record, in which case HR may charge actual copying costs.
Release of personnel records
The College may not divulge a disciplinary action document to a third party (other than a collective bargaining agent) without first giving the employee written notice by regular mail. Additionally, the College must review a personnel record before releasing information to a third party and, except when the release is ordered in a court action or arbitration, delete records of disciplinary action which are more than four years old. For employees covered by a collective bargaining agreement, there may be specific guidelines regarding how long disciplinary records may be kept in the personnel file.
This guide represents a summary and is not intended to address all aspects of law or College policy and procedures. If you have questions regarding personnel files, please contact the Director of Human Resources at 989-686-9546.
Performance Support Resources
The ADA prohibits employment discrimination against qualified individuals with disabilities. A qualified individual with a disability is: an individual with a disability who meets the skill, experience, education, and other job- related requirements of a position held or desired, and who with or without a reasonable accommodation, can perform the essential functions of a job.
An employer must make reasonable accommodation to the known “disability" of limitations of an otherwise qualified applicant or employee, unless the employer can demonstrate that the accommodation would impose an undue hardship. There is no duty to accommodate an individual who only meets the “regarded as” definition set forth below.
-
- Analyze the position to determine its purpose and essential functions
- Employee will usually initiate request for accommodation.
- Consult with the individual with the disability to find out his or her specific physical or mental abilities and limitations as they relate to the essential job functions.
- Determine whether additional documentation is needed
- Identify and assess possible accommodations.
- Consider the employees preferred accommodation.
Essential function: What you have to be able to do to achieve the desired results of your job. Why functions could be considered essential:
-
- The position exists to perform the function.
- There are a limited number of other employees available to perform the function, or among whom the function can be distributed.
- A function is highly specialized, and the person is hired for special expertise or ability to perform it.
Disability is defined as:
-
- A physical or mental impairment that substantially limits one or more of the major life activities;
- A record of such an impairment or;
- Being regarded as having an impairment That is not minor or transitory and lasts at least six months.
Examples of disabilities
Physical or mental impairment
Any physiological disorder, or condition, cosmetic disfigurement, or anatomical loss
affecting one or more of the following body systems; neurological, musculoskeletal,
special sense organs, respiratory, cardiovascular, reproductive, digestive, genito-urinary,
hemic and lymphatic, skin and endocrine, substance abuse (this does not include a
current, illegal abuser) or;
Any mental or psychological disorder, such as mental retardation, organic brain syndrome, emotional or mental illness, and specific learning disabilities.
Major life activity
Those basic activities that the average person can perform with little or no difficulty.
Functions such as caring for oneself, performing manual tasks, walking, seeing, hearing,
speaking, breathing, learning, and working.
Record or history of impairment
Persons who have a history of, or a record of having been misclassified as having
an impairment.
Regarded as having a substantially limiting impairment
This covers persons who have impairments that do not substantially limit major life
activities but are: treated by the employer as having such an impairment, it also
covers persons whose impairments are substantially limiting because of attitudes of
others toward the impairment; persons who have no impairments but are regarded as
having substantially limiting impairments.
Delta College is an equal opportunity educational institution/equal opportunity employer and complies with the guidelines of the Americans with Disabilities Act.
Contact the Director of Human Resources at 989-686-9546 when discipline (verbal or written) and/or termination issues arise to be certain consistent and legal processes are followed before written documentation is given to employees.
Telus* is a service available to all employees designed to help you with all of life's questions, issues or concerns. Keep this in service in mind when supporting your employees. See the Benefits page for more details.
The performance support journal is a tool that provides a written record of a supervisor’s attempts to provide supportive measures to an employee that is not consistently performing to the required standard. The record is imperative documentation to provide and/or have available for employee appraisals and/or HR disciplinary action.
For more guidance on how to use this tool, please contact humanresources@delta.edu.
Please note that following trainings are required for the designated employees. Supervisors should monitor employee progress and note, as necessary, in performance appraisals/evaluations.
-
- KnowBe4 Compliance Training (upon hire for ALL employees)
- NEO program (FT & PT regular employees)
- Mandated Reporters (ALL employees annually; new hires receive this training during NEO)
- Bloodborne Pathogens (Category A only, annually; new hires complete in KnowBe4)
- Annual professional development hours (FT – 12 hours; PT – 6 hours)
FAQs
Topic | HR Staff |
---|---|
ADA requests | Wendy Childs |
Appraisals/evaluations | Wendy Childs |
Discrimination complaints (Title IX/Equity) | Allie Martinez |
FMLA | Shannon Mehl (staff) Stephanie Kontranowski (faculty) |
Health insurance | Shannon Mehl (staff) Stephanie Kontranowski (faculty) |
Hiring compliance |
Darrin Johnson |
HR action forms | Meaghan Walraven |
Job descriptions | Meaghan Walraven |
Master schedule | Stephanie Kontranowski |
Maxient | Tonya Hafoka |
NEO program | Tonya Hafoka |
Performance issues/PIPs | Wendy Childs |
PIQs | Wendy Childs |
Policies/procedures | Shannon Mehl |
Professional development recommendations | Darrin Johnson Tonya Hafoka |
Recruitment | Holli Reinelt Darrin Johnson |
Stipend/course payment questions | Stephanie Kontranowski |
Student employee hiring | Holli Reinelt |
Systems access (LinkedIn Learning, Innovative Educators, eLearning, Maxient, PeopleAdmin) | Tonya Hafoka< |
Timesheets (staff and facilities) | Meaghan Walraven |
Unemployment | Shannon Mehl |
Workers Comp | Shannon Mehl |