This document discusses strategies for improving employee engagement at all stages of employment from hiring to onboarding to performance management. It first defines engagement as enabling employees to want to continuously perform at a high level for the organization's success. It then outlines the three types of employees: engaged, non-engaged, and actively disengaged. The rest of the document provides tips for supervisors regarding position descriptions, recruitment, interviewing, hiring, and onboarding new employees.

1. From Beginning to End
and In-Between
Making a positive impact on employee engagement
at every stage of the employment cycle

2. What is engagement?
Engagement is the process of leading people
by enabling them to want to do whatever is
necessary to ensure the continuous high
performance and success of the organization.
Scarlett Surveys International

3. 3. Actively Disengaged:
employees aren’t just unhappy at
work: they’re busy acting out
their unhappiness. Every day,
these workers undermine what
their engaged coworkers
accomplish.
The Three Types of Employees
1. Engaged: Employees work with
passion and feel a profound
connection to their company.
They drive innovation and move
the organization forward.
2. Non Engaged: Employees are
essentially “checked out.”
They’re sleepwalking through
their workday, putting time—but
not energy or passion—into their
work.

6. Supervisors are
…when it comes to employee

7. STEPS OF THE PERFORMANCE MANAGEMENT
PROCESS:

8. Position Descriptions
• Importance of accurate PD’s – are you sure you
know what you are looking for?
• Beware of the pendulum effect

9. Why diversity matters – not just a
federal obligation

10. • Hiring the right person is the most important
thing we do as supervisors
• It’s less costly to have a vacant position than
to hire the wrong person
• Get the right people on the bus…and in the
right seats

11. • Where to find step-by-step recruitment
instructions:
– Office of Human Resources Website under “Policies
and Procedures”
http://www.stcloudstate.edu/humanresources/policies/default.asp
– Also “Employment Procedures and Practices”
website
http://www.stcloudstate.edu/employeeprocedures/default.asp#foreward

12. • Distribute job announcements to unit
employees requesting referrals
• Make personal contacts
• Network to recruit passive job seekers
• Advertise in trade journals and
professional associations
• Consult with HR or EAA on other strategies
to reach your target audience

13. • Understand the skills, education and experiences that are
essential to success in the position
• Be honest about the nature/environment of the job
• Do not make assumptions…people will surprise you
• Real life exercises can be helpful…think outside of the normal
formal Q&A structure
• Ask open-ended and behavior-based questions
• Get perspectives from others who have a stake
in the hire
• Make candidates as comfortable as possible
during the interview

14. • Keep an open mind
• Be conscientious of the impression that you give
candidates of the university
– Give candidates an opportunity to ask questions…this is
their interview too
• Take good notes
• Check references
– Speak with candidates’ current and former supervisors
– Think carefully about the questions you want to ask
– Be sensitive to candidates – inform them when/who you
plan to interview

15. • Follow up with non-selected individuals
• Announce the appointment
• Assess your work environment - prepare the current
office staff for the new employee’s arrival (get them
excited)
• Review the SCSU Supervisor Checklist

16. • More than the I-9 and W-4
• Ensure space/resources are
set up for Day 1
• Block off time in your
schedule Week 1 to spend
with your new hire
• Have a plan for important
professional development
activities and ensure that
the employee has sufficient
time to complete training