PASFAA CONFERENCE

October 25, 20112:15pmSheraton, Station Square

Presentation

Student Employment Best Practices

• Pati Kravetz, Associate Director, Experiential Learning and Student Employment, Career Center

• Elaine Taillon, Associate Director of Student

Financial Aid, Enrollment Services

AgendaIntroduction

Best Practices, Part 1: The Essential Steps

1. Treat Jobs as Real Jobs 5. Policies & Guidelines2. Know the Student Population 6. Training & Orientation3. Create and Post Jobs 7. Effective Supervising4. Hiring & Payroll 8. Performance Review & Feedback

Best Practices,

Part 2: Making the Connection

1. Learning is Essential2. Desired Compentencies3. Encourage Reflection4. Strive for Engagement

Federal Work Study Program, Part 31.Program Participation Agreement (PPA)2.Transfer of Funds3.Carry Forward/ Carry Back4.Federal Share Limitation5.FWS/FCS at Carnegie Mellon6.NSEA SEE Training

Introduction

Preparing students for the future

A college education is an experience like no other. Part of this education includes preparing students to apply that experience in ways that will lead to successful and fulfilling professional lives after graduation. A natural place for this preparation is through student employment and you, the supervisor, are an important part of this.

This Student Employment Best Practices guide will equip student employee supervisors with the essentials for creating and developing a quality on and off campus student employment program.

Best Practices, Part 1

The Essentials

1. Treat Student Jobs as Real JobsFACT:

Working on campus is the #2 activity that college students participate in, second only to attending classes.

Make student employment a high impact activity by focusing on more than just the work product.

Experiential Learning – Apply academic knowledge through hands-on experiences in the work place.

Professional Development opportunities to develop and enhance skills and competencies.

Engagement with campus life and the institution.

2. Know the Student PopulationMillenials (1982-2002) Collaborative team work Achievement driven Want meaningful work and NEED feedback

Communication Variations Language (international) Expression

Students with Disabilities Undetectable Limitations

Students with Psychological Issues Depression, anxiety, stress, etc.

3. Create & Post Job

• All jobs should be posted to ensure equal opportunity for all eligible students

• The job title should accurately reflect the job

• Job descriptions should:

Be current and state the job duties, hours, pay rate, qualifications, and have learning objectives

• Serve as a communication device between the employer and employee.

• Once the job is filled, the posting should be removed

• All applicants should be contacted regarding hiring decisions.

4. Hiring & Payroll: Job Application• All applicants should complete, sign, and date a job application.

• The job application should be referred to during the interview process along with the job description and the resume

• The interviewer should ask the same questions of all applicants

Hiring & Payroll: Interviewing Questions should be job related or about work experience

Questions can be about working style and characteristics

Be prepared with a list of questions to ask of all candidates

Conduct the interview in a quiet, private space

Give an accurate perspective of your office and the job

Leave time for questions

Give a time frame when a hiring decision is to be made

Hiring & Payroll

Formally offer the job to the student, either in person or by email

Clearly define pay rate, work schedule and expectations

If hiring a new student employee, instruct student to complete an I-9 form and W-4 form

Explain your Payroll Systems options (i.e. Direct deposit, check etc)

PA 30-New beginning January 2012 (EIT collection)

Hiring & Payroll: Statement of Confidentiality Agreement

– A Statement of Confidentiality form should be signed by all employees and be on file in the office where the student works.

– This form states that students may not share or disclose any confidential information or records, whether it be seen or heard while at work. It also states that violation of this agreement results in immediate dismissal.

Hiring & Payroll: Personnel FileA personnel file should be kept for all student employees in the hiring

department’s office.

– It should include the following: Application Written or emailed offer letter Resume (if submitted) Confidentiality Agreement Statement of Understanding form Performance reviews and evaluations

– The following documents are maintained separately in Payroll: W-4 form I-9 form and supporting documentation Payroll deduction or Direct Deposit forms

5. Policies & Guidelines

Be aware of your University's policies, procedures and statements:

1. Student Employee Eligibility (work-study/non work-study, student status, work periods)

2. EEO/AA Policy

3. Sexual Harassment Policy and training

4. On-the-job-injuries

5. FERPA

6. Verification of Employment / Getting or giving References

6. Training & Orientation Professional expectations of student employees

Define mission of department or program

Communicate job responsibilities (have copy of job description)

Discuss training schedule

Introduce faculty, staff, and other student employees

Provide office tour

– -- Clarify off-limits space(s)

– -- Present overview of departmental or program and student

employment policies

Training Session Engage students in the learning process (interactive)

Deliver consistent job training

-- Job Specific

-- Office specific

Discuss departmental or program policies

-- Attendance

-- Scheduling

-- Dress Code

-- Timesheets - when due and how to complete

Review evaluation process

Outline what constitutes termination

On-Going Training Keeps the work place current

Improves and sustains student employee performance

Creates specialized training -- as necessary

Addresses specific topics such as:

-- Diversity

-- Sensitivity

-- Confidentiality

7. Effective Supervising Models professional behavior in the work place

Ensures a high quality work experience

Communicates with students at their level and ways in which they respond best (ex. Facebook, email, twitter, blog)

Provides students with “big picture” of the departments’ mission and the importance of their role

Provides appropriate oversight and feedback

Addresses problems as they arise

Acts as a mentor and motivator

Reasons Student Employees Leave

Find more satisfying/career related employment

Unclear policies and expectations

Lack of training

Heavy coursework obligations

No recognition

Increase in pay elsewhere

8. Performance Review & Feedback

Should be done once per year. A copy should be given to student and a copy should be placed into their department personnel file.

It should be used as a positive and effective means for communication between the employer and employee.

Both the student and the supervisor should discuss the evaluation results and formulate goals for the future.

NOTE: This is confidential information and should be kept in a secure location.

Progressive DisciplineThe Discipline Process

1. Constructive feedback

Provide counseling to improve work

Offer additional training

2. Verbal Warning

3. Written Warning

4. Termination, if necessary

Reasons to Terminate Excessive absence or tardiness

Refusing to fulfill job responsibilities

Violation of code of student conduct

» -- Forging payroll or timesheet records

» -- Breach of confidentiality agreement

Termination Protocol

Best Practices, Part 2Making the Connection

1. A Learning & Professional Development Opportunity

Development and growth central to the student experience

Set Mutual Goals & Desired Competencies

Experiential Learning Focus -- transformation of the experience

Add Learning Outcomes to guide the experience

Example: Career Peer Mentors at Carnegie Mellon CPDC

2. Desired Competencies

InterpersonalCustomer Service, Conflict Resolution, Teamwork

Communication (verbal and non-verbal)Instructing, Presenting, Writing, Email

LeadershipDecision Making, Delegating, Supervising

OrganizationalTime Management, Multitasking, Planning

3. Encourage Reflection

Qualifies the student employment experience through the student’s pre-determined objectives:

1. Knowledge Objectives

2. Skill Objectives

3. Values Objectives

Student ReflectionKnowledge Objectives

“What do you hope to learn from your student employment experience?”

Skills Objectives“What skills do you hope to acquire or strengthen through training, practice, and

observation as a student employee?”

Values Objectives“What personal values, commitments or assumptions do you hope to explore,

deepen, or clarify through your student employment experience?”

Student Reflection ExampleExample: Undergraduate Student Design Major

Knowledge Objectives“I want to apply my design skills to real projects to include in my portfolio of work.”

Skills Objectives“I want to learn to work with clients.”

Values Objectives“Can I succeed as both an individual designer and as a member of a team?”

4. Keys to Engagement Effective Management: Fair and consistent treatment of student staff

Two-way Communication: Evaluation and Feedback

Clear Policies and Practices: Expectations and Performance

Motivation

– -- Student Recognition Programs (ex. Student Employee of the Year, Student Employee Appreciation Lunch)

– -- Solicit student ideas and recommendations

– -- Include students in office celebrations

– -- Provide opportunities for advancement

The Federal Work-Study Program

1. Program Participation Agreement (PPA) Requirements

2. Transfer of Funds

3. Carry Forward/Carry Back

4. Federal Share Limitation

5. Federal Work-Study and Federal Community Service Programs at Carnegie Mellon University

6. NSEA Student Employment Essentials(SEE) Training

Program Participation Agreement (PPA)Requirements:

Under the Program Participation Agreement, schools participating in the Federal Work-Study (FWS) Program must:

• Make FWS employment reasonably available, to the extent of available funds, to all eligible students;

• Award FWS employment, to the maximum extent practicable, that will complement and reinforce each recipient’s educational program or career goals;

• Assure that FWS employment may be used to support programs for supportive services to students with disabilities; and

• Inform all eligible students of the opportunity to perform community services and consult with local nonprofit, government, and community-based organizations to identify those opportunities.

Transfer of FundsFWS transfer to FSEOG• Up to 25% of your gross FWS allocation can be transferred to

your FSEOG allocation.

FWS transfer to Perkins• Up to 25% of your FWS allocation can be transferred to your

Perkins Loan allocation.

Note: The maximum total transfer of FWS funds to FSEOG and/or Perkins is 25%.

FSEOG transfer to FWS• Up to 25% of your FSEOG allocation can be transferred to your

FWS allocation.

Carry Forward• Your school may carry forward up to 10% of the current award

year’s allocation to the following award year.

Carry Back• Your school may also carry back up to 10% of the current award

year’s allocation to expenses incurred in the previous award year.

Limitations– Transferring FWS funds to FSEOG;– Federal share of wages in private for-profit sector jobs;– Job Location and Development (JLD) program.

Carry Forward/ Carry Back

Federal Share Limitations• Maximum of 75% of a students wages in

general• Exceptions:

• 50% for students working for a private for-profit organization.

• 100% for students:• performing civic education and participation in

community service projects• Reading and math tutors for pre-school or elementary

school children• Math tutors for students through the 9th grade• Family Literacy activities that provides services to

preschool or elementary age children.

• 90% for students:• Employed at a private nonprofit organization or a

federal, state, or local public agency, not including the school itself.

• The school does not own or operate or control the organization. The school must keep a signed statement on file signed by both the agency and school they have no such relationship.

• Family Literacy activities that provides services to preschool or elementary age children.

• The school selects the organization on a case by case basis and the selection is done by the school’s normal process of selecting potential employers.

• The organization or agency must be unable to pay the non-federal share and must keep on file a letter from an official of the agency stating such.

• The 90% federal share is limited to no more than 10% of the students paid under the FWS program. The 10% is calculated using the total number of FWS students paid during the current award year. Reading, Math and Family Literacy students are exempt from the 10% limitation.

Non Federal Share of FWS earnings

• Must be at least 25% except as previously noted• School may use any resource available to pay it’s share of FWS

earnings including:• School funds

• Outside funds (i.e. off-campus agency)

• If the student is employed by a private, for-profit organization, that organization MUST provide the nonfederal share.

• Noncash Contributions

• Programs sponsored by Federal Agencies such as the National Science Foundation or the National Institutes of Health.

Carnegie Mellon University FWS and FCS Programs

2010-11 Award Year: Federal Work-Study Allocation

Gross Compensation # of students employed in the FWS Program

Federal Community Service Expenditures # of FCS Employers

Off-Campus Undergraduate On-Campus Undergraduate Heinz College

# of students employed in the FCS Program Federal Share of FCS Expenditures

NSEA Student Employment Essentials (SEE) Training

National Student Employment Association (NSEA)

What is SEE Training?Two one-day, professional seminars that will teach you the skills critical to the success of every student employment professional as well as to your university's student employment program. These "hands-on" workshops immerse participants in all aspects of running a successful student employment office and provide a framework for you to sharpen existing skills and acquire new ones.

Training sessions are offered in each of NSEA's four regional organizations- Western, Midwest, Northeast, and Southern - throughout the year.

What topics are covered? Track A - Legal Issues in Student Employment • Employment Regulations • Developing Training Programs • Employing International Students • I-9s and W-4's • Interviewing and Selection • FERPA

Track B - Job Development and FWS in Student Employment • Federal Work Study (FWS) - Program Management and Administration • FWS - Student Eligibility • FWS - Job Location and Development (JLD) Administration • Marketing Your Student Employment Program • FWS - Allowable Employment • FWS - Off-Campus Programs • FWS - Community Service.

Training SchedulesSee individual training dates and locations on the NSEA calendar. Please

contact the appropriate Regional Training Coordinator listed below for complete information. Regional Training Coordinators:

Midwest Association of Student Employment Administrators (MASEA)Judy Brown Coordinator, On-Campus Federal Work Study ProgramCareer Services CenterXavier University3800 Victory ParkwayCincinnati, Ohio 45207-2131513-745-4880

NorthEast Association of Student Employment Administrators (NEASEA) Teri CorsoDirectorCareer ServicesCollege of St. Elizabeth2 Convent RoadMorristown, NJ 07960PHONE:  (973)290-4266

For more information contact Carolyn Thorpe, NSEA Training Coordinator, (561) 237-7280.

Resources

Best Practices Resources

Carnegie Mellon CPDC Student Employment Website: www.cmu.edu/career/studentemp/

Carnegie Mellon Human Resources Website:www.cmu.edu/hr/

Contact Information for Student Employment Best Practices TrainersPati Kravetz pk13@andrew.cmu.edu 412.268.7052

Elaine Taillon et0v@andrew.cmu.edu 412.268.1947