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Manager Toolkit

Below are links to policies and forms that are often used by supervisors at UNC-Chapel Hill.

 

This is a comparison chart to outline the difference between furloughs and a reduction in force, including policy information and applicable resources.

The Office of Human Resources offers many opportunities for supervisors and managers to learn new skills and to develop existing skills. New supervisors are encouraged to start with the required trainings and follow up with the suggested courses. For more experienced supervisors and managers, there are many courses focusing on areas such as interpersonal competencies, organization development, and performance management.

Below are templates for commonly-used SHRA job titles which managers may use as a framework for building their own descriptions. This material is not intended to represent a completed position description; it is meant as a job aid to provide a foundation for writing a detailed individual description.

To aid in the recruitment of middle or late career applicants to positions that the University has identified as critical to the agency mission and for which the agency has documented recruitment difficulty attracting qualified applicants or for applicants to “middle management positions,” the State permits the University in certain circumstances to provide one-time recruitment incentive leave for new SHRA hires.

To aid in recruiting and/or retaining employees in hard-to-fill SHRA positions that are necessary to carry out mission-critical services and initiatives, the University allows for Sign-on and Retention bonuses, subject to specific eligibility requirements outlined in the SHRA Sign-on and Retention Bonuses policy.

Administrative note: Please use account code 514940 when entering bonus payment actions.

It is the University’s goal to achieve and sustain a reduction in layers of supervisory management. This goal originates from the recommendations of the Bain Report and carried forward to the University’s CarolinaCounts initiative. Reduced layers of management are expected to enhance University‐wide communication, which can be adversely impacted by excessive layers of supervisory management, as well as improve efficiency and economies of scale with regard to supervisory resources. By increasing the number of employees currently managed by an individual supervisor, a reduction of managerial layers and an increase in spans of control within each Department and School/Division can be realized.