Human Resources

Resources for Supervisors

Reed supervisors lead talented and passionate staff. By communicating clearly, setting goals and expectations, and providing one-on-one support, you help staff make meaningful contributions to the college.

The following resources, which are not exhaustive, are intended to help you in your efforts to support your staff. Contact human resources if you need additional assistance or have ideas about other resources that would be helpful to all of us. The sooner you seek our help, the better we can partner with you.


Ensure your staff understand work schedules, time off, and reporting expectations.

Performance Management

Collaborate with your staff to provide effective performance feedback and coaching.

Goal Setting and Planning

Set performance priorities with each employee that reflect Reed’s goals as well as departmental initiatives.

Managing Workplace Conflict

Foster a culture of effective communication, and find solutions that benefit all.

Recruitment and Onboarding

Learn the steps for recruitment and onboarding.

Staff Departures

Follow this process for departing staff members.

On the Job Injury or Illness

What to do when an employee experiences an on-the-job injury or job-related illness.

Community Policies and Practices

Access information about a variety of processes and policies at Reed, like the Honor Principle, restorative justice, and dissent.

Travel Guidelines

Learn more about business travel timekeeping—coming soon!


It is the supervisor's responsibility to ensure that their non-exempt (hourly) and exempt (salaried) staff report and submit their timecards on time at the end of each pay period, and that timecards contain accurate information. Non-exempt staff report all hours worked or taken as vacation, sick, or other approved time off. Exempt staff do not report hours worked, but do report hours they took off as vacation, sick time, or other approved exception time.  

Meal Breaks, Sick vs. Vacation Time, and Timekeeping FAQ

Performance Management

Performance management is one of your most important jobs as a supervisor and it is an ongoing, continuous collaboration between you and your staff all year round.

While most performance feedback should be informal, on-the-spot, and close to the time of the actual performance, planned feedback is also important. When an employee regularly receives feedback on the quality and quantity of their work, they are more likely to fully understand what is needed to continue good performance and correct poor performance. Research has shown that employees value receiving recognition for contributions and efforts and performing work that is important and meaningful.

Coaching Your Team

Goal Setting and Planning

At the beginning of a review period, set performance priorities with each employee for the annual period, reflecting Reed’s goals as well as departmental initiatives. Be as specific as possible, and identify measurements and outcomes as well as logical checkpoints to help the employee understand their role and deadlines involved. Review the Goal Development Review process, including tips for how to write SMART goals. Helping employees connect their own goals to the shared goals of the team and the shared goals of the college will help create a connection between their individual work and how it contributes to the success of the team and the college. This connection can lead to higher employee satisfaction.

Providing Feedback & Addressing Performance Concerns

Managing Workplace Conflict

Effective conflict resolution helps maintain a positive work environment, promotes collaboration, and ensures issues are addressed before they escalate. Workplace conflicts can arise from situations such as differences in communication styles, conflicting goals, personality clashes, misunderstandings, or competing priorities. Managers can implement proactive measures such as fostering an open communication culture, setting clear expectations, defining roles and responsibilities, and promoting team-building activities.

Five Steps for Managing Workplace Conflict

Recruitment and Onboarding

  1. To request to begin a recruitment, submit an Ask HR ticket. The first step will be ensuring that there is a completed job description on file for the position. HR will respond to your ticket and let you know what is needed to proceed.
  2. Successful onboarding maximizes your new employee's understanding of their role, boosts their confidence, and reduces training time. While most onboarding activities take place in the first 90 days, the complete onboarding cycle can take up to a full year.
  3. Review our checklists about preparing for your new employee’s arrival and onboarding.
  4. The New Employee Welcome page contains valuable information for your new hire’s first day, first week, and first month.
  5. Consider who you would like to be your new hire’s onboarding partner to help them build social connections across campus.

Hiring at Reed

Staff Departure from Reed

To prepare for your staff member’s departure, follow these steps.

  • Create a communication plan to notify your team of their team member’s departure.
  • Share your employee's resignation letter with human resources. A staff departure form will be submitted by HR and sent by email for your approval.
  • Complete the IT departure form to notify IT of your employee's last day of work.
  • On your employee's last day, guide them to return their keys to the facilities office in the physical plant building.
  • On the employee's last day, collect their Reed ID card, cut it in half, and throw it in the trash. Please don't let them keep their ID card as a memento.
  • Your employee will meet with HR during their last week to discuss departure details.
  • Contact HR if you have any questions.

Ending Employment

On the Job Injury or Illness

If your staff member injures themselves at work, it is your responsibility to ensure that they complete and return an accident report to human resources as soon as possible but no later than three days from the date of the incident, in addition to ensuring they get prompt medical care or first aid, as warranted. This form and additional information about on the job injuries can be found on our on-the-job injuries page.

Worker's Compensation