Carolina Wellness Matters: Good boss-employee relationship is joint effort
Selected employees added to career banding system
Health insurance open enrollment begins March 1

Perry to serve as interim associate vice chancellor for HR
Star Heels
Job well done

Good boss-employee relationship is joint effort

One of the key issues with training needs and concerns across the University is the strong desire of employees at all levels to have a good working relationship with their boss. For some, this relationship comes easy, whether it be a result of good fortune and similar philosophies, or as a result of both parties working to make the relationship a success.

In the popular management book "First, Break All the Rules," the Gallup organization conducted a 25-year study and found that more often than not, when people quit, they're quitting their boss, not the job. Two key factors in employee job satisfaction and retention are the relationship to their boss and salary.

How does someone take an active role in building a solid working relationship with their supervisor? There may be many issues and factors at play, but here are five suggestions:

 Understand your boss's world. Your boss operates in a different working world than you. The conditions of that world may influence how your boss responds to you (and anyone else around him or her). Some predictable conditions may include: Your boss is being pulled in a hundred different directions, trying to fulfill the requests of many people at any level of the organization; your boss is trying to communicate and pass along information and resources from people above or below, from peers or from customers. It can be chaotic. Understanding this — knowing he or she is trying to survive in that world — can influence how you approach your boss.

 Understand your boss's managerial style. How does your boss communicate information? Make decisions? Set goals? Hold you accountable? Is there clarity from your boss on these and other similar topics? Learning how your boss thinks and operates can influence better ways to approach him or her.

 Identify the strengths and resources you bring to the relationship. You were hired because you bring your unique skills and abilities to the job. How can you be a resource to your boss? Of course, by performing your job well; but also try clarifying your expectations and communicating effectively. The simple, yet powerful, act of listening well to your boss can be an effective tool to build rapport.

 Use your strengths and resources to support your boss's goals and priorities. Your boss is trying to manage the overall effectiveness of the office while delivering the services demanded by his or her boss. Once you can demonstrate the value you add, your credibility to your boss can increase. This opens the door to possibilities to have your own professional goals met.

Assume your boss doesn't want you to fail. There are good bosses and not-so-good bosses in any organization. You would be hard-pressed, however, to find a boss who wants his or her employees to be poor performers, because it only makes his or her job more difficult. If your boss is managing you in a way that is not conducive to your highest performance, then try not to make the assumption that it is intentional. This can help you sleep better at night.

 Lastly, if you're the boss, consider advice shared from a senior administrator on campus: Treat your employees as if they are your most important customer. That alone will positively impact the way your employees perform.

For questions or feedback on this article, or suggestions for future topics, contact Rob Kramer, director of Training & Development, at rob_kramer@unc.edu. He'd love to hear from you.

Selected employees added to career banding system

About 1,000 employees in Research and Social and Clinical Research positions across the University were shifted to the state's career banding compensation system effective Jan. 22.

Career banding is a compensation management and position classification system introduced by the Office of State Personnel in 2004. Career banding reduces the number of classification titles, but increases the size of salary ranges, which are aligned with market rates.

Last year, further career banding implementations were temporarily suspended by the state legislature pending further study, with the exception of those classifications that had already been approved by the State Personnel Commission. The approved list included the Research and Social and Clinical Research groups. Following a Feb. 1 legislative deadline, no further career banding implementations can be started without additional action from the General Assembly.

"We are greatly appreciative of the hard work of many people in the affected departments during this transition," said Joe Marro, director of Workforce Planning & Compensation in Human Resources (HR). "I also want to thank everyone involved for their patience, understanding and support during this very involved implementation."

A diverse group of experienced managers and employees from research centers and departments across the University assisted in identifying job profiles and behaviors required for each position. Information sessions were held for affected HR facilitators, managers and employees.

A comprehensive list of frequently asked questions is available on the Human Resources website at hr.unc.edu; search for career banding.

Health insurance open enrollment begins March 1

While it may feel like you just signed up for health insurance benefits, it is that time again. Open enrollment for health insurance for the 2007-08 plan year will begin March 1 and run through March 31. Any changes to your health insurance made during the open enrollment period will be effective July 1 and continue through June 30, 2008.

During this enrollment period, you can change plans or choose to add spouse and/or dependent coverage.

The enrollment period was moved earlier in the year to accommodate the July 1 benefit start date. The enrollment period and plan year are effective for both the Comprehensive Major Medical plan and the Preferred Provider Organization (PPO) plans.

"Unfortunately, at this time we do not have any information on premium costs or plan changes for 2007-08," said Noreen Montgomery, acting director of Benefit Program Administration. "Both premiums and benefit changes must be approved by the legislature, and the General Assembly has not taken any action on these items at this time.

"We regret that employees have to make these choices without additional information," she added. "As soon as these items are finalized by the legislature, we will let employees know immediately."

Employees should continue to consider the premium costs and benefits currently available until further notice is received.

Perry to serve as interim associate vice chancellor for HR

David R. Perry, senior associate vie chancellor for finance and administration, will serve as interim associate vice chancellor for human resources on an interim basis.

He will assume those duties during the search for a successor to Laurie Charest, associate vice chancellor for Human Resources. She retired Feb. 1. The search process has begun, officials said last month.

Academic Affairs Library
Carol Nguyen

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Clinical Affairs
Phyllis Garrison
Tracie Harrell
Linda Parker

Environment, Health and Safety
Roger Connor

Housekeeping
Services
Barry Womble

Ophthalmology
Wanda Chambliss

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Surgery
Leah Dixon

Radiology
Kathleen Wilbur

ITS
Kimberly Jackson
Chris Kamen
Cynthia O'Daniel
John Rawlings
Xiaoping Wu

Job well done

Laurie Charest (left), associate vice chancellor for human resources, presents the 2006 Associate Vice Chancellor's Award to Rachele Manansala, human resources business analyst, at a staff meeting in January. Part of the OHR Award for Excellence Program, this annual award is presented to a Human Resources employee for overall excellence in performance and contributions to Human Resources.