supervisor-resources

Orientation

Providing a welcoming, supportive and engaging work environment for each new employee sets the stage for success throughout the employee鈥檚 career at the RF. They look to you, their supervisor, for a clear process to learn the new job and begin contributing quickly to the department and organization. That is why your role is so important in the orientation and onboarding process.

Orientation is more administrative in nature and typically involves the completion of new hire paperwork, enrolling new hires in benefit plans, and setting the new employee up on the company鈥檚 payroll. Onboarding, however, has more of a long-term focus and is aimed at identifying training needs, setting performance goals, providing on-going feedback, and ensuring the new employee is a positive contributor to your organization鈥檚 success.

The information provided in the Supervisor Resources section is focused around the Five Phases of an Effective Onboarding Program and incorporates elements of the orientation process. These phases are as follows:

  • Pre-Hire Preparation - From the time of job acceptance to the first day on the job
    • At this stage you should be reviewing and customizing the . You should also be identifying a peer mentor, drafting/sending out the as well as sending out the  to your department(s).
  • New Hire Introductions - Official welcome of your new or transferring employee  

    Officially welcoming your new or transferring employee on their first day in the department helps them feel valued and respected. Introduce them to the team, their peer mentor and other key people. The first few weeks are critical in establishing a strong foundation for your newest team member, reassuring them that they have made the right choice in coming to work at the RF. At this stage you should look to provide an overview of the job, coordinate first day logistics (ie: where to meet, where to have lunch, campus tour, who will spend time with them, etc).

  • New Hire Information - Information provided by RF HR
    • You should be working with HR to ensure a smooth onboarding. RF HR will be reaching out to engage with the new employee on their benefits eligibility and enrollment deadlines.
  • Department Orientation - Day One through the successful completion of the 90-day orientation and evaluation period
    • The supervisor plays a very important role in ensuring the new staff member鈥檚 success during the orientation process, particularly in the first 90 days of employment (known as the Orientation and Evaluation Period for New Hires). You are usually the first to have contact with the new staff member and are often the most influential in the development of a new staff member's attitudes and impressions. Frequent communication and engagement between you and the staff member is essential during this stage. The time spent developing and implementing plans for the staff member鈥檚 first months on the job will greatly increase the chance for a successful start.
    • Throughout the first 90 days, the staff member determines whether or not the position meets their expectations, and you determine whether or not the staff member possesses the knowledge, skills and necessary competencies to perform satisfactorily in the position. During this time, you should observe and monitor performance and provide timely feedback. The staff member should also regularly seek advice, counsel, and feedback on his or her performance from you.
    • During this phase you should be setting up the 30,60, and 90 day meetings. You should also be working on setting up their standing meeting with key department personnel, establishing their training plan based on their success in the 30,60, and 90 day check in meetings, and obtain feedback from them on what they need to be successful going forward.
  • Ongoing Onboarding - 90 days through at least the first year
    • In order to attract and retain high-performers, employees should participate in an ongoing process that is designed to keep them engaged in their jobs and proactive and focused on their development beyond the first 90 days, and even the first year after hire or transfer.
    • You should continue to engage with your new hire and complete midyear/annual performance reviews as well as support professional development opportunities.

The first days, weeks, and months of a new job are filled with excitement, a wealth of information, and many questions. The site provides the key information new employees should know to excel in their roles at the RF and a roadmap to help determine when to tackle each new on-boarding task.

Getting a new employee off to a good start can make a big difference in their feeling welcomed and, in their effectiveness, and attitude on the job.

RF Annual Performance Review Program

The Research Foundation鈥檚 is designed to strengthen communication between employees and supervisors, recognize achievements, and support professional growth. As such, supervisors are encouraged to engage in an annual performance review with each employee, focusing on key areas such as job knowledge, customer service, teamwork, dependability, productivity, and integrity.

Consistent supervisor engagement is directly linked to employee success. To support this process, the Office of Human Resources provides an easy-to-use Annual Performance Review Form. This form empowers supervisors to provide clear feedback on performance and guide employees toward meaningful professional development. While it may be used throughout the year, it should be used at least annually. Open and honest conversations are essential to employee development and long-term success.

For help preparing a performance review, please contact the RF Office of Human Resources. We can provide best practices for conducting review conversations and documenting outcomes. Completed Annual Performance Review Forms should also be submitted to our office for personnel files.

  • Corporate Salary Program

    The Research Foundation for SUNY administers a corporate-wide program designed to help Principal Investigators and supervisors stay competitive in the marketplace. Part of this plan outlines the RF鈥檚 commitment to pay for performance, thus, salary increases should reward employees for increased productivity and meritorious performance.

    To ensure fair evaluations:

    • Annual written performance reviews are required for administrative employees.
    • They are strongly recommended for all sponsored programs employees.
    • Completed reviews must be submitted to RFHR for personnel records.

    Supervisors who wish to implement across-the-board raises must do so for all employees

  • Salary Increase Eligibility
    • Employees must have at least six months of active employment to qualify for the merit portion of the salary plan.
    • All active employees on payroll before June 30 are eligible for the across-the-board
    • Salary increases may be effective on July 1, the employee鈥檚 anniversary date, or the project anniversary date. Any alternate effective date used for budget reasons must be documented and kept on file.
    • Employees on approved leave remain eligible for the across-the-board (ATB) increase and may receive a discretionary increase upon returning to work.
  • Performance Review Process Overview
    1. Supervisor completes Sections I鈥揑II
    • Section I: Performance Factors
    • Section II: Performance Summary
    • Section III: Professional Development Opportunities
      Tip: Review and update the employee鈥檚 job description during this step.
    1. Access Resources
      RF employees can log into BizLibrary and search for 鈥減erformance reviews鈥 or 鈥減erformance appraisals鈥 for on-demand training and guidance.
    2. Supervisor shares the draft review
      The working Annual Performance Review Form [link form] is sent to the employee.
    3. Employee completes Section III
      Employees may also add comments at the end of the form or on a separate document.
    4. Employee returns the completed form
      All comments and supporting documents should be included.
    5. Supervisor and employee meet to review
      Whenever possible, this should be an in-person meeting to support meaningful discussion.
    6. Edit the form if needed
      Both parties may update the document based on the conversation.
    Sign and submit
    The supervisor and employee sign the final review. Submit the completed form to rfhr@binghamton.edu for inclusion in the employee鈥檚 personnel file. Note: Signature by employee does not necessarily indicate an agreement with the evaluation, but rather that the employee has read the evaluation.
  • Timing of the Annual Review

    Performance reviews should align with your area鈥檚 implementation of the Corporate Salary Plan:

    • Traditional Implementation (July 1):
      Complete the Annual Performance Review before July 1 in order to have a basis for that year鈥檚 salary plan implementation.
    • Anniversary-Date or Alternate Models:
      Complete the Annual Performance Review prior to your area鈥檚 designated timeline in order to have a basis for that year鈥檚 salary plan implementation. (Note: Any alternate effective date used for budget reasons must be documented and kept on file).

E-Time for Supervisors (Timecard Approval)

Supervisors play a key role in maintaining accurate and compliant timekeeping. As a part of this responsibility, supervisors are responsible for reviewing and approving employee timecards. You will need your RF ID to access the in order to approve timecards. If you have forgotten your RF ID鈥攑lease contact our office at (607) 777-4264.

  • Reviewing and Approving Timecards

    When a timecard requires your approval, you will receive an email notification from 鈥淲orkflow Notification鈥. The email contains a summary of the timecard for your review.

    What Supervisors Should Review:

    • Accuracy of hours worked: Verify that all time entries reflect the employee鈥檚 actual hours worked.
    • Proper use of PTO: Ensure that employees have recorded Paid Time Off (PTO) correctly and in accordance with the .
    • Non-Worked Hours: If an employee has entered any Non-Worked Hours, notify HR promptly, as these hours require prior HR approval and otherwise may result in an overpayment.

    Note: For Hourly employees, timecards must be submitted and approved by their supervisor in time for our processing deadlines to be paid on the upcoming payday. Late timecards will not be processed for payment until the next pay cycle.

Employee Leaves of Absence

Supervisors are often the first to notice when an employee may be experiencing circumstances that could require a leave of absence. If you become aware of changes in an employee鈥檚 attendance, performance or personal situation that suggest they may need time away from work, please notify HR as soon as possible.

If you believe an employee may need a leave of absence鈥攐r if you鈥檙e unsure鈥攑lease reach out to HR. We are here to guide both supervisors and employees through the process.

  • How Early Leave Communication Supports Employees & HR
    • Ensures timely support for employees: Early notification allows HR to speak with the employee, provide guidance on available leave options, and ensure they receive the support they need.
    • Promotes compliance: Many types of leave are governed by federal and state regulations that require specific timelines and documentation. Prompt communication helps the organization remain compliant.
    • Prevents claim denial and payroll issues: Leave carriers may deny claims if the employee does not apply in a timely manner. Delayed reporting can also result in payroll overpayments that are difficult to correct.
    • Protects confidentiality and consistency: Involving HR early ensures that all leave requests are handled consistently, respectfully, and in alignment with organizational policies.
    • Reduces operational impact: When leave is identified and approved in a timely manner, departments can better plan for coverage, workload distribution, and continuity of operations.

RF Learning and Development

Investing in learning and development empowers employees to grow their skills, expand their career opportunities, and stay engaged in meaningful work. Through ongoing training, professional development resources, and opportunities to learn new competencies, employees can confidently advance in their roles while preparing for future career paths. Learning and Development not only supports individual growth鈥攊t also strengthens the organization by fostering innovation, improving performance, and building a culture of continuous improvement.

贵础蚕鈥檚

  • Who can temporarily approve my employee鈥檚 timecards if I am unable to?

    If a supervisor needs to temporarily route their employee's timecards to someone else (e.g. the primary supervisor will be unable to access Self-Service while on sabbatical, on vacation, or out of the country), they will have to set up a "vacation rule". This function in allows a temporary timecard approver to be designated by the primary supervisor for a specific period of time so that timecards are automatically routed there for approval. 

    ***Please be aware that this is only for short-term changes. This should not be used if an employee has a permanent supervisor change.***

    Note:

    1. This feature can only be enabled by accessing RF Supervisor Self-Service. If you will not have access to Self-Service at all after a certain date (e.g. you will be outside of the United States for a period of time, you will be on vacation), you must establish vacation rules before you no longer have access. RF HR cannot enable this feature on your behalf.
    2. The temporary supervisor will still need to have signature authorityon file with RF Grants Management to approve timecards for employees. This authorization must be submitted to RF Grants Management before you set up the vacation rule. For more information regarding signature authorization, visit the RF Grants Management webpage or contact their office directly.

    Please see the guide here for further assistance. 

  • Where can I find more information on pay dates and processing deadlines?

    See this page for information on pay dates and processing deadlines.

  • Why is it important to approve employee timecards on time?  

    Late timecard submissions and approvals can result in employees being paid incorrectly, having inaccurate PTO accrual balances, and other issues.

    For Hourly employees, timecards must be submitted and approved by their supervisor in time for our processing deadlines to be paid on the upcoming payday. Late timecards will not be processed for payment until the next pay cycle.

Tool and Templates

Peer Mentor Program and Guidelines

Tips for Helping New Employees Succeed

RF Onboarding Checklist

New Employee Announcement

Department Welcome Letter

Disposition Codes and Usage

Interview Evaluation Form

Interview Questions

List of Recruitment Resources