COMMERCE PROGRAMS
WORKSITE
SUPERVISOR’S
HANDBOOK
INTRODUCTION
Dear Worksite Supervisor
This handbook was designed to provide you with information regarding program services, goals, and procedures. It can also serve as a resource guide to assist you in handling any problems that may arise during the program. Please feel free to contact TRAC Associates at any time if you have any further questions.
Interns enrolled in this program have been involved in a variety of enrichment activities including interest and aptitude assessment to assist in developing short-term and long-term career goals.
Every effort has been made to place the intern in an appropriate position that matches his/her interests and current skill level.
Pre-employment skills training has also been provided, as needed covering: Interviewing techniques, how to find and keep a job, conflict resolution in the workplace, and non-traditional occupations.
In closing, I would like to thank you for your partnership. Your organization will provide valuable work experience opportunities for people in the community.
Sincerely,
Sherry Falk
Program Manager
TRAC Associates
Commerce Programs Supervisor’s Handbook
PROGRAM OVERVIEW
The Commerce Programs is one of many strategies that address the impact of welfare reform. The Commerce Programs provides subsidized internships in non-profit and government agencies. These internships provide TANF recipients an opportunity to experience on the job training while being paid. The participants will acquire skills and hone their abilities in predetermined competencies that are closely linked to the skills needed in unsubsidized employment. We will be relying on you as a critical part of our team to provide networking opportunities and links to ongoing employment as this is the goal for all participants / interns.
HOW DOES THE PROGRAM WORK?
• TRAC Associates (TRAC) will provide case management, direct support, and supervision of program participants. The worksite will participate in screening and selecting an appropriate Intern for their positions. All Interns will be TANF recipients who have barriers to entering the labor market.
• The TRAC Employment Specialist will work with the worksite to develop job descriptionsand the competencies to be learned by the Interns. They will also support both the site supervisor and the Intern throughout the placement period, ensuring that the Intern can articulate and demonstrate the skills that have been mutually agreed upon and that are directly transferable to unsubsidized employment.
• Each Intern will receive training to support his or her transition to unsubsidized employment. Training will be individualized and in groups depending upon topic and needs. Training opportunities will vary from placement to placement. Placement sites will need to be flexible to allow for any identified specialized support services, such as mental health therapy or remedial education. Approximately three months into the internship assignment, worksites will need to allow flexibility for the Intern to engage in job search for an unsubsidized position.
• TRAC Associates will act as the employer of record and will issue paychecks to the interns. We provide L&I and liability coverage.
PARTICIPANT EXPECTATIONS
The specifics of participant expectations and program operations are detailed in the Participant Handbook that is available to you as a reference guide. Please take the time to read it.
ROLES/RESPONSIBILITY
One way to ensure program success is to identify and clarify the roles and responsibilities of key people involved in the Commerce Programs: the Worksite Supervisor, the Intern, and TRAC.
A. WORKSITE SUPERVISOR
Responsibilities of the Worksite Supervisor are outlined in the attached “Worksite Agreement”.
B. INTERN
The primary responsibilities of the Intern are to:
1. Report to assigned worksite at designated time each scheduled workday.
2. Learn and follow all of the worksite policies (e.g., safety rules, break times, etc.)
3. Follow instructions and directions of Worksite Supervisor to ensure maximum job performance and opportunity to learn.
4. Dress appropriately and be well groomed.
5. Notify the Worksite Supervisor and TRAC Employment Specialist when unable to come to work (e.g. illness, family emergencies, etc.). Doctor’s notes may be required.
6. Provide 24 hour advance notice to the Worksite Supervisor and TRAC Employment Specialist of any scheduled appointments. Appointments must be made during non-work hours. If appointment cannot be scheduled any other time, then exceptions can be made.
7. Maintain satisfactory job attendance of no more than two (2) excused or unexcused absences in a month.
8. Advise TRAC when experiencing any problems that may affect performance or attendance on the job.
9. Complete and sign Time Sheets and submit to the TRAC Employment Specialist 7th & 20th days of the month.
10. Attend and participate in required classes/workshops.
C.TRAC Associates
The primary responsibilities of TRAC are to:
1. Provide orientation for all Interns, prior to program start-up.
2. Complete enrollment documentation on each Intern.
3. Provide subsidized wages for Interns work that includes L&I coverage.
4. Provide support on an on-going and as-needed basis.
5. Frequently visit and periodically monitor the worksite to ensure that the specified training is being provided and that the participant is performing as required.
6. Ensure participant Time Sheets are on time, complete, and accurate on a semi-monthly basis and submit information for processing.
7. Serve as a resource person and liaison between the Worksite Supervisor and the Intern.
8. Conduct workshops, job development, placement services and referrals to other services as needed or required.
Program Information
TRAC Associates
1001 Broadway, Suite 217
Seattle, WA 98122
(206) 443-9999phone
(206) 443-9079 fax
The Employment Specialists conduct an intake with the Intern where they jointly develop an action plan. They help the intern access support services and assist with interactions with their DSHS or other case managers and service providers. They work directly with the Intern and the Worksite Supervisor during the internship. Employment Specialists will regularly visit the worksite and deliver monthly evaluations for the Worksite Supervisor to fill out. They are responsible for helping to resolve any issues that arise at the worksite. The Program Managers of Commerce Programs is responsible for overall program development and management, resource development, grants and, personnel, as well as program monitoring evaluation and areas of improvement. If unable to contact the Employment Specialist assigned to your work site, direct questions, information and/or concerns to the Program Manager
Money Matters
Timekeeping and Intern Payment
All Commerce Programs Interns are employees of TRAC Associates for the duration of their enrollment. Interns are paid at the prevailing minimum wage for regular, scheduled hours and for holidays that are 1.) on a regularly scheduled workday, and 2.) recognized by the Worksite (not TRAC) and the Worksite is closed.
Each Intern is responsible for assuring that his/her timesheet is 100% complete and accurate when it is turned in. The timesheet should be correct and up to date at all times. Instructions for completing timesheets are printed on the back of each form.
Time is paid to the nearest quarter hour for Interns. Interns will be responsible for turning in their timesheets to their Employment Specialist on the 7th and the first work day following the 20th of each month.
Safety on the Worksite
THE ROLE OF THE WORKSITE SUPERVISOR IN SAFETY
Worksite supervisors should provide the Intern with instruction in safety procedures and in the proper use of equipment. Commerce Programs Interns are required to follow all safety regulations at work. In order to minimize the risk of an accident/injury happening at the worksite, the worksite supervisor needs to provide instruction in proper tool and/or equipment handling, general safety and emergency procedures to the intern during the first day on the job. Should injury occur on the job, the participant should notify their Employment Specialist with in 24 hours.
Discipline Policy
Discipline issues are always worked out on a case by case basis and often can be avoided, as regular informal performance reviews are conducted. Sometimes the match between the Intern and Worksite does not work, either because tasks are mismatched to an Intern’s ability or desire to master particular skills, or interpersonal issues between the Intern and the Supervisor cannot be resolved. If after working closely with the Employment Specialist and the match is not working, the Intern will be removed from the worksite and a new one may be established. TRAC Associates will work closely with the Intern to reassess her/his individual plan and assist the individual to move toward her/his goals, either through more training, placement at a different worksite or coordination with other services and resources.
A Strategy for Conducting Informal Performance Reviews
1. Ask for Interns evaluation of his/her own performance THEN give your evaluation.
2. Identify what would help the Intern maintain or improve her/his performance.
3. Ask Intern to identify how improvement can be achieved.
4. Agree on a plan.
5. Get the Intern’s commitment to the plan.
6. Set up a meeting to review progress.
Supervisor’s Guidelines to Positive Discipline
⇒Observe Intern’s performance and behaviors
⇒Conduct regular informal performance reviews
⇒Coach Interns as needed
- Be very specific about behaviors of performance and issues that must be corrected
- Determine a plan for improvement
- Specify consequences
- Set a date to review progress and inform employees of possible future actions
⇒Document details of performance--negative or positive
⇒Investigate issues to confirm reports of negative behaviors
⇒Document results of investigations
⇒Coach employees as needed
⇒Always communicate with the Commerce Programs Employment Specialist
Corrective Action Process
1. Reinforce Performance Expectations.
Observe Intern’s performance/behavior
2. Conduct Corrective Action Steps. Always include the Commerce Programs Employment Specialist when you first experience concerns about the Intern’s performance.
a)Informal Meeting or Notification
b)Follow-up Meeting
c)Corrective Action Plan
d)Decision Making Opportunity
3. Final Action
WORKSITE MONITORING and SUPERVISOR EVALUATIONSThe Washington State Department of Commerce requires that all worksites be monitored on a monthly basis. The TRAC staff assigned to your worksite will make regular visits to review the types of skills taught as stated in the Intern Job Description. TRAC may also review the progress and performance of each participant, addressing any problem areas that may exist.
During monthly Worksite visits, Worksite Supervisors will receive an evaluation form (Supervisor’s Monthly Checklist) to complete and return to the appropriate TRAC Employment Specialist. These evaluations are important because it provides the Intern feedback on his/her progress on the job.
The evaluations should indicate areas of strengths and areas needing improvement relative to the Intern Job Description and other established expectations.
Upon completion and review, each form will become part of the participant’s file/record.
Participant evaluation will be based on his/her ability to show a good effort and progress along the following areas:
1. ATTENDANCE
Participant is required to adhere to the assigned work schedule. Any absences should be reported to the Worksite Supervisor and TRAC as soon as possible.
2. PUNCTUALITY
Participant is required to report to work on time. Reasons for tardiness need to be legitimate and communicated to the Worksite Supervisor and TRAC as soon as possible.
3. ABILITY TO FOLLOW INSTRUCTIONS
Participant is encouraged to listen, question, and make sure work expectations are met.
4. INITIATIVE/MOTIVATION
Participant is encouraged to learn as much as possible on the job.
In addition, Commerce and/or the Economic Opportunity Institute (EOI) may conduct monitoring of worksites once during the program. The purpose of this monitoring is to evaluate the overall effectiveness of the program. This process will entail interviewing both Worksite Supervisors and Interns.
The Learning-Rich Process: What the Supervisor Should Know
There are many ways to supervise interns and get the job done. Also, there are many ways to teach people new skills. Creating and supervising a learning-rich task requires a supervisor who is more of a coach than a boss. Ask yourself the following questions.
1. What tasks will you assign the trainee(s)?
Make sure that each is a task that will have some real benefit to you and your office/agency. People know when they are doing make-work. Real goals foster real effort. Real accomplishments foster pride. Besides, if you are going to put your effort into this, you should get some direct benefit.
Planning is the difference between learning-rich tasks and make-work for TRAC participants. Meaningful tasks are not likely if a trainee descends on a supervisor who has had no chance to plan what they are going to do. The supervisor should carefully look over the job description worksheet. Think about the essential tasks(s); what will the trainee learn from these tasks; what skills are necessary for the trainee to do the job. Remember that this is a training program for participants who have little to no work experience. The main goal is an assignment that “honors the work and honors the trainee.”
2. How will you direct the trainee(s) to do the task?
A key here is to offer advice rather than answers. You will have to accommodate the constraints or systems of your workplace, and you should make these clear to the trainees. Beyond that, help them to see options for ways to do the project. Let them decide which options they will choose. They will come to you with questions. If you can coach them to find answers for themselves, they will get used to looking for answers themselves. As the time progresses, they will come to you less, and acquire more information on their own.
Consultation will help the trainee understand what is expected of them and reduce the amount of detailed supervision that is needed. When the trainee arrives, the supervisor should sit down with the intern and discuss the job to be done. Use the job description sheet. Point out the foundation skills needed to accomplish the job. The supervisor should discuss the “systems” at the workplace and any other important historical details of the worksite. It is important that the supervisor have the intern understand clearly what is expected and agreed upon. During placement, the trainee will be asked to sign the final job description as a contract of understanding.
3. What should the trainees learn?
In addition to learning the competencies, they need to accomplish the tasks you set out for them, and they should also learn that these skills are applicable to a broad range of jobs. Ask them to tell you what they are learning in these broad terms.
4. How should they learn?
People learn best in an authentic context. That is, they learn skills by using skills and by reflecting on what they have done. Once the trainee is started on a learning-rich task, have them reflect on it, in writing, in discussion, or both.
Monitoring and reflection will ensure that the early agreements are carried out and that the interns understand what they are learning. The supervisor and the intern should sit down regularly and discuss the intern’s progress on a regular basis during the internship. The discussion should cover the work tasks. This may also be a good time to negotiate changes in the trainees’ work responsibilities.
5. What is your role in this process?
You have at least two roles: the overseer and coach. The overseer makes sure that the work gets done, and that the trainee understands the consequences if it does not. It is important that both the supervisor and the trainee agree on articulated expectations. The coach prods the trainee to learn from and improve his or her performance. The coach does this by guiding the trainee through self-evaluation against agreed-upon expectations and standards. If you can answer their questions with questions, they will have to find their own answers. If you give them answers, they will learn not to find their own.
6. What will you get out of the exercise?
It has often been said that one learns a subject best by teaching it. Moreover, for many this will be an opportunity to acquire or improve their supervisory skills.
Thank you for being a part of Commerce Programs!