Managing Employees Through their Career

In This Guide

Core Actions of a Manager

Managers are the most influential factor in whether employees do their job well and if they like their work.

One of the most important responsibilities of a manager is ongoing coaching, feedback, and learning.


Coaching in the office is reflective of coaching on the field: actively supporting someone in achieving a goal through training and guidance. It's helping your employees shift perspectives or explore a different approach in behaviors, processes, habits, and decision-making.


Feedback is simply communicating the cause and effect of actions and behaviors of others to them. Feedback is how others know what they are doing well and what and how they can do even better. Positive feedback reinforces actions, while developmental feedback guides toward a more effective approach. Feedback offered should be timely, balanced, and specific. Accepting feedback in a receptive way leads to opportunities for learning, improvement, and a more engaged work environment.


Learning is like a gift exchange: you get and give the gifts of knowledge, skills, abilities, and behaviors. As a manager, you get to give these gifts to your employees each day. You design the process of creating intentional experiences for employees that promote skills and knowledge related to their positions, as well as to their professional growth. These experiences may be in the form of workshops or classes offered through HR or online, on-the-job projects, external conferences, webinars, or media such books, articles, or DVDs. Development plans provide a roadmap for the employees’ journey in learning and creation of a plan should be a collaborative effort between the manager and employee.

Manager’s Role in the Employee's Career

Hire a New Employee

Ensure new employee has a prepared space, notify the department about the new employee, plan to introduce the employee to the team, and give the employee a tour of the building/department during their first week.
Employee attends and completes Employee Essentials

Manager and employee set goals, create a plan to have formal and informal check-ins, and explain processes and department-specific tips.
Employee and manager hold regular one-on-one meetings

Schedule regular one-on-one meetings to have continuous conversations about project updates, career growth, and more.
Employee completes performance process

Employee and manager complete performance feedback process in the spring and discuss performance feedback and set a plan for the next year.
Manager submits merit increase recommendation

The manager provides recommendation for employee's merit increase based on performance, pay band, and budget.
Manager models Crucial Conversations

Manger models the Crucial Conversation behaviors during high-stakes, emotional conversations and encourages employees to attend the 2-day workshop.
Manager supports employee at Service Awards

Manager has developed a strong relationship with the employee and partners with the HR department and University to recognize service; service awards are presented each February in 5 year intervals starting with year 5.
Employee receives a promotion

The manager walks alongside the employee through career development and advocates for the employee to strive for promotional advances. Promotions are based on:
  • the degree of increase in responsibilities;
  • current level of performance compared to expectations;
  • current pay level relative to the new pay band;
  • pay compared to peers within the new pay band with similar skills;
  • knowledge and competencies;
  • importance (and possible scarcity) of the role and the staff member’s skills to the University; 
  • and depth and breadth of the staff member’s skills.
As a manager, you will work with HR to determine the status and eligibility of a promotion for the employee.
Manager attends Leadership Essentials

The employee moves into a role with more leadership responsibility; the manager demonstrates the principles of leadership commitments and has intentional conversations about leadership with his/her team.
Manager plans for employee promotion/transfer/retirement

The manager directs the employee to resources to help the employee's transition. The manager begin preparations 6 months prior to employee exit r=to capture institutional history and essential knowledge for continued performance of department responsibilities.