Human Resources

Hello September

HRS September Newsletter monthly employee newsletter

  • Monday, September 7th - Labor Day (Campus Closed)

Be sure to check out the PDT Classes scheduled for September!


Are you hiring new students or irregular help employees this fall?  These steps will help you remember what you will need or visit our section on New Employees on our website!

  1. Personnel Record Card (PRC)
  2. Completed I-9 - provided to HRS within 3 business days of date of hire for E-Verify purposes.
    1. Provide copy of passport (foreign passport for International Students)
    2. I-94# for International Students can be found at this link:;jsessionid=bfKLSSJFqBZGbtvghq4wrqxH6wSgbvsVTY1rL7hy2N3Gc2Grgrv2!731713051
  3. Completed W-4
  4. Direct Deposit Authorization Form OR voided check

All new hires MUST complete the sexual harassment prevention tutorial within 3 days of hire.  Please call x.2269 or email to have this added to their Blackboard account.  All new hires must also complete a background check form


Please be sure that when submitting an online Independent Contractor, that you also send an invoice along with it to  Human Resource Services needs some type of documentation to attach to the Independent Contractor Payment Form.

Independent Contractor or Employee?

  1. Is the work an integral part of the employer's business?
    Example:  Carpenters are integral to a construction business, software coders are not.
  2. Does the worker's managerial skill affect his or her opportunity for profit or loss?
    A janitor cleans for a cleaning company that assigns him to clients; he doesn't schedule clients himself.  He is an employee.
  3. How do the worker's and the employer's relative investment compare?
    A cleaner uses a cleaning company's truck, equipment and cleaning solutions.  She's an employee.  On the other hand, if an individual purchases a special cleaning vehicle and equipment and solicits clients, she may be an independent contractor.
  4. Does the work performed require special skill and initiative?
    A skilled carpenter builds cabinets for a construction company.  He's an employee.  If he has his own shop, buys his own wood and solicits special contracts, he may be a contractor.
  5. Is the relationship between the worker and the employer permanent or indefinite?
    An editor has worked with the same publisher for years, editing its books.  She's an employee.  Another editor works with many publishers and sometimes turns down assignments.  She may be an independent contractor.
  6. What is the nature and degree of the employer's control?
    A nurse must accept every client a registry refers to her.  She's an employee.  If a nurse can turn down clients, she may be an independent contractor.


Blue Cross of Idaho covers a number of wellness and preventive services to keep you and your family healthy and well.  Did you know that these services are covered at 100% of the Maximum Allowance for In-Network providers and that the deductible does not apply?

Wellness and preventive services for children include routine and scheduled well-baby and well-child examinations.  Also included are preventive lead screenings, rubella and PKU tests.  Annual adult physical examinations and specific preventive screenings such as blood glucose and cholesterol are also covered.

For detailed information regarding the covered services, please visit the Office of Group Insurance website.  Take advantage of this benefit and schedule a preventive care visit with your doctor today!  Don't forget to sign up for thriveidaho for additional tools and resources (and $250) to support you in living a healthy life.  Learn more at


How to Become a Manager Employees Want to Follow

Recognize that you need your employees.  A CEO used to tell us, "I don't know what you know, but I need what you know."  The reality is, even if you used to do the job that your employees are now doing, they know more about the day to day tasks than you do now.  You need to respect that.  Give them credit for what they do.

Your department would fall apart rapidly if all your employees quit.  No matter how smart or how good you are, you need your employees.  You need their knowledge, skills, and abilities.  Let them know that you need them.

Treat employees fairly.  It's easy to play favorites.  No new manager starts out saying, "I'm going to pick my favorite employee and shower her with praise and good projects."  No, instead, it just happens.  Why?  Because you're human and you prefer some people more than others.  It's easy to let personality get in the way of productivity.  Don't do that.  Take a step back and look and see if you're making assignments based on actual skill sets or on who you like the most.

Good managers are fair and reward performance, not brown-nosing.  Give raises based on performance.  Be fair when you approve vacation requests.  If you allow Bob to work at home, but not Stephanie, make sure that your reasoning is well documented and will stand up in a court of law.  Strive for fairness.

Work hard.  Nothing will make your employees more resentful than a lazy manager.  Of course, you do work that they don't necessarily see.  (Just what goes on in all those meetings?)  But, you should make every effort to work hard and to help out when needed.

If there's a particularly unpleasant task that falls on your department, make sure you're heavily involved.  Yes, the manager can clean toilets, stuff envelopes, or run a cash register when it's busy.  The manager that hides in her office during unpleasant tasks will rapidly lose the respect of her employees.

Don't expect your employees to come in before you and work after you leave.  Don't expect them to do things you wouldn't do yourself.  Managers get paid more because they do more.  Make sure you're doing more.

Correct problems.  Sure, people like to think they are perfect, but in the business world, you don't progress if you don't fix your problems.  A good manager gives feedback - positive and negative - and corrects problems as soon as possible. 

Telling an employee that she's doing it wrong is painful and sometimes managers want to give the employee just one more chance before saying anything. While for minor errors, that's probably okay, for big things, important things, it's not.

For instance, if you notice that one of your employees is short tempered with customers, you'll want to speak up now. Offer feedback and coaching as soon as you know there is a problem.

Letting the problem continue will set this employee up for disaster. Ignoring the problem also reinforces with the employee that the behavior is okay.  It also ruins the morale of your other employees. Why should they try when you just ignore the problems? 

It's a manager's job to shut down bullies, reward innovation, correct technical errors, and evaluate performance. Your employees expect it and will respect you when you do these things.

Support your team. Some managers like to grab the credit for all the good (“Yes, it was through my leadership that we managed to increase revenue by 10%,”) but blame the employees for anything bad, (“Jane and Steve made several errors that caused us to decrease our revenue by 10%.”)

Here's the thing: Your team won't follow you if you blame them - even when it is their fault. So, Jane and Steve made several errors - it's your job to correct that and to train them so they don't make them again.

Try not to blame and take responsibility when things go badly. Give credit when things go well. “Jane and Steve had an awesome year and that's why we increased our revenue by 10%,” will earn you the respect of Jane and Steve, as will, “We struggled this year in some areas. I'm going to introduce some changes so that next year we'll meet our revenue targets.” You're the manager and the whole department's performance is on your head.

If there truly is a problem with an employee's performance, it is your job to either fix it or fire the employee. If the problem continues, it is your fault. Don't forget that.

Overall be nice. The most basic management advice is to be nice. Yes, sometimes you have to say hard things, but do it in a compassionate way. When you offer correction your goal is improvement for everyone, not a justification that you are right and they are wrong.

Use that as your guiding principle and your employees will respect you and work harder, bringing your department success.



Renee Olsen, College Advancement 10 Years


Traci Noyes 1st
Lonny Gehring 2nd
Alex Richardson, Debra Lybyer, Edgar Leach, Troy Wisher 3rd
Stephen Staab 4th
Heather Henson-Ramsey 5th
Eugene Straughan, Tracey Koch, Verna Studer 6th
Alex Bezzerides 7th
Allie Canfield, Ian Tippets 8th
Kati Wilson 9th
Logan Fowler 10th
Sean Gehrke 11th
Timothy Lynch 12th
Harold Crook 13th
Nancy Lee-Painter 14th
Michael Sanchez 15th
Bev Hill, Sheila Kom, Tessa Jilot 16th
Connie Hallen 17th
Carol Martin, Donna Callahan, Ryan Gill 21st
Christopher Riggs, Bill Hayne 23rd
Joseph Miller 26th
Allen Mewes 27th
Doris Miles, Jeanne Helbling-Poxleitner, Scott Wimer 28th
Angie McClain 30th