MPP Series

This course provides MPPs with a practical understanding of classification standards, compensation concepts, position descriptions, and the role of collective bargaining agreements in manager decision making. Participants learn how classifications are structured, how salary ranges and compensation programs are used, and when changes in duties, scope, or complexity may require consultation with Classification and Compensation.

The session places strong emphasis on position descriptions as management, compliance, recruitment, compensation, and performance evaluation tools. Participants review how to write strong duty statements, distinguish required and preferred qualifications, align responsibilities with classification standards, and partner with HR when duties shift, temporary work changes occur, or classification review questions arise.

Learning Outcomes

By the end of this course, participants will be able to:

• Define key classification and compensation terms, including job classification, salary structure, compensation programs, and position description.
• Identify when to consult Classification and Compensation by reviewing sample scenarios involving changed duties, salary questions, stipends, temporary assignments, or classification review requests.
• Evaluate a position description for clarity by checking whether duty statements include an action, object, and explanatory phrase.
• Draft or revise at least one position description duty statement so it is specific, action-oriented, aligned with classification standards, and usable for performance evaluation.

This course helps MPPs understand how to address performance and conduct concerns through a fair, documented, and consultative process. Participants review the role of collective bargaining agreements, position descriptions, performance evaluations, performance improvement plans, informal corrective action, progressive discipline steps, and Human Resources consultation.

The session emphasizes that progressive discipline is not only a sequence of consequences, but a structured process for clarifying expectations, documenting concerns, providing opportunities for improvement, and protecting due process rights. Participants examine employee status considerations, informal corrective options, counseling memos, letters of reprimand, investigatory interviews, suspension, demotion, separation, and the Skelly process.

Learning Outcomes

By the end of this course, participants will be able to:

• Identify the documentation sources that support progressive discipline, including collective bargaining agreements, position descriptions, prior evaluations, policies, and performance records.
• Distinguish between informal corrective actions and formal progressive discipline steps using a sample employee performance or conduct scenario.
• Determine when to contact Human Resources before taking action, especially when concerns involve investigatory interviews, union representation, suspension, demotion, or separation.
• Describe the purpose of the Skelly process by identifying the due process safeguards required before certain formal disciplinary actions are imposed.

This course equips MPPs to recognize and respond appropriately when employees may need leave, workplace accommodations, or wellness resources. Participants review manager responsibilities related to leaves of absence, protected leave types, accommodation requests, the interactive process, confidentiality, and campus referral pathways.

The session emphasizes the manager’s role as a connector, not as the sole decision maker or medical information manager. Participants learn how to recognize potential leave or accommodation triggers, refer employees to appropriate campus partners, understand medically related, pregnancy, lactation, and religious accommodation processes, and connect employees with wellness resources that support employee well-being, retention, engagement, and team performance.

Learning Outcomes

By the end of this course, participants will be able to:

• Identify governing guidelines, procedures, and campus resources related to employee leaves of absence.
• Recognize indicators that an employee may need leave, accommodation, or wellness support by reviewing sample employee statements or workplace scenarios.
• Explain the manager’s role in medically related, pregnancy, lactation, and religious accommodation processes, including when to contact the ADA Coordinator, Human Resources, or Labor Relations.
• Refer employees to appropriate campus or community wellness resources while maintaining confidentiality and appropriate role boundaries.

This course provides MPPs with practical guidance for managing attendance, leave reporting, overtime, compensatory time off, CHRS time approval, and payroll-related compliance. Participants review the manager’s responsibility for supporting accurate and timely compensation while ensuring team practices align with CSU policy, FLSA requirements, collective bargaining agreements, and campus payroll deadlines.

The session focuses on common time and pay scenarios managers encounter, including exempt and non-exempt status, overtime and CTO, rest and meal periods, travel time considerations, salaried and hourly time reporting, CHRS approval responsibilities, pay processing timelines, and employee separations. Participants also review manager responsibilities during resignations, retirements, and terminations to help ensure final pay requirements are met.

Learning Outcomes

By the end of this course, participants will be able to:

• Differentiate between exempt and non-exempt employees by identifying how FLSA status affects time reporting, absences, overtime, and compensatory time off.
• Apply CSU and campus rules for overtime, CTO, workweeks, rest breaks, meal periods, and travel time using sample employee scenarios.
• Review and approve employee time in CHRS accurately by identifying manager responsibilities for salaried, hourly, intermittent, and student employee time reporting.
• Summarize key manager actions during employee separations, including timely notification, final time approval, accrued leave considerations, and payroll deadline awareness.

This course supports Chico State MPPs in conducting performance evaluations that are fair, equitable, compliant, and useful for employee growth. Participants examine why performance evaluations matter, what should be evaluated, how to prepare and conduct the process, and when evaluations are required based on employee status, bargaining unit expectations, and campus timelines.

The session emphasizes practical evaluation habits, including using the position description as the foundation for performance feedback, documenting achievements and areas for improvement, requesting and reviewing employee input, setting clear goals, and avoiding common evaluation errors. Participants also review how evaluations support accountability, probationary decisions, employee development, and risk reduction through formal documentation.

Learning Outcomes

By the end of this course, participants will be able to:

• Explain the purpose of performance evaluations by identifying at least three ways evaluations support employee growth, accountability, compliance, or documentation.
• Identify appropriate performance factors to include in an evaluation by connecting feedback to the employee’s position description, prior goals, job responsibilities, and observed behaviors.
• Draft performance feedback that includes specific examples, impact statements, and measurable improvement or development expectations.
• Apply the evaluation process timeline by identifying required preparation steps, notification expectations, review materials, and follow-up actions for a sample employee scenario.

This course prepares MPPs to create intentional onboarding experiences that help new employees feel welcomed, supported, connected, and prepared to contribute. Participants examine the difference between orientation and onboarding, the manager’s role in shaping first impressions, and the relationship between onboarding, belonging, engagement, retention, and team effectiveness.

The session focuses on practical onboarding strategies that begin before the employee’s first day and continue through the first several months. Participants review welcome emails, workspace preparation, first day and first week activities, team introductions, onboarding buddies, access to training and resources, performance management expectations, feedback loops, and department-specific 30/60/90-day onboarding plans.

Learning Outcomes

By the end of this course, participants will be able to:

• Explain the value of effective onboarding by identifying how it supports organizational culture, employee engagement, retention, and role clarity.
• Distinguish between orientation and onboarding by describing how each contributes to the new employee experience.
• Identify critical onboarding components, including welcoming strategies, connection-building practices, training resources, ongoing development, and performance management expectations.
• Create a department and role-specific onboarding plan that includes before-day-one actions, first-week activities, key connections, training resources, and 30/60/90-day milestones.

This course supports MPPs in understanding the responsibilities, boundaries, and resources involved in supervising represented employees at Chico State. Participants review the legal and policy framework that shapes labor relations in the CSU, including HEERA, PERB, unfair labor practice charges, the Management Personnel Plan, and collective bargaining agreements.

The session emphasizes practical decision making for managers, including understanding MPP rights and responsibilities, avoiding direct dealing, recognizing bona fide past practices, managing performance within CBA expectations, respecting employee rights, understanding Weingarten rights, responding appropriately to union access and release time issues, and knowing when to consult Human Resources or Labor Relations.

Learning Outcomes

By the end of this course, participants will be able to:

• Identify the primary authorities that govern supervision of represented employees in the CSU, including HEERA, PERB, CBAs, and the MPP framework.
• Explain key rights and responsibilities of MPPs, represented employees, and unions using a workplace scenario.
• Recognize situations that require consultation with Human Resources or Labor Relations, including grievances, complaints, RFIs, union access, Weingarten meetings, corrective action, and changes to past practice.
• Apply CBA-aware decision making by identifying appropriate next steps when work assignments, performance concerns, or employee rights questions arise.