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Staff Management


Staff members who are not faculty members fall within two major employee categories:

Civil Service (CSA)
Employees whose positions are covered by the provisions of the Career Service Act (South Dakota Codified Law 3-6A). They include professional, technical, clerical, labor, and trade positions. The positions are classified and the salaries are set in accordance with the state system.

Non-Faculty Exempt (NFE) - These positions are specifically exempted from the provisions of the Career Service Act. Some examples of non-faculty exempt titles at SDSU include Director, Research Assistant, Research Associate, Coordinator, and Counselor.

Either of the above employee categories may be either exempt or nonexempt from the Fair Labor Standards Act (FLSA).

SDSU also needs to classify each employee or position as exempt or nonexempt from the overtime provisions of the FLSA.

  1. Exempt Status – Exempt employees are not subject to federal and state overtime requirements. An employee is exempt if determined to be an executive, an administrative or professional employee, a computer professionals, or an outside sales representative as defined by the Fair Labor Standards Act.
  2. Nonexempt Status – Nonexempt employees are entitled to overtime pay of at least one-and-one-half times (1½) his/her regular rate for hours physically worked in excess of 40 in any workweek. Any employee who is not classified as exempt is nonexempt.

Hiring Processes

One of the most important roles for a supervisor is conducting an effective recruitment process. The recruitment process and subsequent decisions have a long-term effect on the department. Therefore, it is crucial that supervisors give careful consideration to every step in the process from the time they are aware of a need to recruit until final decisions about each applicant have been made.

SDSU utilizes two different search processes: one for Civil Service employees and one for exempt and faculty employees. The Human Resources site provides information on both of these processes as well as recruitment strategies and techniques that are important regardless of which process is being used. Human Resources is available to assist supervisors with all phases of the recruitment process.

Website link:

Hiring of personnel of international origin for NFE staff positions requires certain specific steps.  It is best to contact HR prior to initiating a search to ensure that the search will be conducted correctly per requirements of USICS.


Civil Service Performance Planning and Review
All Civil Service staff must be evaluated each year by completing the Performance Planning and Review (PPAR) document. These are to be conducted yearly and are due in the SDSU Human Resources office on November 1. These yearly evaluation are to be conducted on all status employees, who have completed the 1040 hour probationary period. The Performance Planning and Review process is designed to encourage two-way communication, which includes recognition and problem solving opportunities for both the supervisor and employee. 

The South Dakota Bureau of Human Resources (BHR) is the publisher of the PPAR form. For specific questions regarding this process, please attend one of the training sessions prior to the November deadline or contact the Human Resources office. 

Non-Faculty Exempt Evaluations
All exempt employees must be evaluated each year by completing the Non-Faculty Exempt Evaluation form. These are to be conducted yearly and are due in the SDSU Human Resources office on February 1st. These yearly evaluations are to be conducted on all regular employees, i.e. part-time and full-time staff. The evaluation form is designed to encourage two-way communication on performance objectives and professional development. It also provides the supervisor with a formal method of evaluating employees' strengths and weaknesses in regard to their position descriptions, objectives, and general competencies.


SDSU has a generous leave policy, which includes annual and sick leave. Employees may also be eligible for other forms of leave such as Personal Leave, Family and Medical Leave, Military Training Leave, Court/Jury Leave, etc. depending on the situation. This section of the toolkit has been created to provide general information on the different types of leave policies associated with each type. A supervisor's role is to monitor each employee's leave usage and to ensure that the applicable policies are followed. 

The Leave Manual provides specific information on leave and includes thorough definitions, general regulations and types of leave, leave accrual, leave calculation, leave accounting, and record keeping and required paperwork. Additional information is available by contacting the department leave representative or Human Resources.

Discipline & Documentation

When deciding to address concerns about an employees' performance, the goal should be to help the employee improve their performance. In most cases, it will cost less to invest the time and effort in addressing and correcting an employees' performance than it will to recruit, hire, and train a new employee. On the other hand, if the employee is unable or unwilling to bring performance into compliance with expectations, prior notice and good documentation of the issues will be critical to a successful termination.

Communication is the key to the success of an employee relations situation.  If there is an employee concern within a department, it is important to keep the Dean informed of the situation and you begin discussions with the Human Resource office early in the process.  

The Human Resource office is the primary contact for any questions related to employee disciplinary matters.