Laserfiche WebLink
See L,I,IC [fR Rqference <br />,[lanual, Chpt. 1: Hiring. <br /> <br />Experience is also an important aspect to consider. Generally, cities will <br />look for experience in city finances and budgeting, but it is also common to <br />see requirements for experience with specific areas such as .land use, <br />municipal liquor stores, Economic. Development Authorities (EDAs), and <br />Housing Redevelopment Agencies (HRAs). Experience in running a well- <br />organized office can also be an asset. <br /> <br />Previous experience as a clerk, administrator or manager can speak to a <br />candidate's abilities. Serving as a deputy clerk or an assistant to a city <br />administrator or manager can also be a desired qualification, as can <br />administrative experience in a smaller city. Likewise, having had all <br />internship with a city can provide valuable municipal experience. <br /> <br />Tile candidate's personality and style is another important consideration. <br />The council will obviously want a person whose style is compatible with <br />the council. Depending upon the current situation in the city, a stronger <br />personality can sometimes offer much needed leadership. Under different <br />situations, a "softer hand" may be more appropriate. A city council must <br />also carefully consider how much control it wishes to delegate to the <br />person hired. <br /> <br />C. Pros and cons of employment <br /> agreements <br /> <br />Cities sometimes use written contracts or agreements with individual <br />employees to outline the terms and conditions of employment. This <br />practice can create legal issues tot' the city that might otherwise have been <br />avoided by using a personnel policy that applies to all employees. <br /> <br />The primal~ reasons that a city may want to consider using an individual <br />employment agreement is roi' reasons of recruitment. Experienced city <br />manager or administrator candidates may refuse to work for a city without <br />an individual employment agreement that outlines their terms and <br />conditions of employment, particularly severance pay issues. There are a <br />number of reasons for this~ but probably the one most often cited by these <br />professionals is that tile relationship between the city council and tile chief <br />administrative officer can change over time. Each city council hires those <br />who will be able to work well with their individual personal styles and <br />overall philosophy for running the city. However, the persons occupying <br />council seats change at nearly every election. Over time, tile styles and <br />philosophy of the council changes and the relationship may no longer work <br />well for the council. Employment agreements and in particular severance <br />pay provisions aclcnowledge that this change iu relationship is a reality of <br />city govermnent and is not the fault of any of'the parties. [t allows the <br />employee a safety net to protect his or her income. <br /> <br />26 <br /> <br />League o£ Minnesoln Cities <br /> <br />-48- <br /> <br /> <br />