Resources for Supervisors

To effectively manage hybrid teams, it is important to stay informed and equipped with the necessary knowledge and skills. Here are some articles and resources that can provide valuable insights and guidance on managing hybrid teams:

Articles: 

• "How to Manage a Hybrid Team" - Harvard Business Review
• "What is a Hybrid Team and How Do I Lead One" - Hays
• "A Quick Checklist to Help You Manage Your Remote Team More Easily" - Hays
• "10 Tips for Successfully Managing Remote Workers" - Society for Human Resource Management (SHRM)
• "13 Tips for Leading and Managing Remote Teams" - Forbes
• "11 Tips to Effectively Manage Remote Employees" - Indeed

Career Edge Courses:

• "Creating an Adaptable Team" - Focuses on building a flexible, growth-oriented mindset, improving critical thinking skills, and becoming a better conflict manager.
• "Finding Flow in Hybrid Work" - Explores strategies for maintaining productivity and finding routines in a distributed or remote work environment, with an emphasis on structuring time and increasing team synergy.
• "Holding Your Team Accountable" - Provides insights into creating a culture of accountability, fostering trust, and setting high standards as a leader.
• "How to Support Your Employees' Well-Being" - Offers tools based on brain science to be a source of strength and support for your employees, understanding your role in their well-being, and positively impacting their work experience.
• "Making Hybrid Teams Work" - Focuses on building emotional and mental connections within virtual teams, fostering shared experiences and perspectives, and boosting team agility.
• "Managing Virtual Teams" - Covers productivity, engagement, growth, and the manager's role in building trust, nurturing connections, and setting clear goals within virtual teams.
• "Prepare for Returning to the Workplace" - Helps strengthen emotional health, communication, and work performance when returning to work after a hiatus.
• "Supporting Your Team as Offices Reopen" - Offers guidance on helping your team thrive in the new work environment.

These articles and resources can provide valuable insights, practical tips, and strategies to effectively manage hybrid teams. By staying informed and leveraging the available knowledge and tools, you can promote collaboration, productivity, and employee well-being in your hybrid team environment.

Barrett and ASU provides various conflict management resources to support employees in effectively resolving conflicts and fostering a positive work environment. Here are some of the conflict management resources available at ASU:

• Barrett Business Operations' Human Resources section is a crucial component in managing conflicts within departments at Barrett, The Honors College. They provide valuable support and resources to address conflicts effectively. Employees experiencing conflicts within their department are encouraged to reach out if they have a concern. HR professionals are dedicated to listening to their concerns, providing guidance, and working toward resolutions that cultivate a positive and productive work environment. Some key roles and services offered include:
  • Policy and Procedure Guidance
  • Coaching and Support
  • Training and Development
  • Promoting a Positive Work Environment
• Ombuds Office: ASU has an Ombuds Office that serves as a confidential and impartial resource for faculty, staff, and students. The Ombuds Office provides assistance in resolving conflicts, addressing concerns, and navigating difficult situations. They offer a safe space for individuals to discuss their issues and explore potential options for resolution.
• Human Resources: ASU's Human Resources department offers guidance and support in managing workplace conflicts. They provide resources, policies, and procedures to address conflicts, promote effective communication, and encourage respectful and inclusive work environments. Employees can seek assistance from HR representatives for conflict-related concerns. https://cfo.asu.edu/hr 
• Training: ASU offers a variety of online training courses through its Career Edge program. These courses are designed to enhance the skills, knowledge, and professional development of employees.
• Employee Assistance Office (EAO): The EAO provides counseling services that can assist employees in managing and coping with conflicts. They offer confidential consultations and support for personal and work-related issues that may contribute to conflict situations.

Making meetings meaningful is crucial for productive and efficient collaboration within teams. Here are some key principles and tips to ensure your meetings are effective and impactful:

• Set clear objectives: Clearly define the purpose and desired outcomes of the meeting. This helps keep the discussion focused and ensures everyone understands what needs to be achieved.
• Prepare an agenda: Create a detailed agenda that outlines the topics to be discussed, along with allocated time for each item. Share the agenda with participants in advance to allow them to come prepared.
• Invite relevant participants: Only invite individuals who need to be involved or can contribute meaningfully to the discussion. Keeping the participant list concise helps maintain a more focused and productive meeting.
• Start and end on time: Begin the meeting promptly and stick to the scheduled time. This demonstrates respect for participants' time and encourages punctuality. Also, end the meeting on schedule to respect each other's time.
• Encourage active participation: Create an inclusive environment where all participants feel comfortable sharing their thoughts and ideas. Encourage open discussion, ask for input from quieter individuals, and facilitate brainstorming sessions.
• Keep the meeting focused: Stay on topic and steer the conversation back to the agenda if it veers off track. Prevent tangential discussions and address unrelated topics separately to maintain the meeting's purpose.
• Utilize technology effectively: If holding a virtual meeting, ensure all participants have access to the necessary technology and platforms. Use collaboration tools to share documents, engage in real-time editing, or conduct polls to gather feedback.
• Assign action items and follow-up: Clearly assign tasks or action items to specific individuals during the meeting. Summarize the assigned actions at the end of the meeting and send out meeting minutes or a follow-up email to document responsibilities and deadlines.
• Evaluate and improve: Regularly assess the effectiveness of your meetings. Gather feedback from participants and make adjustments to improve future meetings. Consider implementing innovative meeting formats or incorporating interactive elements to keep participants engaged.

By implementing these strategies, you can transform meetings into valuable opportunities for collaboration, decision-making, and progress within your team or organization.
 

Effective project management is key to achieving successful outcomes. By implementing sound project management practices, teams can effectively plan, execute, and control projects, ensuring that they are completed on time, within budget, and to the desired quality. Here are some key aspects of managing projects effectively:

• Clear Project Goals: Clearly define the project's objectives, scope, and deliverables. Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to provide a clear direction for the project team.
• Comprehensive Planning: Develop a detailed project plan that outlines the tasks, timelines, resources, and dependencies involved. Break down the project into manageable phases and create a realistic schedule.
• Effective Communication: Establish open and transparent communication channels with all stakeholders. Ensure that project goals, progress, and challenges are effectively communicated to keep everyone aligned and informed.
• Stakeholder Management: Identify and engage all relevant stakeholders, including project sponsors, team members, clients, and end-users. Understand their expectations, involve them in decision-making, and address their concerns throughout the project lifecycle.
• Risk Management: Proactively identify and assess potential risks and develop mitigation strategies. Regularly monitor and manage risks to minimize their impact on project outcomes.
• Team Collaboration: Foster a collaborative and inclusive team culture where members can effectively work together toward project goals. Encourage open communication, knowledge sharing, and cross-functional collaboration.
• Resource Management: Allocate resources effectively, including people, equipment, and budget, to ensure optimal utilization. Regularly monitor resource usage and make necessary adjustments to maintain project efficiency.
• Continuous Monitoring and Control: Regularly track project progress against the plan, identify deviations, and take corrective actions as needed. Use project management tools and techniques to monitor milestones, budgets, and quality standards.
• Adaptability and Flexibility: Project environments can be dynamic and unpredictable. Being adaptable and open to change is essential. Embrace agile project management principles to adjust to evolving requirements and make necessary modifications to plans and strategies.
• Continuous Improvement: After project completion, conduct a thorough project evaluation to identify lessons learned and areas for improvement. Document best practices and incorporate them into future projects to enhance overall project management effectiveness.

By implementing these principles and practices, project managers can navigate challenges, minimize risks, and ensure successful project outcomes. Effective project management brings clarity, structure, and control to projects, enabling teams to deliver results efficiently and effectively.

Career Edge courses

• Leading Projects
• Change Management for Projects
• Various courses are offered depending on the type of project and resources needed. Please review the offered courses on Career Edge.

TED Talks

1. "The Art of Managing Up" by Roselinde Torres: This talk explores the importance of managing up, building strong relationships with superiors, and effectively communicating and collaborating with stakeholders.
2. "Why the Best Hire Might Not Have the Perfect Resume" by Regina Hartley: Regina Hartley highlights the value of considering candidates with unconventional backgrounds and how they can bring unique perspectives and abilities to a project team.
3. "How to Make a Splash in Social Media" by Alexis Ohanian: This talk delves into the power of social media and how project managers can leverage it to engage and connect with their target audience, driving project success.
4. "The Happy Secret to Better Work" by Shawn Achor: Shawn Achor shares insights on the correlation between happiness and productivity, emphasizing the significance of a positive work environment and mindset in project management.
5. "The Puzzle of Motivation" by Dan Pink: Dan Pink discusses the science of motivation, challenging traditional notions and providing insights into what truly drives individuals to excel in their work.
6. "Why Some of Us Don't Have One True Calling" by Emilie Wapnick: Emilie

These TED Talks offer valuable perspectives on leadership, motivation, communication, and adaptability, which are essential skills for project managers. They provide insights and inspiration to enhance your project management approach and achieve successful outcomes.

ASU offers various leadership development programs and training opportunities to help develop supervisors and leaders. These programs aim to enhance leadership skills, foster effective communication, and promote strategic thinking. Here are some examples of leadership programs offered by ASU:

• Emerging Supervisor Pathway: This program is designed for new and emerging supervisors and leaders. It covers foundational leadership skills such as communication, team building, decision making, and managing conflict.
• Mastering Leadership: The Leadership Academy is a comprehensive program that provides supervisors and leaders with the knowledge and skills necessary to excel in their roles. It focuses on topics such as leadership styles, emotional intelligence, leading change, and strategic thinking.
• Supervisor Development Program: This program is designed for supervisors and managers who want to enhance their managerial skills. It covers topics such as effective communication, performance management, employee engagement, and strategic planning.
• Executive Education Programs: ASU offers a range of executive education programs for senior-level leaders and executives. These programs focus on advanced leadership skills, organizational strategy, innovation, and driving organizational performance.
• Customized Training and Workshops: ASU can also tailor leadership development programs and workshops to meet the specific needs of organizations. These programs can be customized based on the organization's goals, culture, and leadership challenges.

The leadership programs offered by ASU provide supervisors and leaders with valuable tools, knowledge, and skills to effectively lead their teams and drive organizational success. By participating in these programs, supervisors and leaders can enhance their leadership abilities, build strong teams, and contribute to a positive and productive work environment.

For more information please visit cfo.asu.edu/leadership-programs.

Resignations are a part of the employment lifecycle, and ASU has a process in place to guide employees through this transition. When an employee decides to resign from their position, they should follow these general steps:

• Provide Notice: Employees are generally expected to provide a written notice of resignation to their supervisor or department, adhering to any notice period specified in their employment contract or organizational policies.
• Notify Barrett Business Operations to initiate the offboarding process.
• Return of Property: Employees should return any university property, including keys, access cards, electronic devices, or other equipment, as specified by their department.  Please work with Business Operations and Barrett Technology Office on these items.

Resignations are typically handled on a case-by-case basis, and the specific steps and procedures may vary depending on the employee's role, employment status, and department. It is recommended that employees and supervisors reach out to Barrett Business Operations to ensure a smooth resignation process.

Change management is the process of planning, implementing, and guiding individuals and organizations through a period of transition or transformation. It involves understanding the need for change, creating a strategy to facilitate the change, and supporting individuals and teams in adapting to new ways of working. Change management aims to minimize resistance to change, maximize the benefits of the change, and ensure the successful adoption and sustainability of the new initiatives.

Key elements of change management include:

• Change Assessment: Identifying the need for change and conducting a thorough assessment to understand the impact and scope of the change.
• Communication and Engagement: Developing a comprehensive communication plan to inform and engage stakeholders about the upcoming changes, including the reasons behind the change, benefits, and expected outcomes.
• Stakeholder Management: Identifying and involving key stakeholders throughout the change process, addressing their concerns, and ensuring their active participation and support.
• Change Planning: Developing a detailed plan that outlines the activities, timeline, resources, and responsibilities needed to implement the change successfully.
• Training and Development: Providing the necessary training and development opportunities to equip individuals with the knowledge and skills required to adapt to the change.
• Monitoring and Evaluation: Continuously monitoring the progress of the change initiative, evaluating its effectiveness, and making adjustments as needed to ensure its success.
• Support and Reinforcement: Offering ongoing support and reinforcement to individuals and teams during the transition period, addressing challenges, and celebrating achievements and milestones.

Change management is important because it helps organizations navigate the complexities of change and increases the likelihood of successful outcomes. By addressing resistance, managing expectations, and fostering a positive and supportive environment, change management enables organizations to adapt, innovate, and thrive in an ever-evolving business landscape.

Supervisors can participate in courses through Career Edge that will help them lead their teams through change:

• Change Management Foundations 
• Change Management for Projects
• What Is Change Management?
• Change Management: Roadmap to Planning
• Change Management with Limited Resources
• Change Management Tips for Leaders

Unpaid Leave

The amount of time an employee can take off as unpaid time is limited. When excessive unpaid time is taken off, it is potentially disruptive to the unit and reduces work hours. Supervisors should try to ensure consistency in work schedules. Setting guidelines for unpaid time off can help prevent abuse of the system and ensure that employees fulfill their job responsibilities.

Under certain circumstances employees are eligible to use unpaid leave for the Family and Medical Leave Act (FMLA) and the Americans with Disabilities Act (ADA) may require reasonable accommodations for employees with disabilities.

Supervisors should work with Barrett Human Resources if they have any questions on employees using unpaid leave.

Leave Time (See SPP702-01)

Supervisor responsibilities

• Accrued vacation hours are available for use by all eligible employees immediately upon accrual and with approval from supervisor/manager. Supervisors are responsible for recording and maintaining accurate records of vacation taken by their employees, including the reporting and approving of hours used. A department time administrator (DTA) may be assigned to assist a supervisor in this task but it remains the supervisor’s responsibility.
• Accurate records are to be kept for an employee’s time. TAS has been set up to help supervisors. If there is a discrepancy noted, it is the supervisor’s responsibility to address it with the employee and make sure it is corrected with the DTA. 

Department requesting time off process

Vacation:

• Eligible employees are responsible for scheduling vacation time off in advance with their supervisor, so that the workflow in the department is not interrupted. Employees are encouraged to use their vacation time and supervisors are expected to approve reasonable requests that are made in advance that do not conflict with business needs.
• Time has to be entered into TAS and PeopleSoft.

Health Leave:

Faculty and staff are entitled to utilize health leave for matters related to health. Supervisors should consult ASU policies that detail the circumstances under which employees can make use of this leave.

• SPP 701-01
• ACD 702-02

Process of reporting

• All persons to whom this policy applies who are unable to report to work must notify their immediate supervisor at the earliest opportunity, and no later than one hour prior to the scheduled starting time or in accordance with departmental procedures, whichever is earlier.
• All persons to whom this policy applies must advise their supervisor of the anticipated date of return.
• Notification from an immediate family member or friend does not constitute proper notification unless, due to exigent circumstances, the individual is unable to contact the supervisor. In such instances, the individual must personally contact their supervisor as soon as possible.
• Absences due to a serious health condition as defined under the Family and Medical Leave Act (FMLA), or sick leave absences exceeding three calendar days in length, may qualify for this leave and needs to report this to the business office.
• All persons to whom this policy applies who leave work due to illness or injury prior to the end of the scheduled shift must inform their immediate supervisor or designee (a co-worker cannot be the one notified) of the departure.
• If any person to whom this policy applies is on health leave for more than three consecutive workdays, the supervisor must report the absence to the business office on the fourth day, in order to ensure that Barrett/ASU complies with federal regulations, and staff members receive proper notification of their rights under the Family and Medical Leave Act.
• All persons to whom this policy applies must obtain medical clearance to return to work from their health care provider after a serious health condition, or an illness or injury that results in an absence of more than three workdays.
• Health leave for purposes of attending medical appointments as provided above, which are routine in nature, should be scheduled for non-work days, to the greatest extent possible. If such a routine medical appointment unavoidably conflicts with the individual's scheduled work time, the individual should obtain supervisory approval as far in advance of the appointment as possible.

Flexible Work Arrangements (FWA)

Barrett is committed to supporting work/life balance, including flexible working arrangements wherever possible.  There is a defined process for making those requests (beginning with supervisor approval), and we consider each request in light of the specific role and the business needs of the unit, campus, and college.  In order to ensure fairness across the college as well as coverage and availability in all areas, we generally cannot approve combinations of FWA options during the academic year.  When putting forward those requests, please select the one option that would work best for the employee and the unit (more details below).  During the summer, we hope to continue to offer additional flexibility.

When considering requests for flexible work arrangements from employees, the following factors are taken into account:

• Ensuring that the university or department can uphold productivity and maintain the quality of service for students, faculty, and other members of the university community.
• Verifying that the proposed arrangement will not have a detrimental effect on the culture, goals, objectives, or the workforce and leadership development activities of the university or department.
• Evaluating the employee's consistent high performance and the supervisor's confidence in the employee's ability to sustain the expected level of work quantity and quality while working remotely.

In alignment with the college's and various units' requirements, individuals are permitted to choose a single option from this selection, and the college is not allowing units to combine different types of flexible work arrangement options from the ones listed below. This policy applies during the academic year. Although occasional schedule adjustments may be necessary, they are not meant to become a permanent work schedule. During the summer, units are granted more flexibility in utilizing these work options.  All approvals are made based upon university guidelines.

• Four 10-hour workdays
• Nine-day, 80-hour work schedule (only for exempt employees)
• Hybrid remote work arrangements
• Visit the Flexible Work Arrangements site for more information.