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Leadership Blog Series: Lean Into Leading — Remote Work Edition

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Written by Sharri Margraves, Director for HR Organization and Professional Development

At the retirement party for one of my former colleagues, they reflected that the main thing they were looking forward to was “never being responsible for another human being again.” And they meant it. As leaders, it’s important to recognize the significant responsibilities of our roles, with impacts on both the organization and the individuals with whom we serve.

It has always been challenging to be a good leader, and this is not going to get easier anytime soon. The incredible shifts in the past two years will continue to play out within our teams, departments and units as we move to understand the full capabilities of remote work (including “hybrid” work) and learn what our stakeholders want from their experiences with us.

Fulfilling the Goals and Objectives of MSU’s Strategic Plan

As you consider MSU’s strategic goals and objectives, leaning into new concepts about work, productivity and satisfaction will require a paradigm shift. Not only are external forces pushing this, but the university is also pulling us toward a new mindset focused on growth, and this means change.

Consider MSU’s strategic goal of faculty and staff success: Creating an environment in which excellence and opportunity thrive will attract and keep talent and create conditions where staff and faculty can do their best work, individually and collaboratively. We will develop the flexible, supportive, inclusive workplace required to respond to the aspirations and needs of every employee.

As employees integrate career goals with efforts to create a meaningful life for themselves and their families, they will expect — and we, as supervisors, will deliver — ongoing opportunities to grow and develop.

Related resource: MSU 2030 Strategic Plan

Remote Work and Flexibility

We are working in the most disruptive workforce changes since WWII, dubbed “The Great Resignation”. Research shows that 90% of employees expect to have flexibility in their work, and 54% are planning to leave their position if they don’t get it.

In the coming weeks, you will hear more about what MSU intends to do about remote work from a policy perspective, but that is only part of the equation. As with every policy, you can either hide behind it, or you can embrace it. I challenge you to embrace the new remote work policy in the spirit of our strategic goals. We are working with, and are, professional adults — and adults know when something does not make sense and know they need to be accountable for their actions. Be creative and innovative as you lean into implementing this new policy in your area and working toward better fulfilling the university’s goals and objectives for staff success.

A word about flexibility: not all jobs are going to be remote-friendly. Approximately one-third of our jobs will not offer remote work capability. However, most jobs can have some flexibility, at least at some point in the year. Think broadly about the organizational culture you want to thrive in — thrive…not simply endure — and do the same for your staff. It may be more challenging, but it also can also lead to greater rewards.

Related resource: Remote Work Guidance for Employees and Supervisors at MSU

Take a Deeper Dive

Consider the following ways that you, as a leader, can help MSU meet our collective strategic goals and objectives through the lens of the updated remote work policy:

  1. Examine the value of an employee’s work and not the “busy work” a person brings to their role. How can you maximize that value?
  2. What is the maximum and minimum flexibility for each position? Each team?
  3. Is the flexibility the same during the full year, or can summer months or breaks be different than the academic year?
  4. Do you really know what your stakeholders want and expect and the services they need?
  5. Can you flex starting times, hours, days?
  6. Have you already decided what is “right” or are you open to new possibilities?
  7. Consider the individual as well as the team dynamics. What can change to provide flexibility for all? Did you ask your team to help devise the strategy?
  8. What are the core times you might expect people to attend meetings (and is the meeting effective and productive, or is it casual and meant to just connect)?  Global working hours help everyone be flexible.
  9. Can you accommodate a “split shift”, with the employee able to have alternate times?
  10. What communication plans will make you more effective? Effective communication isn’t a one-way process, and employees have responsibilities here as well.
  11. What role do expectations have for the team? Individuals?
  12. What collective development and individual development will foster the kind of organizational culture that will help us meet our strategic goal?

Additional resources are available to support you as you navigate integrating MSU’s new remote work policies with your team.

MSU Remote Work Policy – Important documents, resources and FAQs

Remote Work Supervisors’ Discussion Guides

Instructor-Led HR OPD Courses

elevateU Resources

Leading From Anywhere: How to Build High Performing Remote and Hybrid Teams (56-minute recording of live event)

Working Remotely – Curated Resources (Self-paced courses, videos, books)

Sources

Kroop, B., McRae, E.R., January 12, 2022. 11 Trends that will shape work in 2022 and beyond. Harvard Business Review blog post. https://hbr.org/2022/01/11-trends-that-will-shape-work-in-2022-and-beyond

Ascott, E., October 19, 2021. 90% of workers want flexibility. Companies aren’t delivering (This could be a disaster). https://allwork.space/2021/10/90-of-workers-want-flexibility-companies-arent-delivering-this-could-be-a-disaster/

https://www.insidehighered.com/news/2022/01/05/era-flexible-work-higher-education-has-begun

photo of two women talking during an interview.

Are you hiring? Review best practices to be most effective!

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This is a guest post written by Tina Alonzo, CM, CHRS, DEI Administrator for the Office of the Executive Vice President for Administration

As stated within our University Strategic Plan, we commit to expanding opportunity, advancing equity, and elevating excellence. As outlined within the diversity, equity, and inclusion (DEI) strategic theme, we are engaging in efforts that recruit, retain and expand career development for staff from diverse backgrounds. One effort that serves as one component of the connected series of tactics is mitigating bias in hiring. Bias is a human condition, not a character flaw and can influence our ability to make equitable decisions without adequate self-awareness. According to the Cognitive Bias Codex, we have 188 systematic patterns of cognitive deviation and the brain can process 11,000,000 pieces of information on an unconscious level, so it’s imperative for us to prioritize equity and diversity in the hiring process. Here are a few best practices to be most effective:

  • Building a diverse selection committee is one way to minimize bias in the search process.
    • Identify qualified applicants based on pre-determined criteria required for the position when screening.
    • Avoid discriminatory bias, prejudice or stereotyping in evaluation criteria and communications.
    • Redacted screening is one tool to reduce initial subjectivity by removing preconceived notions associated with identifying information that may trigger biases or unfair assessments.
    • The applicant/candidate experience matters; remember they are evaluating MSU as an employer of choice during every step of the hiring process.
  • Ensure adequate diverse representation in the applicant and candidate pools.
    • The goal is to broaden the applicant pool, not lower standards.
    • Cast a broader net and expand your reach.
  • False narratives can be formed before a position is ever posted, influencing the overall equity of the hiring process.
    • Use inclusive and balanced language in the position posting; always display how to request accommodations.
    • Be able to adequately explain decisions to retain or reject candidates, linking to job requirements and qualifications.
    • Embrace differing communication styles.

Would you like to learn more and access additional best practices and tips? The Executive Vice President for Administration’s Office of Diversity, Equity, and Inclusion recently launched the Mitigating Bias in Hiring eLearning to aid efforts in prioritizing equity and diversity in hiring.

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Get Active this Spring: Fitness Resources for MSU Employees

Published on by Megan MacGregorLeave a comment

Updated March 2023

Warmer weather on the horizon means more opportunities to get outside! If you need some ideas to help you and your family get active this spring, the following resources and opportunities are available for MSU employees:

In-person Opportunities

  • Biking: One of the easiest ways to add exercise to your daily routine is to attach it to an activity or habit you perform already, such as your commute to work. MSU Bikes provides support with a variety of commuter resources to help you bike to work with confidence, including a 1-on-1 Bike Commuter Assistance service which helps you find the safest, lowest-stress route to and from campus to your neighborhood. If you’re working remotely, there are a variety of Greater Lansing area biking groups you could join instead. The MSU Bikes Service Center also offers new and used bikes, rentals (long and short term), as well as a repair service.
  • Sailing, Stand-Up Paddleboarding, and Kayaking: The MSU Sailing Center is located on Lake Lansing in Haslett just east of campus. The Sailing Center strives to provide a safe, supportive, and welcoming learning environment for all participants. Consider participating in one of their many programs, including a learn-to-sail course, paddle sports, group outings, and private lessons. MSU employees can receive a discounted rate for membership.
  • Tennis: At the MSU Tennis Center you can book a court for singles or doubles or participate in one of their adult instructional classes or drill sessions. There’s something for everyone with classes geared toward both beginners and pro-level players.
  • Golf: MSU Forest Akers offers teaching programs for golfers of all ages and abilities, including adult group classes and private instruction, and a casual golf league for all skill levels. MSU employees can also access the golf range and courses at discounted rates.
  • Swimming: Present a valid staff or faculty ID to use one of the pools available on campus for laps or open swimming during designated pool hours.
  • Group Fitness Classes: MSU Recreational Sports and Fitness offer a variety of group fitness classes with membership pricing for MSU employees.

Virtual Opportunities

  • MSU Benefits Plus offers a bunch of health and wellness discounts, including a virtual gym membership through GlobalFit. After you log in to MSU Benefits Plus, select Employee Discounts from the top navigation, then Health and Wellness – GlobalFit will be one of the options.
  • Sign up for a virtual Chair Yoga or Good Form Walking/Running class through MSU Health4U.

Articles and Resources to Increase Motivation:

Job of the Week: Enrollment Services Assistant

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This week’s featured job from MSU Human Resources is an Enrollment Services Assistant (posting 769164) with the Office of the Registrar. They are looking for a friendly and knowledgeable individual for their customer service team.

The candidate selected to fill this role will work collaboratively with others to deliver positive outcomes, provide exceptional service, and ensure compliance with federal, state, and university regulations. As a primary member of the customer service team, they will explain policies and procedures, and answer questions from students, parents, faculty, staff, and others about all functional areas within the Office of the Registrar. 

The education and experience of interested applicants should include a high school education and one to three years of experience in student and/or financial aid record-keeping systems, word processing, and spreadsheet software. Preferred, but not required, qualifications include experience in a high-volume customer service environment and experience in academic record-keeping, student data systems, and online communication and services such as social media, email, chat, and text. The full list of qualifications can be found here. 

Learn more about the Office of the Registrar at https://reg.msu.edu/. To apply, submit your resume and provide a cover letter explaining your experience and why this position would be a positive career move for you here by April 12. All the latest job postings can be found at careers.msu.edu.

Celebrate 10 Years at the Broad Art Museum

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2022 marks the Broad Art Museum’s 10th anniversary! To celebrate, we sat down with lead museum curator Steven Bridges to discuss what he does for work and what to check out during the festivities!

Question: What does a day in your job look like?

Answer: It can change very drastically day to day. Typically, a day involves quite a lot of meetings, emailing, and a lot of administrative work. My position is to lead the curatorial team in developing, conceptualizing and implementing the exhibition program at the museum. That involves all different kinds of exhibitions from solo exhibitions of individual artists to working with a collection to developing group shows, all different kinds of projects.

Question: What are the current exhibits on display for the anniversary? 

Answer: 

History Told Slant:

We are leading this 2022 anniversary year with a focus on our collection. The collection has been around much longer than the museum itself. Formerly it was a part of the Kresge Art Museum and the collection started even before then. The approach within the exhibition is to confront and address that collections of art along with many other institutions were founded and built in such a way that have privileged white male artists and those perspectives and voices. A lot of the work that we are doing in the museum presently is confronting and trying to change those narratives. 

Recovery:

We have a large commission from the artist Beverly Fishman who is a Michigan native and formerly showed with the museum in 2013. She has two works in the museum collection and we have commissioned two new works that are on view. We are really celebrating her and her work. 

Art Along the River, Grand:

We also have an exhibition that addresses public art both here at the university and also pointing to all the great things that exist within our communities in the Greater Lansing Region. 

Kahlo without Borders:

Finally, we also have an exhibition that looks at Frida Khalo and her relationship with her doctors. It is a very intimate portrait of the artist that offers a lot of new perspective of who she was and her interpersonal relationships and how that influenced her and her work. 

Question: What is the legacy of the Broad that you and your team are highlighting during this celebration?

Answer: These anniversaries are a great time to reflect on the past ten years. There have been many successes and also many challenges. These moments offer the opportunity to look back, to learn, to celebrate the successes, but also think about, what do the next ten years look like? Where do we go from this moment? What are we excited to build on? In terms of the life of museums, ten years is actually pretty young. The legacy has a lot to do with celebrating the history of art and you see that in these collections. 

Question: What do you say to members of the MSU community who have not visited the museum or believe they won’t enjoy it?

Answer: I fully recognize that not everything is for everyone and that is why, with the range of exhibitions we have on view currently, if you don’t like one thing, hopefully there is something else for you to see. There’s options there. At any given time in the museum, there are so many things to take in, to explore, and to push yourself a little bit. If you are unsure, but you are curious about the museum, come inside and explore it for yourself! You might be surprised by what is inside.

Question: Who is the audience for the Broad Art Museum and the 10th anniversary celebration?

Answer: It is very important to me that faculty, researchers, staff and students of the university really know that we are here for them. We are always free and open to the public and whether you come to see the exhibitions or to visit the cafĂ© and work in the beautiful environment and architecture, we love to have you here. 

The Broad Art Museum turns 10 years old in November, so the exhibitions and celebrations to commemorate the birthday are changing and expanding all year long! Starting in September, the museum will add a new exhibition created to feature the architect of the unique building that catches the attention of so many on campus, designed by Zaha Hadid. Visit the Broad Art Museum’s website for more information on events and exhibitions all through 2022!

Job of the Week: Service Manager III

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This week’s featured job from MSU Human Resources is a Service Manager (posting 767419) in the department of Custodial Services through Infrastructure Planning and Facilities. 

This staff member will be responsible for the management of activities of second and third shift custodial operations at MSU. Through this, the chosen candidate will create a culture that values and recognizes initiative and supports diversity and the inclusion of varying beliefs. Other responsibilities include communication with union representatives, oversight of budgeting multiple departmental accounts and delivery of training objectives for all new hires. IPF requests all applicants value people, partners and stewardship and be committed to engaging in high performing, leading edge practices. For a full list of responsibilities, click here. 

The required qualifications for this position are knowledge normally acquired in the first two or three years in college, technical or vocational school and five to eight years of related experience supervising operational activities. An equivalent combination of education and experience, such as a four year college degree and three to five years of related experience, will also be considered. The desired qualifications include expertise in Microsoft Office 365, knowledge of labor relations best practices, proven customer service skills and experience with workplace management systems such as EBS and FAMIS. The ability to work both independently and in a team and proven communication skills among a diverse population will also be taken into account for hiring. 

Learn more about MSU IPF at https://ipf.msu.edu/. Find more information and apply with a resume by April 5 here. All the latest job postings can be found at careers.msu.edu. 

Time Management Blog Series: Pomodoro Technique

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Updated March 2023

Are you juggling multiple, competing priorities? Do you feel like you’re busy all the time but are still not getting things done? If so, you’re certainly not alone. Time management is an area where most of us could use additional practice and skills.

Over a series of posts, we’ll highlight various time management techniques to give you different tools to utilize depending on your needs, preferences and work style. The reality is that the best time management technique is the one you’ll actually use and stick with, so give different approaches a try and see what works best for you.

We’ll focus here on leveling up your time management skills with the Pomodoro Technique.

Pomodoro Technique: What It Is

As bizarre as it may seem to think of time management in units of tomatoes (Pomodoro is Italian for tomato), millions of people swear by the Pomodoro Technique. This popular time management method has you alternate pomodoros — focused, 25-minute work sessions — with frequent, short breaks to promote sustained concentration and reduce fatigue and burnout.

Developed in the late 1980s by overwhelmed Italian university student Francesco Cirillo, Cirillo asked himself to commit to just 10 minutes of focused study time. Encouraged by the challenge, he found a tomato/pomodoro shaped kitchen timer, and the Pomodoro technique was born.

How It Works

1 pomodoro = 25-minute focused work session + 5-minute break

  1. Pick one project or task you want to focus on.
  2. Set a timer for 25 minutes and focus on that single task until the timer goes off.
  3. Mark off one pomodoro and record what you completed. Use whatever medium you prefer — perhaps an Excel spreadsheet, a physical notebook or an online project management tool.
  4. Take a five-minute break.
  5. Go back to Step 1 and repeat the process until you’ve completed 4 pomodoros.
  6. Then, take a longer, more restorative break in the 15–30-minute range.

Who Will It Benefit?

While the Pomodoro Technique can work well for just about anyone, it may be an especially good fit if you meet any of these criteria:

  • Distractions often derail your workday.
  • You tend to work past the point of optimal productivity.
  • You are faced with open-ended work that could take unlimited amounts of time.
  • You enjoy gamified goal setting.
  • You frequently overestimate how much you can get done in a day.

Additional Considerations

The core of the Pomodoro Technique focuses on the alternating “sprints” of productive time and rest periods. Applying the following three rules will help you get the most out of each interval.

  1. Break down complex projects. If you’ll need more than four pomodoros to complete a project, the project needs to be divided into smaller, actionable steps. This will help ensure you make clear progress on your projects.
  2. Group small tasks. Tasks that will take less than one Pomodoro should be combined with other quick tasks within one session.
  3. Do not break up a pomodoro once it begins. Once your pomodoro timer starts, be mindful to not check incoming emails, team chats or text messages. Simply note any ideas, tasks or requests that may come up as something to come back to later. Focus solely on the task set aside for the pomodoro.

What if You’re Interrupted?

Some disruptions just can’t be avoided. If this occurs during your pomodoro, address the urgent matter at hand, then take your five-minute break and start again. Cirillo recommends tracking interruptions as they occur and reflecting on how to avoid them in your next session.

What if Your Task Doesn’t Require a Full Pomodoro?

Planning ahead with Step 2 above — grouping small tasks — will help avoid this, but sometimes you’ll finish your given task before your timer goes off. Use the duration of your pomodoro for related learning, skill improvement or increasing your knowledge around the topic.

Tip

You don’t always need to complete four Pomodoro sessions back to back. Even just one or two Pomodoro sessions a day can set the tone to help you feel more focused and productive.

Below are additional resources that may help you establish a time management approach that works for you. Keep an eye out for additional posts in the Time Management Blog Series that dive into the Eisenhower Matrix, Eat the Frog(!) and more. Do you have other time management tips? Share in the comments section — your ideas may be just the thing another person needs to succeed with time management.

Sources

Collins, Bryan (2020, March 3). The Pomodoro Technique Explained. Retrieved March 20, 2022 from https://www.forbes.com/sites/bryancollinseurope/2020/03/03/the-pomodoro-technique/?sh=41f602ca3985

Scroggs, Laura. The Pomodoro Technique. Retrieved March 18, 2022 from https://todoist.com/productivity-methods/pomodoro-technique.

Job of the Week: Assistant Director of Corporate Support

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This week’s featured job from MSU Human Resources is an Assistant Director of Corporate Support (posting 766902) through University Advancement.

The main role of the assistant director will be to participate as a collaborative member of WKAR radio’s development team. This includes responsibilities such as developing and maintaining relationships with advertising agencies, preparing radio, TV and digital platform content proposals and record keeping. This position also requires frequent underwriting messages and the utilization of industry software for accurate contract entry. For a full list of responsibilities, click here.

The required qualifications for this position include a four-year college degree in communications, marketing, broadcast journalism or a related field and one to three years work experience in fundraising, PR or marketing. An equivalent combination of education and experience will also be considered. Ideally, the chosen candidate will be self-motivated, dynamic, and a strategic thinker with excellent written and verbal communication skills. They would also be experienced in successfully recruiting donors and members, broadcast radio and project management. 

Learn more about MSU University Advancement at https://advancement.msu.edu/. Find more information and apply with a resume, cover letter, writing sample and the contact information for three professional references here. All the latest job postings can be found at careers.msu.edu.

Job of the Week: Manager of Public Programming – Exhibitions Manager

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This week, MSU Human Resources is featuring an open position with the MSU Museum. The MSU Museum is seeking a Manager of Public Programming – Exhibitions Manager (job posting 765811). This is a support staff position under Provost and Academic Affairs.

Reporting to the Creative Director, the Manager of Public Programming will develop, implement, and evaluate educational and outreach programming stemming from the Museum’s division for innovation and experimentation. The position requires an ability to effectively and diplomatically work with individuals and groups from all over the community. The projects, programs, and initiatives for such a position will naturally vary in scale from intimate to expansive, with a spectrum of engagement expectations that range from scholarly presentations to large-scale projects that engage the broader campus community and extended public, many of whom may not be routine museum-goers. A lively balance of programs that deepen understanding, build audiences and push the boundaries on what it means to be a 21st-century interdisciplinary museum is expected. A detailed list of duties and responsibilities can be found here.

The candidate selected for this role will have a four-year college degree or equivalent experience in science communications, the arts or humanities, or a related field. They should also have three or more years of experience related to exhibitions in a museum, gallery, or foundation. Additional desired experience includes project planning, budget development, contract negotiation, and supervisory experience.

Learn more about the MSU Museum at https://museum.msu.edu/. To apply for this position, you will need a resume, cover letter, and three professional references. Click here to apply by April 5, 2022. All the latest job postings can be found at careers.msu.edu.

Photo of person sitting in front of laptop, smiling, looking off to the side while holding a coffee mug. A graphic is layered on top of the photo on the left side, featuring the MSU Performance Excellence recycle. The center is a circle with the Spartan helmet and the words PERFORMANCE EXCELLENCE. In a larger circle surrounding the inner circle, there are three sections: 1) Performance Planning: Goal setting and development planning with graphic of cogs, 2) Continuous Feedback, Coaching and Development with a graphic of two speech bubbles, indicating conversation, and 3) Annual Review with a graphic of a clipboard with an upward arrow on it.

5 Ways to Engage with Your Performance Evaluation Beyond an Annual Review

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Part of MSU’s appeal as a residential, land-grant institution is our vast array of programs, specializations and priorities — not just for students, but for staff and faculty. This diversity makes us great, and it also requires a need for case-by-case definitions of success and achievement from unit to unit, and from person to person.

All of us working during the pandemic have experienced disruption in our duties and routines and have been required to redefine our roles, goals and accomplishments. The disruptions have occurred in many forms: unplanned shifts in personal and family needs and routines, workforce changes and university realignments, a radically updated and still unpredictable professional and social landscape. Your resilience, adaptability and growth during these times, and always, is remarkable and worthy of recognition.

One way to ensure you, your supervisor and the university are recognizing and recording your efforts is to tell your story through the Performance Excellence (PE) process. When many of us in non-supervisory, support staff roles discuss PE at MSU, we’re thinking of a supervisor-led annual review. In reality, PE encompasses an ongoing cycle of:

  1. Performance Planning — Goal Setting and Development Planning
  2. Continuous Feedback, Coaching and Development
  3. Annual Review — Collaborative Meeting with Employee and Supervisor Contributions

Below are suggestions for ways to engage as an employee in the PE process and tell your story with confidence.

1) Set SMART, HARD Goals and Find Ways to Measure Them

On one hand, we know each employee’s experience and accomplishments extend well beyond quantitative data and one review each year. On the other hand, we also know that specific measurements — especially those backed by accurate, numerical data — are a powerful and widely-accepted way to determine success.

One way to ensure the full picture of your story is told during the PE process is to take the lead when it comes to your own goal setting and measurement. Setting SMART, HARD goals is a great place to start. Consider the following:

  • Your personal goals
  • The goals of your department/unit goals
  • Organization-wide goals/university strategic plan

Goals are not something that should be determined solely by a supervisor and then assigned and evaluated once a year during your review discussion or performance planning session. Generating and adapting goals throughout the year is a collaborative process and one way you can contribute toward the narrative of your achievements.

Read related article: When SMART Meets HARD: Setting Goals that Matter

2) Track and Document Your Accomplishments

Setting and measuring goals is a great place to start, but tracking and documenting your progress toward these goals is key. Block off some time on your calendar to regularly check results, generate data and document your progress in a way that makes the most sense for you and your role. You know your work, efforts and accomplishments better than anyone else, which makes you the ideal person to collect and report out this information.

Read related article: What’s Your Plan? Six Steps to Align Your Goals with What’s Important to You

3) Schedule Regular Check-ins

In this environment of rapid change, it’s more important than ever to regularly check in with your supervisor to discuss progress, review and reevaluate goals, and receive feedback. Regular, continuous coaching allows an opportunity for you to reconnect to your unit’s and the university’s mission and ensure your goals continue to be aligned with this larger vision and objectives.

As a university, we are working to shift the perception of PE from one yearly review to a wider focus on ongoing coaching, feedback and goal setting. There’s no need to wait for your supervisor to schedule a meeting for you to touch base on these topics. You have the option of reaching out to your supervisor and setting up check-ins on a schedule that works for both of you. Even a brief 15-minute check-in can go a long way toward staying on track with goals and sharing the story of your work.

Tips
  • Go to these meetings prepared, with the documented progress and accomplishments mentioned above.
  • Bring questions to help guide the conversation and make the time as useful as possible for both you and your supervisor.

4) Contribute Toward Your Review

Did you know that, as support staff, you have the opportunity to contribute toward all your PE discussions and submit documentation to include along with your official review forms?

Review documentation imaged and kept on file with central HR includes your reviews (annual, probationary and interim) and performance improvement plans. You have the option to include a self-review and/or other statements along with your documents on file. In current times, that may be a COVID Impact Statement that outlines how your work has been disrupted during the past year, along with an overview of how you’ve adapted and what you’ve accomplished despite these challenges. On an ongoing basis, this may be a summary that features the data you’ve been tracking throughout the year to share specific achievements and outcomes.

Tips
  • Keep it brief. Unless documenting extraordinary circumstances, a 1–2-page document will be impactful and share the story of your performance. Due to system storage limitations, submitting a large quantity of documents with your review could possibly lead to some documents being excluded from imaging.
  • Reference any additional documents on the official PE forms. Include a statement within the “Employee’s comments” section of the Annual Review to “See attached ______” (e.g., self-review, list of achievements) and indicate the number of additional documents. This helps central HR know an employee wishes for those documents to be imaged alongside their review.

5) Utilize Your Resources

HR’s Organization and Professional Development (OPD) department offers online PE resources and documents geared toward both employees and supervisors that can help guide and support you in all components of the PE process. OPD is in the process of reworking this online content for greater accessibility, inclusivity and usefulness for all support staff, and we look forward to sharing these changes with you later this year.

Additional, recommended resources are listed below. Your MAU’s HR representative, central HR and OPD, and your union representatives are all available to work with you and help you share your story should you need specific guidance or assistance at any point during the PE cycle.

Recommended Resources

Performance Excellence Resources for Employees

PE Tips and Tools for Employees

Navigating Difficult Conversations in Performance Excellence for Employees (30-minute elevateU virtual course)

Adapting Your Goal-Driven Approach During Times of Change (blog post)

Common Work-Related Goals with Resources to Help You Achieve Them (blog post)

Saving Time by Setting Goals (24-minute elevateU virtual course)

Gaining a Positive Perspective on Feedback (30-minute elevateU virtual course)

OPD Courses for Employees