The Supervisor's Toolkit consists of stand alone information sheets designed to share with people leaders best practices on a wide array of topics. Information sheets will be posted on this site as they are released.
This initiative has been designed to address the areas of focus emerging from the COVID-19 Employee Pulse Check Survey.
Promoting a Culture of Wellness
Supervisors play a critical role in encouraging and enabling a culture of wellness within their teams. As people leaders, supervisors have the opportunity to foster a workplace that encourages and promotes the wellbeing of their teams/colleagues. Supervisors can create the conditions in the work environment that promote healthy behaviours and encourage employees to create healthy habits in both their personal and professional lives. This information sheet highlights some simple things that supervisors can do to promote a culture of wellness within their teams.
Having Supportive Conversations
The last year has been an emotionally overwhelming time for many employees. As the University continues to plan for a safe return to campus activities, many employees may feel worried and anxious about coming back, while others may feel enthusiastic and energized about the return to some “normalcy”. Having supportive conversations can help ease the transition back to campus. Supportive conversations should make the individual feel safe discussing mental health concerns and other challenges that they may be experiencing and feel supported. Such types of conversations require trust and working from a place of compassion. This document highlights some guidelines that supervisors should consider when having these important conversations.
Strategies to Support Employees Transition Back to Campus
While some employees may feel enthusiastic and energized about the fall return to campus, others may experience re-entry anxiety. As the conversations about returning to campus continue to emerge, employees may experience symptoms of anxiety, panic and worry; they may feel stressed and overwhelmed, experience trouble with sleep, tiredness and irritability and may withdraw from colleagues. These reactions are normal and expected in times of change and transition. This document outlines some strategies that supervisors can use to support employees to successfully transition from remote to on-campus work.
Leading a Hybrid Work Team
As we continue the gradual transition of employees back to campus in accordance with public health measures, you may find yourself managing a hybrid work team. Hybrid work teams may operate on a rotating schedule (where different members of the team work on campus and remotely based on a set schedule) or where some team members continue to work remotely while others transition full-time to work on-campus. This document outlines 5 strategies for leading and managing an inclusive, engaging, and supportive hybrid work team.
Helping Our Teams Cope With Return to Campus Anxiety
After working virtually for more than a year and seeing co-workers/students only on the screen, the thought of coming back to campus and having in-person interactions can feel overwhelming. Some employees may be feeling anxious about returning to routines that were once comfortable but have now become unfamiliar. The greatest adjustment will be around boundaries and physical distancing. The information sheet highlights: Why some individuals may be anxious about returning to campus, how to cope with feelings of anxiety and how people leaders can help.