ONBOARDING
101. On Board for Onboarding
REQUIREMENT
Onboarding new employees is a multifaceted process. Onboarding is not only a time to train someone on the day-to-day of their role but is the first opportunity to share the values and culture of your organization with new staff. Tangible takeaways from this training include understanding the importance of onboarding, involving multiple team members in the onboarding experience, and creating a structured onboarding process.
- Distinguish the role of onboarding in establishing positive working relationships.
- Identify ways create a structured onboarding process and/ improve current onboarding processes.
STAFF DEVELOPMENT
201. Teaching Through Feedback & Performance Evaluations
REQUIREMENT
Feedback is an essential element of student employee development. However, many students view feedback and the evaluation process as an intimidating one. Supervisors have the ability to make these processes meaningful instead of daunting. This training will focus on your role as a supervisor and the influence you have on framing feedback as support for improvement on a regular basis and through performance evaluations.
- Understand how to provide effective feedback using performance standards.
- Identify ways to incorporate continuous feedback and performance evaluations in employee development processes.
202. Introduction to Strengths
ELECTIVE
Based on decades of research conducted by the Gallup Organization, a strengths-based focus can enhance an individual’s ability to deliver optimal performance. This training will use the results of the CliftonStrengths assessment to teach the three components of strengths development and equip you to have introductory conversations about CliftonStrengths with your student employees.
- Create a personal understanding of their top five CliftonStrengths themes.
- Discover ways to have introductory CliftonStrengths-based conversations.
203. Clear is Kind: Effective Communication
ELECTIVE
What are your communication preferences? How do you best receive information? This training will explore these questions and provide supervisors with tools and techniques to facilitate effective communication with student employees.
- Recognize the importance of creating clear communication expectations.
- Identify ways to improve interpersonal and team communication processes.
204. Critical Thinking on the Job
ELECTIVE
We place a lot of responsibility and trust in our student employees to do their job. Depending on the position, student employees open and close our facilities, perform necessary administrative support, and/or drive innovation in our programs. This training will explore approaches and frameworks for teaching critical thinking to empower student employees to do their job.
- Recognize that critical thinking is a practice that can be developed.
- Identify the roles that building trust and establishing clear expectations play in developing critical thinking skills.
205. Student Employment in a Hybrid Environment
ELECTIVE
As our working environment changes to encompass more fluid work arrangements, our leadership styles will also need to flex. This class will explore some of the new experiences that students are facing during these hybrid working environments, look at what leading a hybrid working environment entails, and share tips to help you and your student employees be successful.
- Discover different approaches to facilitating an equitable hybrid work environment.
- Analyze current staff processes that can be adapted to create an equitable hybrid work environment.
206. Creating a Meaningful Retreat Experience
ELECTIVE
A staff retreat is an opportunity to step away from the day-to-day work and spend time thinking about the bigger picture. This training will explore ways to create a meaningful staff retreat, which includes team building activities and communication expectations.
- Recognize the role that staff retreats plays in employee development.
- Identify ways to implement a staff retreat into training processes.
207. Creating an Internship-Like Experience
ELECTIVE
Internships are a high impact practice that provide students with career-related experiences. What makes an internship a high impact practice and how can I implement these practices into my student employment? This training will explore ways to implement internship best practices into the “Student Employee Experience.”
- Define what an internship-like experience looks like.
- Identify ways to implement internship-like experiences in employee development processes.
208. Receiving & Passing on Feedback
ELECTIVE
Many trainings focus on how to “give” effective feedback; this training takes a different approach – focusing on how to receive feedback and if/when to pass it along to those with whom you work or whom you supervise. It is an extremely necessary skill to both receive feedback with grace and generosity, and effectively pass along the feedback and help those receiving it process it if needed. Come to this training to learn the nuances to these communicative skills.
- Connect receiving feedback to personal values.
- Reflect on their experiences of receiving and passing feedback to supervisees.
- Plan effective strategies to normalize feedback in a work setting.
209. Building the Power Team
ELECTIVE
Discover how to make your individual skills and traits shine when working with others during this interactive training! You will explore the role you tend to play within a group and learn more about what makes you a team player through a variety of interactive scenarios. Special consideration is placed on supervisors’ and managers’ roles in creating dynamic teams.
- Explore their personal skills and traits related to teams.Consider the important roles managers and supervisors play in creating team culture.
- Connect receiving feedback to personal values.
211. Inclusive Hiring Practices
ELECTIVE
Supervisors will spend time examining their current hiring practices, identifying unnecessarily barriers their practices are creating for students, and uncover some of their own biases in the hiring process. This training will be interactive with group conversations and individual reflection time.
CAREER DEVELOPMENT
301. Speaking the Language of Career Competencies
REQUIREMENT
Using CSU’s core competencies, supervisors will learn how to guide student employees to discover the work transferable skills behind their employment with CSU. This training will teach supervisors to navigate the Career Center’s Student Employee Development Toolkit which provides career competency-based tools for student employees. These tools can be tailored to the needs of your staff area.
- Recognize that student employment is a meaningful engagement practice that drives career development.
- Identify ways to implement career development activities into training processes.
SUPERVISOR DEVELOPMENT
401. Inclusive Excellence in Campus Employment
REQUIREMENT
Deepen your understanding of diversity, equity and inclusion and your role with your student employees. Learn about key concepts related to identity, bias, power, privilege, and oppression. Understand the benefits of being part of a diverse community. Develop skills related to ally behavior, self-care and creating inclusive spaces.
- Recognize their role in creating an identity-supported work environment.
- Identify on-campus resources for sustaining an identity-supported work environment.
402. Strengths Based Leadership
ELECTIVE
Strengths Based Leadership explores the four domains of leadership necessary for all teams: Executing, Relationship Building, Influencing and Strategic Thinking. Based on the results of the Gallup CliftonStrengths assessment, participants will explore their domain(s) and discover how to invest time in various job responsibilities to best contribute to department and organization.
- Define the CliftonStrengths four domains of leadership.
- Employ a Strengths Based Leadership approach through their working relationships.
403. Teach, Mentor & Empower: An Approach to Employee Coaching
ELECTIVE
Coaching can be described as an approach to teaching, mentoring, and empowering student employees. This training will explore a three-component approach to student employee coaching and provide space for supervisors to apply the framework through scenario-based discussions.
- Define coaching and the role it plays in driving employee development.
- Develop a personal coaching philosophy to guide employee development.
404. Supervising in a Multigenerational Workforce
ELECTIVE
Learn what makes Gen Z (born 1998-2010) tick. Ever wonder how this current generation of student employees view workplace motivation, priorities, evaluation, and communication? This interactive training will give attendees the chance to learn more about the generational norms of all the generations in the workplace with a deep dive on Gen Z.
- Interpret how generational norms inform work approach.
- Understand that generational differences are an opportunity to have conversations around work approach.
405. Building a Culture of Appreciation
ELECTIVE
How do you create a work environment that recognizes employees for their contributions? This training will explore ways to show appreciation for our employees and provide space for brainstorm ways to implement appreciation activities as a form of employee development.
- Recognize that employees prefer to be appreciated in different ways.
- Identify ways to implement appreciation-based programming through employee development practices.
406. Supervisor Roundtable / Lunch & Learn
ELECTIVE
Looking to connect with supervisors across campus? This discussion-based training provides the space to chat about recruitment, hiring, and student employee development practices. No preparation needed; come as you are.
- Create connections with other supervisors across campus.
- Gain new ideas and perspectives from other supervisors.
407. Intercultural Communication
ELECTIVE
This training connects the concepts and characteristics of culture to organizations and staff structures. How does culture connect in a work environment? What is the relevance? What does it mean to be culturally responsive or interculturally competent? We will explore these questions and trainers./supervisors’ roles around creating work culture during this training.
- Identify the eight characteristics of culture.
- Assess their personal cultural orientations and familiarity
- Connect their understanding of culture to their experiences of work environments.
408. Increasing Your Capacity for Deep, Meaningful Work
ELECTIVE
This training will serve as a summary of the significant findings taken from Cal Newport’s collection of published books. The overall themes of the findings focus on practices employed for employees to train themselves for doing deep work, how one defines and plans for intentional rest, and how to reduce reliance on email. The training will include self-reflection exercises and partner/group work so the group’s expertise can be shared in the space as well. The training will provide concrete takeaways and possible inspiration to read/listen to Cal Newport’s work.
- Learn practices they can immediately implement to reduce their email inbox and reliance on their email.
- Learn about research related to intentional rest and begin exploring areas of interest for them to integrate into their rest.
Supervisor Development Program Training
ELECTIVE
CSU’s Talent Development department offers trainings through their Supervisor Development Program. You can participate in their training offerings and receive an elective credit. Visit Talent Development’s website to see current training offerings.
OFFBOARDING
501. Off to Offboarding
REQUIREMENT
A meaningful student employee experience celebrates when students leave to pursue further career development opportunities. The offboarding process is an invaluable opportunity to “tie a bow” on a student’s campus employment. How do you create an offboarding process that leaves the door open for your relationship with students to continue? How can I create an offboarding process that is centered on employee development? This training will address these questions and outline a structured offboarding process (e.g., exit interviews/assessment, separation paperwork).
- Distinguish the role of offboarding in furthering a positive working relationship.
- Identify ways create a structured offboarding process and/ improve current offboarding processes.
