HR Update - FY 26 Issue 03

Issue Date: January 21, 2026

In This Issue

• Telework Ready During Office Closures or Early Release
• January: Mentoring Month
• Division of Personnel Accomplishments and Priorities
• Leadership Corner: Build Trust in the First 10 Seconds
• DOP Comings and Goings

Telework Ready During Office Closures or Early Release

As we move through the winter months, the likelihood of facility closures or early releases increases due to hazardous weather or building safety concerns. During any unscheduled closure, employees who are “telework ready” are expected to continue working unless they have coordinated leave with their supervisor. Under these circumstances, leave is generally granted liberally with the exception of employees who are in safety‑sensitive positions. Those employees should follow specific guidance from their division or department.

What is Telework Ready?

During office closures there are a couple of different criteria for defining an employee as “telework ready.” Being “telework ready” simply means you are able to appropriately work from home (or from an approved location outside the office). This means you either 1) have a current Telework Agreement or 2) your supervisor agrees that you have the ability to perform situational telework.

Employees with Current Telework Agreements

Telework agreements are required for routine, scheduled telework. Employees with an approved telework agreement are expected to be available to work during an office closure, unless they have scheduled/approved leave. Even if a state office closure occurs during a time they would normally be working on-site, employees are expected to telework from home absent an unusual circumstance. For example, an employee normally works in-office on Tuesdays, but an avalanche warning is likely to be issued and so the employee and supervisor agree that the employee will work from home instead. For additional information, see the State’s Telework Policy (PDF).

Situational Telework

Employees who do not have an approved telework agreement, but who are able to work from home should expect to perform situational telework during an office closure. Whether an employee is able to telework depends on the following factors:

• The ability to work from a secure location with reliable internet connection and security. This does not include working from a public library or coffee shop, but can include a private residence, most likely the employee’s home.
• Access to the appropriate state-owned equipment and systems to perform the necessary job duties of the position. Many State of Alaska employees work from laptops that they can easily transport between the office and home (or other secure location). This ensures employees who telework are working on a system that meets state security standards. VPN access allows an employee to connect to the state network but is not required to access Office 365 products.
• Employee is NOT in a position that is critical to protecting the health and safety of Alaskans that are required to remain at work (certain offices within the Department of Public Safety, Corrections, Family and Community Services, and other 24-hour services). Critical positions are expected to come to work unless approved to take leave by their supervisor.

Required to Telework, If Able

Supervisors are expected to ensure that employees are prepared to work from home, if possible, in the event of an office closure. If severe weather or other conditions are anticipated to cause an office closure, employees who can telework should proactively plan to work from home. It is important for employees to discuss any concerns about their ability to telework with their supervisor in advance to determine if teleworking is a viable option for their position.

Many supervisors plan ahead for alternative but still meaningful work when their teams need to pivot unexpectedly or with short notice. This can include completing required or optional trainings in AspireAlaska, reviewing policies or procedures, updating Standing Operating Procedures, working on long‑term projects that often get pushed aside, or even taking time to level up skills—like improving Excel proficiency or exploring new tools that support daily work.

Employees who are capable of teleworking but do not do so during an office closure must use personal leave for the time not worked. Employees who are unable to telework and must take leave during an office closure should use the 100W code for office closure or early release.

Please consult the State’s Telework Policy (PDF) for additional information.

How to Be Informed About Facility Closures

The Department of Transportation and Public Facilities (DOT&PF) issues notices of office closures due to inclement weather or other reasons and maintains the procedures for facilities closures.

Note: Employees must subscribe to the notification system (GovDelivery) to receive notices of facilities closures via text or email. We suggest subscribing to both methods as the text messages may be delayed due to carrier issues. Visit the DOT&PF Office Closures webpage for more information.

January: Mentoring Month

January is officially Mentoring Month in Alaska, a time to highlight the transformative power of mentoring for both youth and professionals. The Governor’s proclamation emphasizes that mentoring “boosts confidence, builds character through goal-setting and motivates individuals to surpass their own expectations.”

Why Mentoring Matters in State Government

• Develops and retains talent by fostering ongoing professional growth.
• Strengthens leadership skills, both for mentors and mentees, through structured relationships.
• Encourages collaboration, knowledge-sharing, and innovation across departments.

Practical Mentoring Ideas for State Employees

Peer Mentoring

Pair colleagues at similar levels to share insights, support career exploration, and help with navigating internal processes.

One-on-One Mentoring

Match experienced leaders with newer employees to focus on goal-setting, career pathways, and department-specific knowledge transfer.

Reverse Mentoring

Invite newer employees to mentor senior staff on technology, social trends, or diversity matters—promoting mutual learning and breaking down hierarchical barriers.

Group or Circles Mentoring

Form small group mentoring circles—cross-functional teams sharing challenges and strategies to consolidate learning and build broader networks.

Take Action This Mentoring Month

• Enroll in a training session via AspireAlaska (e.g., “Leadership & Supervisor Training” or use the search tool to locate training related to “mentoring”).
• Include mentoring in your annual development plan – seek a mentor or volunteer to be a mentor.
• Celebrate mentors – highlight their efforts in staff newsletters or recognition events.

By leveraging these strategies and tools, state employees can become more engaged, supported, and empowered—driving stronger outcomes for Alaska’s workforce and the communities we serve.

Tools & Resources Available to You

• AspireAlaska: The state’s learning management system delivers leadership, supervisor, and mentoring-related training.
  • Make Mentoring Count is a comprehensive training designed for both mentors and mentees. This course explores what mentoring is, how to prepare for a successful mentoring relationship, ways to use technology to strengthen the experience, and practical guidance on giving and receiving feedback using proven feedback models.
  • Thirty Minute Mentors is a podcast style learning series where each episode features CEOs, thought leaders, and professionals who share insights on mentorship, career development, leadership, and personal growth. This audio-only series is perfect for learning on the go, and a playlist is available for easy access.
• Mentoring Month 2026 - Mike Dunleavy: Read Governor Dunleavy’s Proclamation.
• Alaska Works Mentoring Primer: Provides strategies and tools for establishing formal mentoring relationships in the workplace.

Division of Personnel Accomplishments and Priorities

This is a brief look at the major achievements of the Division of Personnel under the Dunleavy administration from January 2018 to now. We also wanted to share some of the division’s priorities for 2026 as we look forward to continuing to advance the Governor’s priorities and strengthen our support of the agencies and the state’s workforce.

Major Achievements Since January 2018

• Modernized Hiring Practices: Advanced the Governor’s directive (Administrative Order 343) by redefining minimum qualifications for ~350 job classes, focusing on skills and experience over formal education.
• Implemented AspireAlaska: Launched a statewide learning and performance management system, providing high-quality training and replacing the paper-based evaluation process with a digital platform.
• Statewide Salary Study: Conducted the first salary study in over 15 years, benchmarking state pay structures against market data.
• IT Job Classification Modernization: Updated IT job classifications to reflect modern responsibilities and skills, with implementation set for April 2026.
• Centralized HR Functions: Streamlined HR functions under AO 305, creating centralized teams for Employee Relations and Absence Management.
• Enhanced Customer Service: Through the Employee Planning and Information Center, fulfilled over 140,000 information requests, provided nearly 30,000 employee file copies, and delivered approximately 4,800 reports for workforce planning, collective bargaining, and other human resource functions.

2026 Priorities

• Update SOPs: Enhance accuracy, consistency, and usefulness of personnel processes.
• Maximize Technology: Expand the use of Teams transcription and Copilot, and transition approval workflows to digital platforms.
• Strengthen Support for New Employees and Supervisors: TTrain new DOP ER staff, address supervisory training backlogs, and pilot NeoGov Onboarding with three departments.
• Support DOA Realignment: Assist with the changes involving Payroll Services and Shared Services staff.
• Develop Recruitment Analytics: Create metrics for skills-based hiring efficiency.
• Meet CBA Obligations: Support departments in completing annual performance evaluations for ~99% of employees.

Leadership Corner: Lead with Dignity – Why Your Style Matters

Welcome back to The Leadership Corner, your monthly dose of practical, science-backed insights to help you lead with confidence, clarity, and connection. This month, we’re exploring a powerful lens that can transform your leadership impact: dignity.

Why Dignity Deserves a Seat at the Table

Dignity is more than a buzzword, it’s the foundation of a healthy workplace culture. When employees feel respected, valued, and empowered, they’re more engaged, collaborative, and resilient. But here’s the catch: your leadership style directly influences whether dignity thrives or falters in your team.

Leadership Styles Through the Dignity Lens

Elizabeth Semion, executive coach and Forbes Coaches Council member, outlines how different leadership styles affect workplace dignity:

• Authoritarian Leadership: Clear direction can be helpful and at times wholly appropriate in structured environments (e.g., a law enforcement safety setting), but overuse may stifle employee voice. To preserve dignity, explain decisions transparently and invite feedback.
• Transactional Leadership: This style thrives on structure and accountability. To avoid appearing impersonal, pair it with recognition and flexibility to honor individual contributions.
• Transformational Leadership: Inspiring change and innovation fosters dignity, but only when aligned with cultural norms. Tailor your approach to what motivates your team.
• Democratic Leadership: Shared decision-making builds trust and inclusion. But beware of indecision, balance collaboration with clarity and action.
• Servant Leadership: Prioritizing employee growth and well-being creates a dignity-rich culture. Just ensure you maintain authority and direction to avoid perceptions of leniency.

Practical Tips for Dignity Driven Leadership

• Adapt to Culture: Whether you’re leading locally or globally, take time to understand cultural norms. Ask questions, observe, and co-create shared expectations.
• Communicate Clearly: Even in times of crisis or change, dignity can be preserved through transparent communication and recognition of effort.
• Create Shared Norms: Establish team agreements around communication and decision-making. When everyone, including you, follows them, trust grows.

Try This Today

In your next team meeting, ask:
“What’s something we could do to make our team feel more respectful and collaborative?”

Then listen. Really listen. You might be surprised by what you learn, and how it strengthens your team.

Leadership isn’t just about results. It’s about relationships. And dignity is the bridge between the two.

For more on dignity and leadership, check out the full article by Elizabeth Semion: The Dignity Lens: How Leadership Styles Impact Workplace Respect.

And don’t forget to explore AspireAlaska for more leadership development resources. For this month’s Leadership Corner recommendation, check out: How do we find dignity at work? with Roy Bahat and Bryn Freedman.

This article was developed with the assistance of AI and inspired by the work of Elizabeth Semion, Forbes Coaches Council member.

DOP Comings and Goings

Goings

Comings (New to DOP/Internal Promotions or Transfers*)

• Pilar Scott (Employee Relations)*
• Samuel Fisher (Employee Relations)
• Jordan Lewis (Employee Relations)