MSU Celebrates 2021 Award Winners!

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This year we are celebrating staff from around Michigan State for their hard work and dedication to our University and their craft by awarding the annual Retirement and Service Recognition, the Jack Breslin Distinguished Staff Award and the Ruth Jameyson “Above and Beyond” Award! The University acknowledges and thanks all our wonderful support staff, especially during this past year.

MSU Retirement and Service Recognition

The MSU Retirement and Service Recognition recognizes support staff employees celebrating long-term service work anniversaries of 15+ years, as well as employees who have recently retired within the last fiscal year. This year, we recognize over 700 employees celebrating long term work anniversaries and retirements. Thank you for your years of dedicated service to MSU! Click here to view a full list of those celebrating this year.

Jack Breslin Distinguished Staff Awards

The Jack Breslin Distinguished Staff Awards honor six University support staff members annually. These individuals are nominated by their colleagues as demonstrating the qualities of Jack Breslin, who served MSU as a student leader, honored athlete, top administrator and steadfast advocate, personifying the “Spartan Spirit.” Award honorees display overall excellence in job performance, supportive attitude and contributions to their unit and the University. This year’s awardees are:

Allyson Cole-Strauss

Cole-Strauss is a Research Assistant II in the department of Translational Neuroscience. She develops research methodology, runs experiments, and analyzes data for the lab. She was specifically nominated because of her dedication to keeping the university safe during COVID-19 through the creation of the COVID-19 Early Detection Program. Cole-Strauss’ colleagues had this to say about her:

“I have worked with Allyson for 15 years as her supervisor. Never have I had the privilege to work with a more dedicated, giving and capable scientist.”

“The contributions to the department, university, and community from Allyson Cole-Strauss go well above and beyond anybody’s reasonable expectations. Michigan State University is a much better place thanks to Allyson’s tireless efforts, both before and during the pandemic.”

Genevieve Cotrell

Cotrell is a Chemical Safety Officer in the Department of Environmental Health and Safety. She manages and directs all functions of safe work with chemicals across the University including the creation and delivery of emergency training to the campus community. She has also taken a leadership role in reopening the MSU campus by joining the COVID-19 reopening task force as the representative from her department. Cottrell’s colleagues had this to say about her:

“Genevieve is an excellent leader in the way she handles her team of employees with respect and acknowledges the importance of work-life balance. She understands the critical need for training and professional development as well as maintaining a two-way dialog so as not to overwork her crew. She even takes the time to sincerely inquire about our families and insists we take the time we need when we need it.”

“Genevieve is truly my greatest role model. As a young woman professional, Genevieve takes the time to help her employees gain knowledge, regardless of how chaotic her schedule might be. She gladly meets with her team each week to discuss any issue. Whether it takes fifteen minutes or three hours, Genevieve will always make time for those she cares about.”

Robert Goodwin

Goodwin is a Senior Geospatial Analyst in the Department of Geography. In the department, Goodwin authorizes outreach project proposals and budgets, is the lead trainer for workshops offered by the department, a regular consultant to the University and a manager of analysts, technicians, and developers. Goodwin’s colleagues had this to say about him:

“If Bob has ever asked himself if he made a difference in someone’s life, he no longer has to wonder. The way Bob communicates with his peers and clients is unlike anything I have seen. The experience I gain simply listening to him in a meeting cannot be measured. He is a true mentor and someone we can all learn a thing or two from.”

“I have had the distinct pleasure of being both a colleague and a supervisor for Bob Goodwin. At his core, Bob is an entrepreneur, critical thinker, and problem solver. Working at RS&GIS, a self-supporting research unit, these skills have been critical to the success of the organization’s research and outreach mission. He is always seeking continuous improvement and pushing an innovative spirit throughout the team.”

Peter Murray

Murray is a Systems Analyst II in the James Madison College. His job responsibilities include working as the director of facilities and technology, troubleshooting and coordinating technology and purchases, and overseeing the building repairs and maintenance. He also directly supervises student employees. Murray’s colleagues had this to say about him:

“Peter’s exceptional support intersects almost every functional area of our college. Beyond supporting the technology at JMC, more importantly, Peter supports the people at JMC. Peter is such an important part of our staff and I simply cannot imagine what our college would be like without him.”

“Peter is not someone to attract attention even if he stands out in a room while trying to stay hidden. He is a valuable asset to the College, and we would be worse off without him. When I mentioned his great work to a colleague across campus that person told me she was going to stop listening – in other words, encouraging me to stop talking – so that someone else wouldn’t try to steal him away from James Madison College.”

Aaron Walworth

Walworth is a Research Assistant III, also known as Laboratory Manager in the department of Packaging. His job includes responsibilities such as overseeing the packaging labs and classroom spaces and working with IPF to make sure maintenance is up to date. He also hires, trains and supervises undergraduate and graduate students and actively pursues professional development opportunities offered within and outside the university. Walworth’s colleagues had this to say about him:

“Aaron is an integral part of every graduate student’s academic life starting from the first day of graduate student orientation. He empowers student competence and learning through safety training and by offering guidance on best practices for conducting research. His genuine enthusiasm for science and commitment to helping everyone he comes across, allows him to easily connect with each student. He is always willing to take the time to astutely discuss each student’s research and how to tailor an approach based on the resources we have available.”

“Aaron Walworth is a tremendously important part of the School of Packaging, and hence MSU as a whole. We cannot think of anyone who is more deserving of the Jack Breslin Distinguished Staff Award.”

Kim Williams

Williams is an Office Assistant III in the College of Communication Arts and Sciences. Specifically, she is an account specialist on the Accounting and Research Team in the Dean’s Office. In her position, she handles travel, purchase orders, and operating statements for the Media and Information department and the School of Journalism. Williams’ colleagues had this to say about her:

“Whatever my question is, Kim will get the answer. Not only is she incredible at her job, she is also a pleasure to be around. Her sense of humor, and go-to attitude is truly [admirable]. No matter how stressful the assignment is, it is still a pleasure to work alongside Kim.”

“Her diligence when she encounters a problem to be solved is inspiring and she is always willing to walk the extra mile to get things done in a timely manner. Kim also possesses a great attention to detail, never letting anything go unnoticed.”

Ruth Jameyson “Above and Beyond” Award

This annual award recognizes a support staff member who most closely exemplifies the contributions, personal characteristics, and commitment to MSU demonstrated by Ms. Ruth Jameyson, going “above and beyond” what is reasonably expected in supporting the mission of MSU. In recognition of Ms. Jameyson’s own pursuit of a graduate degree while working at MSU, the award recipient must be pursuing a graduate degree at MSU or elsewhere concurrent with their employment at MSU.

This year’s recipient is Kelly Feinberg. She is a Research Administrator II/S in the Dean’s Office of the College of Communication Arts and Sciences. Feinberg is currently pursuing a graduate degree in strategic communication from MSU. Her colleagues have this to say about her:

“Ms. Feinberg is a natural born leader – showing true leadership where she is forward thinking but also completely aware of her colleagues. She leads by example and facilitates open discussion with her team, holding each other accountable every step of the way. Yet she does so with true concern for their quality of life and job fulfillment.”

“Ms. Feinberg is dedicated to supporting and advancing Diversity, Equity, & Inclusion (DEI) efforts in the College and among her peers. She participates in various initiatives focused on strengthening individual and collective commitments to anti-racism, social justice, and action within ComArtSci and elsewhere. She actively looks for ways to support and engage her peers and prioritizes their ideas, interests, and concerns as if they were her own.”

“I am proud to have the privilege of working alongside Ms. Feinberg. Observing how her contributions positively impact those around her, I often find myself in awe of her continued drive, motivation, and applied diplomacy. You have a worthy candidate in Ms. Feinberg whom, I expect, Ms. Jameyson would have likewise valued.”

The University would like to congratulate all award winners once again for their outstanding work. MSU would not be where it is today without the help of our incredible staff. We invite the colleagues and friends of these receipts to congratulate and appreciate these individuals so they continue to get the recognition they deserve.

Job of the Week: Livestock Coordinator (MSU Extension)

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This week, MSU Human Resources is featuring a Livestock Coordinator (posting 718937) through MSU Extension Oakland County.

This support staff position is in alignment with the mission, programs and initiatives of MSU Extension, delivering research-based information to program participants and providing support and coordination of MSU Extension programs. The staff member will coordinate livestock care at MSU Tollgate Farm and Education Center in Novi, Michigan and be responsible for the well-being of the animals. The employee will also be responsible for coordinating chores, diets, breeding programs, medical care, hay production, livestock processing and marketing at the farm. Additionally, the position requires contributions to 4-H programs, summer camps, school programs and special events that take place at Tollgate. This can be in many forms including leading summer camp sessions, livestock workshops and school programs with emphasis on special events. As an extension employee, the individual hired for this position will be asked to focus on helping people improve their lives by bringing vast knowledge of resources directly to individuals, communities and businesses as MSU Extension has been doing for more than 100 years. See a full list of responsibilities here.

The desired qualifications for this role include a proven ability in establishing and working with a diverse network of constituents and community members to assist in program development and outreach and an understanding of and ability to implement Civil Rights principles and compliance standards. The position is temporary with the ability to work for 18 months and then re-apply or switch to on-call. The work hours are a standard 8 a.m. to 5 p.m. A resume and cover letter are required to apply.

To learn more about MSU Extension Oakland County, visit MSU’s website or Oakland County’s website. Learn more about the position and apply by July 25 here. Find all the latest job postings at careers.msu.edu.

Unplugged: How to Disconnect from Work and Enjoy Your Vacation

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As travel restrictions ease and the summer heats up, there is no better time to take a vacation or staycation. Taking time away from work has many health benefits including improving your connection to yourself and loved ones and resetting from or avoiding burnout.

The Benefits of Taking a Vacation

Vacationing and taking time away from your job promotes a long, healthy life and has tremendous benefits to your mind. Taking a break from routine in fun and different ways can have the same benefits as consistent meditation exercises and help you build connections with not only your loved ones but yourself, too. In addition, taking a vacation has been scientifically proven to boost brain power. Taking time off from learning, working and gaining new information every day allows your brain to consolidate existing knowledge, resulting in improved learning after vacation.

The benefits go beyond just your mind — they affect your body too. Through reduced stress, vacations can improve heart health and decrease chances of metabolic diseases or conditions. Vacation time also improves sleep as poor sleep habits can be broken when sleeping in a new place. Coming home after vacation feels like sleeping in another new place, allowing those improved habits to continue.

Using vacation time is one of the best ways to reset from or avoid burnout. Check out this video from Jamie Hutchinson, the Deputy Director of the MSU Worklife Office, where she explains the five phases of burnout and how to avoid or correct them. Taking a vacation and then coming back to work helps reset a person to their “honeymoon phase,” a term used in Hutchinson’s video. 

Before Going on Vacation

To take full advantage of these benefits, you should consider fully unplugging from work — those emails and phone calls won’t go anywhere. 

Before you head to the airport or hit the road, set up automatic email replies with your out-of-office details including when you will be back, who to contact in the meantime, and how to contact you in case of an emergency if needed. If you use a shared calendar with your team, add your out-of-office dates as early as possible and notify your team verbally and/or by email. If you have ongoing projects, consider asking a coworker, supervisor, or team member to check up on them while you are away and plan to share updates when you return. If possible, leave work-related things at home or at the office to prevent the temptation to focus on work. Finally, prepare for the day you return from work before you leave by keeping your schedule as clear as you reasonably can on your first day back.

Returning from Vacation

Returning to work can often be stressful and sometimes undo the rest you achieved on vacation. To avoid getting immediately burned out, take time to ease back into your work routine. Try to avoid scheduling several meetings on your first day back and try not to set or meet big deadlines during your first week back in the office. The more time you spend away, the more time you should give yourself to get back to your normal work pace and routine.

In addition to easing into your normal work routine, it’s important to unplug from work at the end of each day. It’s easy to get burned out if you are mentally on the clock 24/7, answering emails and catching up during nights and weekends. You can use Microsoft Teams, Outlook, Google Calendar and other work team services to set out-of-office messages at the end of your workday. Finally, avoid stress by taking the necessary steps to be productive and engaged as shared in this earlier post about avoiding and reducing burnout. 

All these tips and more are available through these links:

OPD Course Spotlight – Crucial Conversations

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Written by MSU HR Organization and Professional Development

Problem: We feel stuck or are not achieving what we want in a variety of areas, ranging from awkward or failing relationships to dysfunctional teams to cost, quality, or safety problems at work.

Solution: Learn how to identify the crucial conversations that are the key to organizational, team, and interpersonal success.

Crucial Conversations, a two-day live, online course from HR Organization and Professional Development (OPD), is currently open for registration in the EBS Portal. Employees may use available educational assistance funds to pay for this program.

Who can benefit from Crucial Conversations? Frankly…everyone.

MSU HR Senior Learning and Organization Development Specialist and Crucial Conversations instructor, Kathie Elliott, explains, “Crucial Conversations is for anyone who would like to understand first how our own viewpoint can make an issue seem worse than it is, then use a flexible template for holding results-oriented and respectful conversations with others.”

Attend OPD’s Crucial Conversations to learn the following skills and principles:

  • Identify the right problem to hold the right conversation.
  • Stay focused on what you really want when motives degrade.
  • Take control of your emotions instead of losing your cool.
  • Speak persuasively, not abrasively.
  • Watch for signs that safety is at risk and make it safe to talk.
  • Help others into dialogue when they’re feeling hurt, scared, or defensive.
  • Go from talking to getting results.

Whenever you’re not getting the results you want, it’s likely an important conversation either hasn’t happened or hasn’t been handled well. At the heart of healthy and high-performance organizations are people willing and able to hold crucial conversations.

So, what makes a conversation crucial? Three elements: strong emotions, high stakes, and opposing opinions.

Image of a triangle with the words "crucial conversations" in the center. On each side is a phrase: opposing opinions, strong emotions, and high stakes.

When conversations turn crucial, people tend to follow one of two ineffective paths: they either speak directly and abrasively to get the results they want but harm relationships, or they remain silent with the hope of preserving relationships only to sacrifice results. Crucial Conversations, grounded in decades of social science research, gives you powerful skills to step into disagreement—rather than over or around it—and turn disagreement into dialogue for improved relationships and results.

A recent Crucial Conversations participant shares, “The class was helpful because it gives a step-by-step way to communicate effectively that does not leave any room for ambiguity. I learned that it is all I can do to get out my side of the story, but it is crucial to get feedback from the other side so you can meet in the middle somewhere.”

Ready to learn the tools for promoting open, honest dialogue around high-stakes, emotional, or risky topics? Register for an upcoming Crucial Conversations session in the EBS Portal, or contact prodev@hr.msu.edu for additional information.

Job of the Week: Building Sanitation Worker

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This week, MSU Human Resources is featuring a Building Sanitation Worker (posting 706246) in Hubbard Hall through MSU’s Residential & Hospitality Services.

This support staff position will be responsible for the cleanliness of an assigned area in a residence hall and other related areas. They will ensure the care of assigned cleaning equipment and the proper and economical use of custodial supplies, which include battery or electronic automatic scrubbers, vacuums, carpet cleaning machines and window and wall washing machines. The staff member will be under supervision of the facilities leadership team. See a full list of responsibilities here.

The education, experience and skills needed for this position include one year of experience as a building service worker or an equivalent combination of training and experience, the ability to lift up to and over 75 pounds of weight and be in a good physical condition. The sanitation worker will also need to be able to relate to and work with college students and residence hall personnel. The desired qualifications ask for experience working directly with people from diverse racial, ethnic, socioeconomic, LGBTQIA+ and gender backgrounds and the ability to communicate with multiple cultural environments and social identities. The applicant should also be a self-starter who demonstrates work orientation toward customer service, problem solving, organization, taking initiative, working as part of a team and the ability to multitask.

To learn more about Residential and Hospitality Services, visit their website. Learn more about the position and apply by July 15th here. Find all the latest job postings at careers.msu.edu.

Leadership Blog Series: Every Improvement Involves Change

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

Change itself isn’t an improvement…but every improvement involves change.

We are experiencing unprecedented (there’s that word again) change on many levels and across many systems, under-resourced in many areas while managing through tremendous pressure for both you and your teams. Learning new ways to make improvements is critical. I invite you to take a fresh perspective on leading change, starting with yourself. You need a deliberate path for leaning into change and bringing your team along with you as you lead improvement measures.

Start with Yourself

To begin, reflect on the following questions while considering your current leadership approach during this time of rapid change. How do you approach problems and lead improvements?

  • Are you treating the symptoms, or are you tackling the root cause of the issues? Imagine the feeling of having your teams think about the root cause of any problems or improvements. Connecting improvements throughout the organization to individuals can increase engagement and build more value for your stakeholders.
  • Does everyone in your organization or on your team know how to participate in improvements? Do they know what is expected of them, or do they have to wait to be told what to do? Imagine empowering and unleashing the potential from your entire team by inviting them to work on what really matters, in a way that is supported by trusting those who know the most about the issues.
  • Do you expect continuous improvement in the daily work? Envision being able to systematically improve even “small” thorny issues, recognize people, and deal with processes that are ineffective, wasteful and redundant.
  • Do you include representation of all your key stakeholders in your efforts? No one wants to feel like they are at the little kids’ table—waiting for scraps and being told what to do. Be holistic in solving problems and making improvements. Not including good representation from across the spectrum to solve issues around change means you are sowing seeds of suspicion or, even worse, sabotage.

Lean into Change

Regardless of an issue’s scope, create a path toward improvement utilizing the following steps:

  1. Define the problem. Create a team to solve the problem that includes those responsible for the activity, process or action. Develop the problem statement in one or two sentences—get to the real root cause by asking the 5 Whys until you get to the bottom of things.
  2. Define the desired state in one to two sentences. If XYZ changes, what is the intended outcome?
  3. Define who needs to be involved and how. Use a RACI chart to help you define roles: who is Responsible, Accountable, Consulted, and Informed. Consider the difference between responsible and accountable: If I am an electrician who is responsible for installing a new outlet and I get sick and can’t complete the job, my manager is accountable to find someone to complete the job.

Lead with Intention

Now you are ready to conduct kaizen, which means to take apart (“Kai”) and put back together (“Zen”). Remember, there is no “bad” information or people—the focus should be on the facts of the problem and not the person. Lead this process with intention using the steps below.

  1. Document the current process with time estimates (or other measures).
  2. Identify areas of improvement. You are likely trying to eliminate wasted time, money or energy. Everything should have a real value—or we shouldn’t be doing it.
  3. Develop new processes that can prevent or improve problems. Document them in Promapp.
  4. Implement (i.e., do the things!) Build in a loop to communicate on the implementation and the results over a period of time. Develop training tools based off your process/actions.
  5. Measure and compare to previous results to verify improvement. Remember, anything that does not add value (time, money, energy) should be eliminated, and measuring improvement is possible—even for what can sometimes feel like Byzantine university processes. This is an important transparency step to all members in the process.
  6. Standardize the new process, system or action. Use visual tools, such as dashboards or posters, to reinforce the processes.

Ongoing steps in the process: Celebrate successes whether big or small, maintain continuous monitoring as situations change, and continue to embark on improvements.

Change Management Strategist, Yvonne Ruke Akpoveta, describes change leadership as “the ability to influence and inspire action in others, and respond with vision and agility during periods of growth, disruption or uncertainty to bring about the needed change.” Approach improvements with intentionality to be an influential leader of change during our current period of transition.

Interested in learning more? Recommended SourceLive articles are listed below, and the Organization and Professional Development department can be reached at prodev@hr.msu.edu for specialized support.

Recommended Reading

Sources

Balzer, W., Francis, D., Krehbiel, T., Shea, N. A review and perspective on lean in higher education. https://www.researchgate.net/profile/William-Balzer/publication/308000035_A_review_and_perspective_on_Lean_in_higher_education/links/5ea32ac6299bf112560c188d/A-review-and-perspective-on-Lean-in-higher-education.pdf (log-in required)

Jenkins, Alison. Advancing lean leadership. https://www.mckinsey.com/business-functions/operations/our-insights/advancing-lean-leadership#

Neumeyer, Adrian. Create a RACI chart so everyone knows their role. https://www.tacticalprojectmanager.com/raci-chart-explanation-with-example

Job of the Week: Surplus Worker

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This week, MSU Human Resources is featuring a Surplus Worker position (posting 716855) at the Campus Surplus Store and Recycling Center through MSU’s Infrastructure Planning and Facilities Department.

This temporary position was created to help sort, load, unload, transport, count, move, store and prepare materials for recycling and surplus operations; to assist in operating recycling and surplus equipment and machinery; and to perform general cleaning and maintenance duties in related work areas. IPF’s Campus Surplus Store manages the collection and processing of 40 million pounds of reuse, recycling and waste materials annually. The surplus worker hired for this position will be responsible for using a best use model to carry out the actions needed for the recycling and sorting.

There are three primary categories of responsibilities for the position. The first category is “people,” in which the worker is to train, communicate and facilitate an environment that encourages service excellence. The second is “partnership,” in which the worker exchanges information with campus departments and promotes environmentally and fiscally responsible decision making. The third is “stewardship,” in which the worker coordinates the movements and display of MSU assets while promoting the department initiative of landfill diversion. Read a full list of responsibilities here.

The desired qualifications for the position include one year of experience in recycling, surplus, or related operations; working knowledge of tools, equipment and processes used in recycling or surplus operations; possession of a valid Michigan vehicle operator’s license and meet MSU’s safe driving standards and successfully drive a University vehicle to perform job duties; the ability to do frequent lifting of over 75 pounds; and a forklift operator certification or the ability to gain one.

To learn more about the work location, visit the MSU Surplus Store Website, and to learn more about the position and apply here, the application closes when the position is filled. Find all the latest job postings at careers.msu.edu.

MSU Summer Events, Activities and Courses Round-Up

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Enjoy your summer with these campus activities, events, and courses to do with your family and friends!

Outdoor Activities

  • Get outside and hike the beautiful trails at the Kellogg Biological Station Bird Sanctuary Wednesday through Sunday from 9 a.m. till 5 p.m. Additionally, check out their calendar of virtual and in-person events, which now include daily bird and butterfly activities and walks throughout the property.
  • The W. J. Beal Botanical Garden on campus is an outdoor laboratory for the study and appreciation of plants. If you follow the W. J. Beal Botanical Garden Facebook page, you can see that along with the flowers and sprawling grounds, there is now a temporary art installation to check out! The garden is open for you to walk around and enjoy the plants and pond in a beautiful setting. Be sure to continue to follow current and posted COVID-19 guidelines.

Performance and Art

  • The Wharton Center is preparing for a full reopening in the fall, but if you are missing the theater, check out all of the great opportunities to learn and grow through Wharton at Home. You can also join instructors for a livestream class every Wharton Wednesday at 10:30 A.M. here.
  • The Broad Art Museum has multiple exhibits on display throughout the summer, including the “Interstates of Mind” ending on August 8 and “Where We Dwell” beginning on August 7. The Broad Art Lab on Grand River Avenue is also open once again for $16 per session. If you are looking for at home activities, the Broad Museum Online has virtual exhibits and art classes open to the public.

Learning

  • The Abrams Planetarium at MSU is now open for shows on Saturday and Sunday nights. You can register online here for either Big Astronomy or We Are Stars. Patrons can also book private showings for up to 20 people or check out Night Sky Chats, streaming on Facebook Live every Wednesday Night.
  • MSU HR is always updating the OPD Resources online, so this summer you can take a course on anything from Communication to Professional Development from the comfort of your own home. Check out the full list of course offerings here.

Health

  • MSU Health4U has multiple summer programs running every month for free, just register online and choose the program, or programs, right for you.
  • SPARTANfit Health and Wellness Program is offering a comprehensive virtual fitness assessment for MSU employees and their spouses! Get a three month plan from your assessment and start reaching your summer health and fitness goals.

Explore these great campus activities this summer but remember to continue to stay safe by wearing a mask if you are not fully vaccinated, wash your hands often, and maintain physical distance.

Job of the Week: Agricultural Laborer

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This week, MSU Human Resources is featuring a Service and Maintenance Laborer position (posting 714930) at the South Campus Animal Farms in the College of Agriculture and Natural Resources. 

This temporary position was created to perform and assist in routine agricultural labor. This includes but is not limited to assisting the care and feeding of livestock, conducting routine maintenance of farm equipment and buildings, and loading and unloading supplies, materials, tools, and livestock. The laborer will also be tasked with assisting with skilled trades and tradesmen by working with tools and equipment across all farm units, and operating tractors and trucks. Requirements also include cleaning barns, sheds, pens, and equipment, seasonal grounds keeping, and any miscellaneous duties as assigned. The physical demands include lifting over 75 pounds and the capacity to walk fields and stand for extended periods of time. Read a full list of responsibilities here. 

The desired qualifications for the position include coursework in a secondary, technical, vocational, or trade school and/or college in the field of animal science. The application also desired basic plumbing, welding, and electrical skills. To apply, you must submit a resume and cover letter. The posted work hours for the position are 6 a.m. to 2:30 p.m. with a day-to-day schedule of working 10 days on, four days off. 

To learn more about the work location, visit the Cattle Teaching Resource Center Website, and to learn more about the position and apply here by July 11. Find all the latest job postings at careers.msu.edu. 

Leadership Blog Series: Measuring and Improving Employee Engagement

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

Before the pandemic, Gallup’s State of the Global Workplace research pegged employee engagement at an abysmal 15%. While there is no perfect definition of employee engagement, it’s fair to say that if 85% of any given workforce is disengaged, regardless of the criteria, an organization is not providing its best effort and could be headed for trouble.

In 2017, 81% of employees surveyed indicated they would consider leaving their jobs if the right offer came along, and the “right offer” criteria did not equate to simply receiving a higher rate of pay. It’s no secret that there are now additional challenges to filling positions and retaining talent across the entire spectrum of occupations due to the pandemic. Plus, humans are curious creatures — if one of our colleagues leaves their position, others are more likely to follow suit.

We have approximately 12,000 benefits-eligible employees at MSU. Using Gallup’s findings, does that mean 10,200 of us are not engaged? And if so, what can we do about it

What is Engagement?

To begin, it’s imperative to know what employee engagement entails. Engagement is sometimes used synonymously with employee satisfaction or even happiness. However, these three measures are quite different.

Happy employees are individuals who generally respond to work situations with a decided choice. Even when faced with difficult situations, how the employee deals with the circumstances is what determines happiness.

Satisfied employees are content, but it doesn’t mean they are engaged. Organizations are filled with employees who like their jobs enough — the conditions, benefits, pay — and continue to come to work but do not help drive toward goals or improvements. Plenty of people are satisfied just going through the motions, but the competitive edge will go to organizations with more significant numbers of engaged employees.

An organization heavily influences engaged employees. Engagement is more about how employees feel about their organizations. They bring their whole selves to the job and are committed to achieving the goals of the organization. They do everything in their power to help their organization be successful. They go above and beyond. They have a growth mindset, can tackle the challenges, and seek continuous improvement — and their leaders support these behaviors.

Consider the V-5 Model

To better gauge your unit’s employee engagement level, try the V-5 model. V-5 describes five major elements of employee engagement in the pandemic/post-pandemic organization: value, voice, variety, virtue, and vision.

Value — Employees are the most vital asset and are valued for their work and commitment. They are recognized and respected.

Voice — Employees can provide feedback without fear of negative impact and have input on work rules and policies.

Variety — Jobs leverage skills and strengths and offer creativity, autonomy, and challenge.

Virtue — Employees connect to the organization’s values, have trust and belief in its mission across the organization, and see that it creates value for all stakeholders.

Vision — There is a clear and comprehensive stated goal of an organization that it strives to achieve in the future. Key features of a vision include brevity, goal clarity, an abstract yet challenging approach, and desirable goals.

Interested in learning more? The V-5 model table breaks down the variables of each V-5 element and can be helpful in customizing this approach for your unit.

Advice on Engagement Surveys

Some units use surveys to gain insight into employee engagement. If you plan to take this approach, be sure to review and follow the steps below.

  • As a reminder, any survey going to support staff will need to be reviewed by the Office of Employee Relations before issuance.
  • Until there is an organization-wide effort on employee engagement, units must think carefully about their survey design.
  • If you don’t attend to essential items that make a difference, such as those outlined in the V-5 model, don’t bother. You’ll likely only make things worse. One resource to utilize is the Sample Employee Engagement Questions, which provides effective survey questions and explains some of the challenges you might encounter during this process.

It bears mentioning that there are several valid proprietary survey instruments available for purchase as well. Ensure you do not plagiarize these as the legal ramifications could put your unit at risk.

Additional OPD resources

There are a number of resources available to further advance your knowledge and practical application of employee engagement methods.

Live, Online Course

Sources

Kumar, P. (2021) V-5 Model of employee engagement during COVID-19 and post lockdown. Vision: The Journal of Business Perspective. https://doi.org/10.1177%2F0972262920980878

Gallup. (2019) State of the Global Workplace. 35 Employee engagement survey questions you need to ask. https://lattice.com/library/28-employee-engagement-survey-questions-you-need-to-ask May 2021

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