Author: MSU Human Resources

Job of the Week: Outreach Specialist

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This week’s featured job is an outreach and student engagement specialist for Student Success and Retention in the College of Nursing (CON) (posting 904981). The Michigan State University College of Nursing has trained the next generations of nurses since its founding as the Department of Nursing Education in 1950. The CON believes in the power of research, practice, and education to affect lasting change and to improve health outcomes in our communities through recruiting top faculty, staff, and students and continuously staying at the forefront of changes in the profession.

In this position, you will coordinate, implement, and facilitate outreach initiatives and programming to promote student retention and success within the College of Nursing by collaborating with faculty, staff, and external partners to enhance and assist with advancing the CON’s student success and retention goals.

Your knowledge, skills, and abilities should include one to three years of experience in program development, project management, or recruitment while working with culturally diverse individuals and a demonstrated commitment to diversity, equity, and inclusion. You should be able to provide high-quality customer service, confidently handle multiple priorities simultaneously, and prioritize activities to meet deadlines with limited supervision. You should have a track record of working collaboratively and constructively with people at multiple levels and with diverse perspectives to build consensus across various divisions of a complex organization.

The outreach and student engagement specialist should have a master’s degree in student affairs, education, or social work. Desired qualifications also include teaching experiences with students, evidence of commitment to professional development, and the ability to work effectively as a diverse team member.

To learn more, visit the College of Nursing website. To apply for the position, please submit a resume, cover letter, DEI statement, and a contact list of three professional references to the MSU Careers website.  

Relaunch: New Leader Development Series

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We are thrilled to introduce the latest iteration of our New Leader Development Series, designed to empower and inspire leaders at every stage of their journey. This refreshed program brings you a strategic blend of targeted skill development, strategic thinking and leadership mastery, ensuring that you are equipped with the tools and insights needed to thrive in today’s dynamic work environments.

What’s in Store?

Visit our website for a detailed overview of the program including schedule information, learning tracks, and application details.

Whether you’re a supervisor, manager, or leader, there’s a tailored experience waiting for you.

How to Get Involved:

  • Registration Application: Opens Friday, December 15 at Noon and will close Friday, January 5, at 5:00 p.m.
  • Explore the Program: Dive into the details on our website.
  • Contact Us: Have questions or need more information? Contact our office at prodev@hr.msu.edu – we’re here to help.

This is your chance to elevate your leadership journey. Join us for the New Leader Development Series and unlock the potential for leadership excellence.

We look forward to seeing you there!

Additional Upcoming Learning Opportunities

Human Resources' Sherri Reese and Amy Holda selected for TIAA Emerging Leaders Network.

From Christina, VP of HR: Congratulations Sherri Reese and Amy Holda – Selected for TIAA Emerging Leaders Network

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Two of our Human Resources stars – Sherri Reese, Ph.D., Director of Talent, and Amy Holda, an MLRHR, Interim Director of Employee Relations – are embarking upon an extraordinary leadership adventure.

Sherri and Amy have secured spots in the esteemed TIAA Emerging Leaders Network Program and are thrilled to receive such high praise and nomination from HR leadership. This career-defining journey was carefully curated by Chief Human Resources Officers from some of TIAA’s largest institutional partners; here, only the cream of talent prepares themselves to embark upon new horizons and larger roles.

Sherri and Amy, among a cohort of peers from institutions nationwide, will be expanding their professional networks while diving deep into HR’s latest offerings and perfecting their leadership acumen. MSU has made waves in HR leadership. Their success stands as evidence that our university remains dedicated to thought leadership and strategic partnership in HR; not just on an internal level but regionally and nationally too.

Let’s show our support for Sherri and Amy by offering Spartan cheers. Please join me in honoring their incredible achievement.

Sherri and Amy: Here’s to all of us, MSU, and reaching new heights together!

With Spartan Pride,
Christina

Christina K. Brogdon, PHR (she/her/hers)
Vice President and Chief Human Resources Officer
Michigan State University

Recalibrating Employee Recognition in Higher Education

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This article was originally written by Sharri Margraves, EdD, SHRM-SCP, Director of Organization and Professional Development, and published in the CUPA-HR (College and University Professional Association for Human Resources) Magazine, Higher Ed HR Magazine in September 2023.

Few would debate that recognizing employees is a cornerstone of positive management practices and an essential element of engagement and retention. During the pandemic, we were reminded just how important our employees are to the fabric of what we do and how we deliver our services, yet these same employees often go unnoticed or without recognition. While academic colleagues have a long tradition of acknowledging performance through well-established honors, prizes and awards, other departments and campus units can increase their recognition efforts.

Several studies have repeatedly pointed to the critical role of recognition in employee engagement and retention. The CUPA-HR 2023 Higher Education Employee Retention Survey indicates that only 53% of respondents received recognition in the form of a pay increase, and only 59% received regular verbal recognition for their work. If employers considered institutional or professional recognition as a “nice to have” before the pandemic, there should be no doubt about the indispensability of recognition in today’s workplace.

Recognition can be uneven between units, colleges, and institutions. Generational differences can also cause anxiety, with leaders wondering how to recognize their staff and teams without being mocked on social media. Outreach to Generation Z and millennials is critical, however, as a Society for Human Resource Management 2019 survey indicated that 76% of Gen Z and millennial employees believe that they are “seldom to never” eligible to receive employee rewards. Meanwhile, a 2022 Gallup-Workhuman study found that 81% of leaders say “recognition is not a major strategic priority” and 73% of leaders report that their organization “does not offer managers or leaders best-practices training for employee recognition.”

In 2022-23, I conducted a program review of the staff recognition programs at the 65 institutions associated with the American Research Universities-Human Resources Institute (ARU-HRI). I also conducted a group survey to get additional information on these universities’ perspectives. With 60% responding to the survey, here are the takeaways that may help you consider changes to your institution’s recognition programs.

A Review of Recognition Programs

Legacy Programs. Formal recognition programs at the institutional level are often legacy programs established decades ago. These typically honor a former employee or benefactor or are designated as the chancellor’s or president’s award. Most legacy programs are anchored to institutional values and reward employees who go “above and beyond” regarding customer service and care.

Almost every ARU-HRI institution I reviewed had a program that honored just a select few employees. This can mean less than a one percent chance of an employee being selected for an award in a large institution. Those with solid programs had a formal ceremony with the chancellor, senior administrator or another designee presiding over the events. A few institutions also formally acknowledged all nominees. Even if they didn’t win, their contributions were recognized formally by the senior leader.  

Team Awards Tied to Strategic Initiatives. Approximately 48% of the survey respondents indicated that they have established new programs in the past five years. More recently established awards were often designated specifically to help drive strategic initiatives such as innovation or process improvement. When asked about their recognition program priorities, survey respondents said their second highest priority was creating or strengthening their recognition efforts tied to strategic goals (with inclusion-based recognition being the highest priority).  

Often these awards are team-based, and some require cross-departmental collaboration. The University of Michigan has a bi-annual program that showcases the work via a poster session, and a team of both academics and staff selects the winners. Awards of this type can be inspiring because the work of these individuals and teams becomes “seen”. Staff contributions are often appreciated in the general sense but undervalued with the actual impact and outcomes that help propel institutions forward.

Peer-to-Peer and On-the-Spot Recognition. During the pandemic, several institutions started peer-to-peer programs to allow the appreciation of colleagues to be recognized. Many use vendor support and can include simple cards and notes, and most were designed to be quick and “on the spot.” Some, but not all, also notify the immediate supervisor. At the University of Washington, these informal recognition notes are entered into drawings for additional appreciation with swag bags or other de minimis gifts.

Service Awards. Another aspect of this evaluation was a review of service awards for longevity at the institutional level. Many long-standing programs started decades ago when the workforce was relatively stable and stationary. These could be updated to reflect more recent trends, with awards for service starting earlier. In the cohort of 65 institutions studied, 57% started formal recognition at year five, with 22% not starting service recognition until year 15 or higher.

Designing a Successful Recognition Program: Key Considerations

The pandemic, followed by the “great resignation,” has impacted all aspects of our work. Yet most of us continue churning out the same recognition programs — many decades old — often without questioning their value, validating their impact or reviewing for bias. Here are some crucial factors to consider when evaluating and updating your recognition program.  

Culture. Creating a culture of recognition starts with senior leadership and moves down and across the institution. When onboarding leaders at all levels, include specific points about recognition and provide toolkits and support for unit-level recognition. The University of Iowa includes recognition as part of their required training of all leaders across the institution. Combining awareness with concrete tools makes it easier for supervisors and co-workers to do the right thing.

Inclusion. Most of the institutions surveyed recognized the need to review their programs or establish new ones with a focus on being more inclusive when creating awards and selecting recipients. This includes providing training for selection committees about bias awareness when reviewing awardees’ nomination forms and letters. As the top priority among all institutions surveyed, nearly 60% indicated that creating or strengthening inclusion efforts related to recognition is a priority. 

Access and Awareness. The most successful programs have made it easier for employees to be nominated and reviewed with standardized forms; templates for cards, letters and certificates; and links to the appropriate policy or business manual. All institutions had groups conducting the reviews, making selections, and consolidating the different awards in one website, which helps convey the breadth of recognition and creates a positive, forward-facing impression. It makes it easier for employees and potential employees to understand how the organization values staff recognition.

Sharing staff recognition widely throughout the institution in various local media, social media and unit-level channels contributes to awareness. Some institutions focus on a traditional recognition week with both casual appreciation events and formal award ceremonies. At the University at Buffalo-SUNY, new supervisors are trained to write thank-you notes as part of their onboarding. Such high-touch actions are just as vital as the grand awards.

Eligibility. Are your formal programs available to all employee groups? Progressive institutions recognize part-time and contract employees as part of the campus fabric and acknowledge their work. Very few institutions have formal programs to recognize temporary or contract staff, even though they play a significant part of the workforce at our institutions. The University of South Carolina has codified by policy that temporary staff are eligible for recognition awards.

Non-Traditional Recognition. Forward-thinking organizations are aligning recognition of good work by creating a culture where the organization notes achievements broadly. Historically, the main form of recognition was only intradepartmental, with individual supervisors acknowledging and recognizing their immediate staff. One might consider opportunities to present effective, recognition-worthy programs to senior leaders or encourage employees to submit presentation proposals for conferences and then support the travel cost for those who present programs and results. Such accomplishments should be shared widely in newsletters and other media.

Team Recognition. Most institutions value collaboration and breaking down the “silos” between units. Showcase the work accomplishments of teams, inter- or intra-departmentally and between different work groups. More often, these are the newer awards an institution might implement to incentivize innovation and process improvement. One word of caution: Often, one group or another can dominate team lead improvements — think information technology and project managers — so think of ways to increase the visibility of contributions from other subject matter experts. Establish a protocol to include up-and-coming interested employees to participate in different team-based problem-solving.

Audit Your Programs

Consider the benefits of auditing institutional and unit-level recognition programs with the chart below. Being mindful of both the program’s current status and the changes you would like to see can help improve the benefits of recognition programs for employees. A cross-section of employees, administrators, and others can review and make improvement recommendations along with recommended priorities. Download a Self Audit of your Institutional Recognition Programs to rate your current status.

About the author: Sharri Margraves, EdD, SHRM-SCP, is the executive director of organization and professional development for Michigan State University’s HR department.

Person holding a sign that says, "Hello my pronouns are..."

Happy International Pronouns Day!

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This article was written in partnership with the EVPA Office of Diversity, Equity, and Inclusion.

Today is International Pronouns Day! Using correct pronouns respects each other’s identity and fosters inclusivity. Pronouns are used every day to communicate with one another in and out of the workplace, and often they are assigned based on pre-conceived biases and perceptions. By educating about personal pronouns, we promote understanding and celebrate everyone’s intersecting identities.

What is International Pronouns Day? 

International Pronouns Day seeks to make respecting, sharing and educating about personal pronouns commonplace. This day raises the MSU community’s awareness to be gender inclusive and reminds us of the basic human dignity of appreciating and celebrating everyone’s multiple, intersecting identities. As we explore the significance of this day, learn about how MSU is implementing changes to promote gender inclusivity to create a beneficial environment for all. For more information, you can visit https://pronounsday.org. 

How can I contribute to a gender-inclusive environment? 

  • Speak and write in a way that does not discriminate against a particular sex, social gender, or gender identity and does not perpetuate gender stereotypes 
  • Share your pronouns when introducing yourself to people or during meetings 
  • Don’t make assumptions; ask people to share their pronouns 
  • Always use the pronouns that a person asks you to use 
  • Include your pronouns in your email signature or other digital communications 
  • Complete the Quest: Building Capacity for LGBTQA+ Inclusion online education program 

What events are being held across campus? 

What action is the university taking to advance gender inclusion? 

  • MSU IT announced this summer the roll-out of Microsoft Spartan 365 pronoun options as part of Michigan State University’s ongoing commitment to creating a more inclusive campus community. With these changes, you will now have the option to customize and display your pronouns in your Spartan 365 profile to appear in Outlook and Teams. Learn more. 
  • At MSU, we are committed to ensuring your identity is accurately represented and respected throughout our campus community while maintaining privacy. Additionally, there’s work underway with the Office for Institutional Diversity and Inclusion, along with the Office of the Executive Vice President for Administration to advance the name, gender, pronoun data policy recommendations across our information technology systems. We are collaborating with the project management office and system owners to create an implementation road map to advance the policy requirements across enterprise data systems. 
  • In the interim, MSU encourages all employees to indicate their gender pronouns, if desired, on email signatures and other written communication.  

Are there resources to explore this further? 

We look forward to continuing our work – together – to foster a culture that C.A.R.E.S (communication, appreciation, respect, empathy, and sensitivity). 

Leadership Series: Leaning Into Change

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

I invite you to take a fresh perspective on leading change by starting with yourself and how you lead change. We are experiencing unprecedented change on many levels, across many organizations and systems, which puts pressure on both you and your teams. Creating collaborative teams, internally and cross-functionally, will help you lead change in a new way. Start down the path by considering the following questions:

Are you treating the symptoms or tackling the root cause of the issues?

Bring your teams together to consider the root cause of problems or improvements. Connecting improvements throughout the organization to individuals can increase engagement and create value for your stakeholders.

Does everyone on your team understand expectations and how to participate in improvement?

Imagine empowering and unleashing the potential of 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 and can make direct contributions that have a positive impact.

Do you expect continuous improvement in your daily work?

Consider ways to systematically improve even “small” thorny issues to enhance efficiency and your team’s experience in day-to-day processes. Don’t underestimate the power of recognizing your employees for excellent work even during the everyday—it’s a great way to boost engagement and maintain momentum!

Do you practice inclusion by having representatives of all of your key stakeholders?

Be holistic in solving problems and making improvements. Include representatives from each key area that may be involved in your project or process to ensure the best outcome for improvement and performance, which also builds rapport and trust—especially those that perform the actual work.

Lean into change regardless of the scope and create a path:

  1. Define – Identify the problem, the desired state, the team to be involved in the process, and their roles. A RACI chart is helpful in determining who is Responsible, Accountable, Consulted, and Informed.
  2. Do and Document – Kaizen means to take apart-“Kai” and put back together- “Zen.” Lead with intention and remember—there are no bad people or information. Focus on the facts of the problem and model problem-solving and enhancement of services. Document the process as you go, identify improvement areas, and communicate with stakeholders regularly.
  3. Measure and Compare—verify improvement. Anything that does not add value (time, money, energy) should be eliminated wherever possible. Measuring improvement is an important step and promotes transparency, even during everyday processes.
  4. Standardize the new process, system, and action. Use visual tools, dashboards, and posters to reinforce the processes. Promapp is a great system of record to do all of that.

Celebrate success! Be sure to monitor continuously as situations change and embark on improvements.

“Change leadership is the ability to influence and inspire action in another, and respond with vision and agility during periods of growth, disruption or uncertainty to bring about the needed change. “ Yvonne Ruke Akpoveta

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

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

Beaumont Tower in the fall with trees in the foreground.

Welcome to a New Academic Year

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Christina Brogdon, Vice President of MSU Human Resources

Dear Spartan Colleagues,

I am pleased to welcome everyone to a new academic year. The fall semester always provides a sense of newness and hope. As we look forward to the new opportunities that lie ahead, we will undoubtedly reflect on the past and what we experienced together—successes and challenges, joys and tragedies. It’s important to remember that healing is not linear, nor is it quick, but I am grateful that we have each other for support through it all.

This fall, I am especially excited about HR’s opportunity to invest further in talent management, a key contributor in making MSU HR a thriving, transformative and engaged business unit implementing strategic people solutions with great care. The first is New Hire Orientation for support staff, with sessions starting this month. The innovative full-day program will transform how we welcome and support new employees at MSU. The program will cover essential topics such as employee benefits, payroll, information technology access, and RVSM. These sessions will foster a sense of belonging and empowerment while advancing MSU’s 2030 Strategic Plan in Staff Success and DEI.

I am also excited for HR’s new Director of Talent, Sherri Reese! This role is new to HR and was developed in response to the Strategic Plan’s objective for the university to become an employer of choice. Beginning October 1, Sherri will be responsible for the oversight, organization and implementation of strategic talent management initiatives related to recruitment, onboarding, consultation, and workforce planning. She will help lay the foundation for the future development of a robust Business Partner approach. Business partners will better support unit HR needs by collaborating and advising on all aspects of talent acquisition and management.

Thank you for your continued dedication and Spartan Will to the University, our students, and our land-grant mission. On behalf of Human Resources, I wish you a safe, healthy, and successful academic year in which you take advantage of fresh opportunities and new beginnings.

Go Green!

Christina Brogdon, PHR
Vice President of Human Resources

Back-to-School Discounts for the 2023-24 School Year

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Whether your family loves shopping for back to school, or they dread it every year, MSU Benefits Plus has you covered. All benefit-eligible employees can log into the MSU Benefits Plus portal with their MSU email address, and find dozens of discounts to get you and your family heading back to school in style without paying full price. 

Below are just a few examples of what might be useful this time of year. 

Computer & Electronics

Technology is now an essential part of the school supply list so enjoy extra savings on those investments through a variety of retailers, even here at MSU. 

  • Apple: Employee pricing on everything you purchase
  • HP: Up to 62% off computers and accessories
  • Dell: Up to 30% off using the Member ID PS113067902
  • Lenovo: Back to School savings of up to 72% off until August 20!
  • MSU Tech Store: Purchase all kinds of tech with prices exclusive to MSU staff, faculty, and students

Clothing and Apparel

Everyone wants a great outfit for their first day of school, whether you’re a student, an educator, or even if it’s just another day at the office. 

  • Bombas: 20% off with code CORE20 (plus a pair is donated with every pair purchased!) 
  • Crocs: Save $20 off a purchase of $100 or more using the code SAVE20
  • Spartan Spirit Shops: Visit any Shop in person and show your Faculty/Staff ID for 20% off!

Education 

Learn a new skill, stock up on textbooks for those fall courses, and show your Spartan spirit, all at a discount through these local organizations. 

For all of these discounts and more visit the HR Website or the MSU Benefits Plus portal. Employees can also call Benefits Plus at 888-758-7575 with any questions. Back to School is on at Michigan State!

Human Resources' Jake Lathrop selected as the next Chairperson for CUPA-HR Board of Directors

Jake Lathrop, HR’s Consultant to the VP, Selected for CUPA-HR’s Midwest Region Board of Directors

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This press release is being shared with permission from CUPA-HR.

Jake Lathrop, Consultant to the Vice President of Human Resources, has been selected as the next leader of the CUPA-HR Midwest Region Board of Directors.  Jake will begin his term as Region Board Chair on July 1 and will serve in this role for one year before moving into the Past-Chair role.  CUPA-HR’s Midwest region is one of four regions nationally and consists of twelve states and the respective state Chapter boards within.

Jake has served on CUPA-HR’s Midwest Region board for four years.  Prior to that, he was on the CUPA-HR Michigan Chapter board for four years, where he also served as president. He has been a member of the association’s Public Policy Committee and Learning and Professional Development Committee and was selected for the 2018-19 cohort of the Emerging CUPA-HR Leaders Program.  Jake has presented at numerous state, region, and national conferences and virtual programs. 

“It is humbling to be selected for this role and an absolute honor to serve my higher ed colleagues in this capacity,” Lathrop shared.  “I am especially honored to represent MSU throughout every CUPA-HR interaction, and to share with colleagues across the country the amazing work that Spartans do.”

Contact Information
Jessica Thompson
Marketing Coordinator – Communications and Marketing
jcthompson@cupahr.org

Deals and Discounts for Father’s Day

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Father’s Day is right around the corner, and if you are still looking to show the dad in your life that you care, look no further than these discounts! Whether it’s your dad, husband, father-in-law or any other important guy in your life, take advantage of these Father’s Day savings using MSU Benefits Plus.

To access all the discounts, visit MSU Benefits Plus and sign up for a free account using your ZPID number (located on your Spartan Card ID badge or in the EBS Portal).

Check out some of these deals that you can find through MSU Benefits Plus:

Sports:

  • Forest Akers Golf Course – MSU employees with a valid MSU ID receive reduced rates on playing and shopping at the two 18-hole championship layout golf courses and two full-service golf shops!
  • Premium Seats USA – Get 10% off sporting event tickets on Premium Seats USA using the code CORESTREAM at checkout!

Technology:

  • HP – Save between 10% and 50% using the HP Employee Purchase Program (EPP), which offers HP’s consumer products at a discounted rate!
  • Apple – MSU employees qualify for preferred pricing on all of Apple’s latest products. This includes employee pricing and ratings and reviews on accessories and software. Order from the online Apple EPP store and identify yourself as a Corestream member when purchasing!

Shopping and Entertainment:

  • AMC Theaters – MSU employees can save over 30% on E-tickets at AMC Theaters and all associated theaters including AMC Loews, AMC Showplace, Cineplex, Odeon, Magic Johnson and Star Theaters!
  • MSU Meat Lab – MSU employees with a valid MSU ID can receive a discount on quality meats and other items right on campus!
  • Stock Yards – Save 20% on gourmet steaks, chops, and seafood by using the code CSTREAM at checkout!

Find these savings as well as many other benefits by visiting the MSU Benefits Plus portal. Sign up or log in today and have a fun, family-filled Father’s Day.