Category: Development and Training

Training, education and ongoing professional development is very important to your ongoing success at MSU. This category highlights professional development news, views and opportunities.

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Decision-Making Myths and Tips

Published on by MSU Human ResourcesLeave a comment

There is often no “right” decision in both work and life. We’re frequently faced with an abundance of options, which doesn’t make the act of decision-making any easier. Whether you’re someone who experiences decision paralysis, makes rash decisions you regret, or falls anywhere in between, you will likely benefit from simplifying decision-making with a balanced combination of intuition and critical thinking.

Types of Decision Making

Decisions should, ideally, come from a clear understanding of your needs, values, and goals. When you’re in a familiar situation, do you find your decisions are fast and automatic? This is likely based on your established experience with what works and what doesn’t. However, when encountering a new situation, you may need more time to weigh potential benefits and risks. Knowing various decision-making approaches can help you determine what’s best for your unique circumstances.

Informed Decision Making

The ability to think critically is key to making good decisions free from common errors or bias. Informed decision making means not just listening to your intuition or “going with your gut,” but instead figuring out what knowledge you lack and obtaining it. When you look at all possible sources of information with an open mind, you can make an informed decision based on facts and intuition.

Satisficing vs. Maximizing Decision Making

A satisficing approach to making decisions involves settling for a “good enough” outcome, even if flawed. Alternatively, a maximizing approach waits for conditions to be as perfect as possible to minimize potential risks. People who make good decisions know when it’s essential to act immediately, and when there’s time to wait and gather more facts before making a choice.

Decision-Making Styles

If you feel stuck when making a decision, consider the decision-making styles below. Examine these factors and consider how they relate to your potential decision.

StyleBehaviorWhen to useDo not use when
AuthoritativeTime is short.

As a decision maker, you have all the knowledge needed.		As a decision maker, you do not have all the knowledge or insight needed.

The issue is important to a group/team.		You need buy-in from others.
Consultative (group or individual)You gather input from individuals or a group, and then decide.You decide along with a group; everyone understands the decision, and the majority of people are willing to implement.Others don’t have a say in the decision (as a decision maker, you may have privileged information).
MajorityIt is a relatively trivial matter or a low-stakes decision.You reach a decision with a group; everyone understands the decision and is willing to implement it.The decision affects everyone in a meaningful way.
ConsensusYou delegate the decision to an individual or a team, with your set constraints.The decision will impact everyone, and everyone needs to buy in fully.

There is potential value in the team discussing or working together on the decision.		Time is short.
DelegateThe delegate has all the necessary skills, or a coach or mentor can assist.You decide with a group; everyone understands the decision and is willing to implement it.It is a high-risk or high-profile decision.

Decision-Making Myths

Making decisions can be stressful, and it’s easy to fall into falsehoods about decision making to avoid putting in the sometimes difficult effort to make the best choice. Consider some common myths related to decision making and think of ways to avoid these traps.

Myth #1: I just need to solve this problem now; I don’t have time to make this decision.

Putting off a decision is a decision in and of itself. However, intentionally slowing down to clarify your problem will speed up your efficacy. Put in the quality time now to avoid revisiting a decision you may regret later. Our issues sit in a context. If your focus is too narrow or your process is too rushed, you may solve the wrong problem or only partially solve the problem.

Myth #2: This is my decision alone; I don’t need to involve others.

Most important decisions involve other stakeholders. Avoiding the bigger picture of who else is affected by a decision can, at best, only partially solve the problem and may unintentionally exacerbate it. Be mindful that when many people are involved in making a decision, the process can become stalled by groupthink, when well-intentioned individuals make poor or irrational choices out of a desire to conform or avoid dissent. Ensure any involved individuals feel safe and confident expressing doubts and concerns.

Myth #3: Decision making is a linear process.

Good decision-making is circular, requiring a feedback loop as information is gathered and analyzed over time. Don’t be surprised if you need to return to find additional information or adjust your decisions.

When faced with difficult decisions, take the time to ensure your choices are based on what’s happening and not simply reflect learned behavior patterns that may no longer be useful. Carefully weigh any potential issues, commit to a decision, and then follow through. Interested in further advancing your decision-making skills and knowledge? Check out the elevateU resources below to get started.

elevateU Resources

Collected Resources: Decision Making (Courses, Short Videos, Audiobooks, eBooks)

Sources:

Psychology Today. Decision-Making. Retrieved May 9, 2022, from https://www.psychologytoday.com/us/basics/decision-making.

Skillsoft Ireland Limited. Choosing and Using the Best Solution. Retrieved May 9, 2022, from https://elevateu.skillport.com/skillportfe/main.action?path=summary/COURSES/apd_15_a03_bs_enus.

Strauss Einhorn, Cheryl, 2021, April 20. 11 Myths About Decision-Making. Harvard Business Review blog post. Retrieved April 28, 2022, from https://hbr.org/2021/04/11-myths-about-decision-making.

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The Transparency Tightrope

Published on by MSU Human ResourcesLeave a comment

Written by Sharri Margraves, EdD, SHRM-SCP, Director of HR Organization and Professional Development.

In times of change, one word rises quickly to the top of every conversation: transparency. Leaders are told to be more transparent. Employees ask for greater transparency. Organizations claim it to be a cultural value. And yet—transparency can be one of the most misunderstood concepts in the workplace. During change, the gap between expectations and reality becomes visible. This is where frustration grows, and trust is tested.

At the end of the article, you will find a facilitation guide you can use for your own discussion guide or feel free to reach out if you need support.

Organizational change often exposes internal boundary conflicts, especially when leaders struggle to suspend judgment and approach concerns with curiosity. Feedback is data—meant to be considered, not dismissed—and effective leaders can truly listen, even when it’s uncomfortable.

Here are a few thoughts on transparency. What do you think?

1. Transparency Means Sharing Everything

Expectation: Employees often believe transparency requires complete openness and immediate access to all information, thinking this will lead to a fair and equal workplace.

Reality: Transparency involves sharing relevant and vital information while maintaining necessary confidentiality for legal, strategic, or privacy reasons. It’s about honesty and openness in decision-making and processes, not about information overload. It may lead to frustration if not properly communicated.

2. Transparency Eliminates Gossip

Expectation: Employees may assume that complete transparency will eliminate workplace gossip and rumors.

Reality: While transparency can reduce uncertainty that fuels gossip, it can’t eliminate it. Some level of informal communication will always exist, and transparency helps manage it by providing accurate information. Using the adage “THINK.” Is it True, Helpful, Inspiring, Necessary, or Kind to reduce gossip.

3. Transparency is a One-Time Achievement

Expectation: Employees might think that once transparency is achieved, it remains static and requires no further effort.

Reality: Transparency is an ongoing process that requires consistent effort, communication, and trust-building. It evolves with the organization and its dynamics; it is a product of the collective culture.

4. Transparency Equals Trust

Expectation: Employees may believe that transparency automatically creates trust among the team.

Reality: Transparency is a component of building trust, but it’s not the sole factor. Trust also depends on consistency, integrity, and the ability to deliver on promises.

5. Transparency Slows Down Decision-Making

Expectation: Leaders might think that being transparent with information will slow down decision-making processes because more people are involved. Conversely, employees often believe they should have a say in all decisions.

Reality: While gathering input can take more time, transparency typically leads to more informed decisions, stronger trust, and greater commitment to implementation. Employees should have a voice, but not necessarily a vote. To prevent confusion or frustration, leaders must clearly communicate the type of input they seek and the level of decision-making authority. Just be sure to avoid “the illusion of inclusion.” Don’t ask if you don’t really intend on using the input.

Examples of Clarity in Decision-Making:

  1. Inform: “This decision has been made. Let’s discuss potential impacts, next steps, and any clarifying questions.”
  2. Consult: “I’ve been asked to provide input. What will the impact be on our work or operations?”
  3. Recommend: “Please gather input, assess impacts, and develop recommendations. I will make the final decision.”
  4. Empower: “You are responsible for the decision. Let me know what you decide and how you plan to move forward.”

6. Transparency is Only Top-Down

Expectation: Employees may believe that transparency is solely the responsibility of senior leadership to communicate downward.

Reality: True transparency is a two-way street. It involves open communication across all levels of the organization, encouraging feedback, and fostering a culture of mutual openness. Feeling “safe” to brainstorm, suggest alternatives, and “agree to disagree” are hallmarks of a stronger culture.

7. Transparency Balance

Expectation: Employees might expect flawless, all-encompassing transparency.

Reality: Transparency involves balancing openness with practicality, and there may be periods when information is withheld for its sensitivity. Clarify that you will be transparent whenever you can.

8. Transparency reduces conflict

Expectation: Transparency will prevent or solve all workplace issues and conflicts.

Reality: While it helps in resolving many issues, transparency alone cannot address all underlying conflicts and organizational challenges. Building a culture of trust, in which transparency plays a role, ultimately enables us to have the hard conversations that drive greater effectiveness and positive work cultures.

9. Transparency equals access

Expectation: Transparency equates to immediate access to management and leadership.

Reality: Employees might find that transparency involves structured communication channels and scheduled updates rather than instant access. Access to senior leaders is inherently limited, and they rely on the organizational hierarchy to develop the skills and abilities needed to manage communications, information, and decision-making. Creating a culture in which information flows up the hierarchy to clarify, advance ideas, or discuss barriers and obstacles is critical.

10. Transparency eliminates ambiguity

Expectation: Transparent workplaces will have no “gray area.”

Reality: Even in workplaces with a high degree of transparency, ambiguity will remain as certain decisions and processes are complex and evolve. Help employees understand that there are rarely clear-cut situations—our work requires us to be comfortable with ambiguity. Adaptability takes practice and is one of the more critical skill areas for all leaders. And let’s be honest, we are not at our best self all the time. Allow space and grace, particularly during change.

Facilitation Guide: Transparency in Times of Change

Purpose

Align teams on expectations and realities of transparency during change.

Agenda (45 Minutes)

  1. Introduction (5 min)
  2. Review concepts (10 min)
  3. Discussion (20 min)
  4. Agreements (5 min)
  5. Wrap-up (5 min)

Discussion Questions for Teams

  • How are our current (or anticipated) changes impacting us?
  • Where do we see gaps in transparency?
  • What do we need more clarity on?
  • What expectations should we reset?
  • What norms should we adopt?

Sources:

M. Kalokora, A., & Lekule, C. (2019). Transparency in Higher Education Human Resource Management: Benefits and Challenges. Journal of Education & Social Policy, 6(4).

Moore, M. (2023, January 13). How Transparent Should You Be with Your Team? Harvard Business Review. https://hbr.org/2023/01/how-transparent-should-you-be-with-your-team

Salazar, M. (2017). Cornerstone: A Collection of Scholarly and Creative Works for “Let’ s be clear”: Exploring the Role of Transparency Within the Organization. https://cornerstone.lib.mnsu.edu/cgi/viewcontent.cgi?article=1718&context=etds

Performance development cycle, see article for text details.

5 Ways to Engage with Your Performance Evaluation Beyond an Annual Review

Published on by MSU Human ResourcesLeave a comment

Part of MSU’s appeal as a residential, land-grant institution is our vast array of programs, specializations, and priorities — not just for students but for staff and faculty. This diversity makes us great, and it also requires a need for case-by-case definitions of success and achievement from unit to unit and from person to person. 

One way to ensure you, your supervisor, and the university recognize and record your efforts is to tell your story through the Performance Excellence (PE) process. When many of us in non-supervisory, support staff roles discuss PE at MSU, we think of a supervisor-led annual review. In reality, PE encompasses an ongoing cycle of: 

  1. Performance Planning — Goal Setting and Development Planning 
  2. Continuous Feedback, Coaching, and Development 
  3. Annual Review — Collaborative Meeting with Employee and Supervisor Contributions 

Below are suggestions for ways to engage as an employee in the PE process and tell your story with confidence. 

1) Set SMART, HARD Goals and Find Ways to Measure Them 

On one hand, we know each employee’s experience and accomplishments extend well beyond quantitative data and one review each year. On the other hand, we also know that specific measurements — especially those backed by accurate numerical data — are a powerful and widely accepted way to determine success. 

One way to ensure the full picture of your story is told during the PE process is to take the lead when it comes to your own goal setting and measurement. Setting SMART, HARD goals is a great place to start. Consider the following: 

  • Your personal goals 
  • The goals of your department/unit goals 
  • Organization-wide goals/university strategic plan 

Goals are not something that should be determined solely by a supervisor and then assigned and evaluated once a year during your review discussion or performance planning session. Generating and adapting goals throughout the year is a collaborative process and one way you can contribute toward the narrative of your achievements. 

Read related article: When SMART Meets HARD: Setting Goals that Matter 

2) Track and Document Your Accomplishments 

Setting and measuring goals is a great place to start, but tracking and documenting your progress toward these goals is key. Block off some time on your calendar to regularly check results, generate data and document your progress in a way that makes the most sense for you and your role. You know your work, efforts, and accomplishments better than anyone else, which makes you the ideal person to collect and report this information. 

Read related article: What’s Your Plan? Six Steps to Align Your Goals with What’s Important to You 

3) Schedule Regular Check-ins 

In this environment of rapid change, it’s more important than ever to regularly check in with your supervisor to discuss progress, review and reevaluate goals, and receive feedback. Regular, continuous coaching allows an opportunity for you to reconnect to your unit’s and the university’s mission and ensure your goals continue to be aligned with this larger vision and objectives. 

As a university, we are working to shift the perception of PE from one yearly review to a wider focus on ongoing coaching, feedback, and goal setting. There’s no need to wait for your supervisor to schedule a meeting for you to touch base on these topics. You have the option of reaching out to your supervisor and setting up check-ins on a schedule that works for both of you. Even a brief 15-minute check-in can go a long way toward staying on track with goals and sharing the story of your work. 

TIPS 

  • Go to these meetings prepared with the documented progress and accomplishments mentioned above. 
  • Bring questions to help guide the conversation and make the time as useful as possible for both you and your supervisor. 

4) Contribute Toward Your Review 

Did you know that, as support staff, you have the opportunity to contribute toward all your PE discussions and submit documentation to include along with your official review forms? 

Review documentation that is imaged and kept on file with central HR includes your reviews (annual, probationary, and interim) and performance improvement plans. You have the option to include a self-review and/or other statements along with your documents on file. On an ongoing basis, this may be a summary that features the data you’ve been tracking throughout the year to share specific achievements and outcomes. 

TIPS 

  • Keep it brief. Unless documenting extraordinary circumstances, a 1–2-page document will be impactful and share the story of your performance. Due to system storage limitations, submitting a large quantity of documents with your review could possibly lead to some documents being excluded from imaging. 
  • Reference any additional documents on the official PE forms. Include a statement within the “Employee’s comments” section of the Annual Review to “See attached ______” (e.g., self-review, list of achievements) and indicate the number of additional documents. This helps central HR know an employee’s wishes for those documents to be imaged alongside their review. 

5) Utilize Your Resources 

HR’s Organization and Professional Development (OPD) department offers online PE resources and documents geared toward both employees  and supervisors that can help guide and support you in all components of the PE process. OPD is in the process of reworking this online content for greater accessibility, inclusivity, and usefulness for all support staff, and we look forward to sharing these changes with you later this year. 

Additional recommended resources are listed below. Your MAU’s HR representative, central HR and OPD, and your union representatives are all available to work with you and help you share your story should you need specific guidance or assistance at any point during the PE cycle. 

RECOMMENDED RESOURCES 

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An open book in front of a large stack of books.

A Middle Manager’s Book Review: “Trust and Inspire” by Stephen Covey

Published on by Chelsey Fether1 Comment

This is the first installment of a new series where I, a middle manager who happens to be an avid reader, review leadership books to share what I learned and whether I think they’re worth the read.

For context, I’m the communications manager in MSU Human Resources. I have the privilege of supporting the outstanding team that promotes the services provided by all of the talented teams within MSU HR. I love reading, and through leadership books, I hope to learn how to better support my already amazing team.

Stephen Covey’s “Trust and Inspire” was a great first choice. I knew it would, at least in part, affirm a belief I already held, that people don’t want to be managed, they want to be led. A good leader doesn’t try to confine or control their employees. They simply work to provide the environment and resources that help them reach their potential. “Trust and Inspire” provided all that and more, including the historical context explaining why it might be tempting to default to a controlling structure and the benefits of providing a more trusting and supportive environment.

Takeaway One: We’re past the Industrial Age, so let’s lead accordingly

The Industrial Revolution was one of the first times in history when we began to see the still common workplace structure of employees taking orders from the person in charge. Covey refers to this leadership style as “Command and Control.” Command and control leadership is built around compliance, efficiency, being transactional, and maintaining the status quo. In today’s workplace, innovation is not only desired but expected, meaning we can no longer operate under the “Command and Control” model and expect innovation from our employees.

Takeaway Two: People achieve more when they are trusted and inspired

Much of today’s workforce consists of knowledge and service-based work with access to instant and ever-changing information. We are more innovative, creative, and collaborative than ever, even with the expansion of remote work. Leaders can best adapt to these new conditions under the “Trust and Inspire” model, characterized by commitment, transformation, growth, collaboration, and inspiration.

An easy way to distinguish the Command and Control and the Trust and Inspire models of leadership is to consider the differences between motivation and inspiration. During the Industrial Revolution, workers were motivated by their paychecks and being able to provide for their families, but not much more. Today, people choose their careers for many reasons beyond just a paycheck. We seek inspiration from our work—to make a difference in the lives of others, be innovative, creative, and part of something bigger than ourselves. As leaders, retaining top talent often comes down to getting out of the way and letting our employees be inspired to do their best work.

Takeaway Three: It’s not about me

“People have greatness inside them… so my job as a leader is to unleash their potential, not control them.” I’ve always been more aligned with servant-style leadership, and this book was a great reminder that I’m on the right track. I have a lot to learn, but I’m confident in my team’s ability to do great work if I support an environment that maximizes their potential. That doesn’t come from micromanaging, but from offering support, encouragement, and stepping in when needed to help remove, or at least adjust, barriers that might prevent them from reaching their potential.

Was it worth the read? Yes!

Stephen Covey’s “Trust and Inspire” was a great book. I recommend it to all leaders, regardless of the formal title. The message is modern, relatable, and applicable to real-life work. While I initially listened to the audio version, the paperback includes great visual aids for referencing and annotating. Give it a read (or a listen) and tell me what you think!

Borrow this book or recommend my next one!

Is there a leadership book you want me to read and then write about? Or do you want to borrow this book from me? Let me know! Email me at fetherch@msu.edu.

Thanks for reading!

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Because we’ve always done it that way.

Published on by MSU Human ResourcesLeave a comment

Written by Sharri Margraves, EdD, SHRM-SCP, Director of HR Organization and Professional Development.

I really disliked some parts of being a supervisor in a new land. It’s hard—harder than most people admit. You inherit systems you didn’t design, relationships you didn’t form, and histories you don’t yet understand. You’re expected to bring fresh thinking and respect what already exists. No leader is hired to keep things the same. That tension shows up quickly in one familiar phrase: “Because we’ve always done it that way.” It’s frustrating when change needs to happen and it feels like inertia will never give way to momentum.

For many leaders, especially those new to an organization, this phrase can feel like a wall—talk to the hand. It can feel bad—an excuse, a form of resistance, or even a challenge to authority. Too often, it gets repeated outside the room as shorthand for “they don’t want to change.” When that happens, the phrase stops being a catchphrase to connect with others and starts casting staff in a negative light among peers, colleagues, and senior leaders.

Here’s the reframe: Because we’ve always done it that way (BWADITW) is a valid answer. It just isn’t a complete conversation.

“We’ve Always Done It That Way” Deserves Respect

When someone says “BWADITW,” they are often communicating more than just a habit and not just trying to get you to “leave well enough alone.” They may be signaling:

  • Historical constraints you haven’t seen yet
  • Past attempts at change that failed—or succeeded
  • Risk management in a regulated or high-stakes environment
  • Efficiency learned the hard way
  • Institutional memory that protects quality, safety, or trust
  • Contract or laws that must be followed

BWADITW usually reflects experience, not defiance.

Organizations don’t survive by accident. If something has been done the same way for a long time, it likely solved a real problem at some point. Generally, the leaders who came before you did the best they could with the situation and resources at hand. Treating BWADITW as dismissive—or reporting it as obstruction—erodes trust and undervalues the people who carried the organization forward before you arrived.

Strong leaders don’t shut this down; they lean in.

The Missed Opportunity: Not Asking the Next Questions

The gap of frustration isn’t that someone said, “Because we’ve always done it that way.”
The gap is stopping there. When leaders don’t ask follow-up questions, three things happen:

  1. Staff may feel dismissed and become less likely to share insights.
  2. Leaders miss operational intelligence that could accelerate improvement.
  3. Narratives form that position staff as resistant rather than knowledgeable.

BWADITW should be treated as an open door, not a closed one.

The Questions That Elevate Everyone

Here are a few simple, powerful follow-ups that increase collaboration and effectiveness:

  • Does this still work well today?
    Signals respect for the past while opening space for evaluation.
  • What works best about the current approach?
    Identifies strengths worth preserving.
  • Where does this process struggle?
    Invites honesty without blame.
  • If you could change one thing, what would it be?
    Empowers staff as contributors, not critics.
  • What do you think our stakeholders would value most here?
    Re-centers the conversation on purpose and impact.
  • What constraints should I understand before we consider changes?
    Demonstrates humility and systems thinking.

These questions do two things at once: They validate the work of those who have been there—and they create momentum for thoughtful improvement.

Quick Tips for Leaders When You Hear BWADITW

  • Pause your reaction. Annoyance is a signal to get curious.
  • Assume positive intent. Most people want the organization to succeed.
  • Document what you learn. Institutional knowledge is an asset.
  • Separate “always done” from “must be done.” Not everything old is sacred—but not everything new is better.
  • Share credit. When improvements happen, name the people whose insight made them possible.
  • Model how you talk about staff. How you describe these moments to others sets cultural norms.
  • Change causes people to be fearful—what if you eliminate their job?
  • Trust must be built over time. Building respectful cultures will help you get there faster.

Moving Forward Together

Honoring experience and driving change are not opposites. The most effective leaders do both—simultaneously. They recognize that progress doesn’t come from dismissing the past, but from building on it with intention. Remember the adage, slow is fast and small is big when thinking about improvements, aka “change”.

When leaders elevate their skill in these moments, they send a clear message:

  • Experience matters
  • Voices matter
  • Improvement is a shared responsibility

BWADITW isn’t the end of the conversation. For skilled leaders, it’s the beginning of a better one. Remember that all improvements involve change, but not all change causes improvement.

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Fostering Excellence: Continuous Learning and Educational Assistance for MSU Support Staff

Published on by MSU Human ResourcesLeave a comment

Written by Sharri Margraves, EdD, SHRM-SCP, Director of HR Organization and Professional Development

Michigan State University stands as a beacon of educational excellence, not only for its students but also for its dedicated support staff. At the heart of MSU’s commitment to fostering a culture of growth and development is the twin approach of continuous learning and educational assistance benefits tailored for support staff.

Continuous learning is a cornerstone of personal and professional development, and MSU recognizes its transformative power. For support staff, engaging in ongoing education and using it on the job brings many benefits to the individual and helps create a dynamic and adaptable workforce that contributes significantly to the university’s success.

  • Career Development: Continuous learning helps open doors to career advancement opportunities. MSU support staff have access to many professional development opportunities, from workshops to specialized training sessions, allowing us to enhance our skills in preparation for future positions. According to Gallup, 41% of employees consider career development a very important aspect of job satisfaction.
  • Enhanced Job Performance: Staying current with industry trends and best practices is essential for optimal job performance. MSU’s commitment to continuous learning ensures that staff are equipped with the latest knowledge and skills, directly impacting their ability to excel in their roles and contribute to the university’s operational excellence. Individuals can chart their path using educational assistance or elevateU, the free on-demand source for technical and essential skill development and certification prep.
  • Increased Engagement: 70% of the variance in team engagement is determined solely by the manager, according to Gallup. Continuous learning fosters a sense of achievement and personal satisfaction with a person’s job, and while resources are always slim—supporting continuous learning is essential for supervisors. Staff who feel supported in their educational pursuits are more likely to experience higher engagement, leading to a positive work environment and a deepened commitment to MSU’s mission. Gallup finds that engaged employees have 78% less absenteeism, 63% less safety accidents, and a 10% increase in customer loyalty.
  • Adaptability to Change: Adaptability is a key attribute in the ever-evolving professional landscape. Continuous learning instills resilience and the ability to navigate change effectively. Those empowered to participate in ongoing education will be well-positioned to embrace new challenges and contribute to the university’s culture of innovation.

Educational Assistance Programs at MSU

MSU exemplifies its commitment to the educational journey of support staff through robust educational assistance programs designed to remove financial barriers to learning. Educational assistance benefits and eligibility are governed by an employee’s respective collective bargaining unit agreement. Non-union employees and Academic Specialists also have educational benefits available to them.

Educational assistance benefits are available to help achieve educational and career development goals. There are two different aspects of educational assistance: non-credit courses and credit courses.

  • Non-Credit Courses: Eligible employees can take programs offered by HR’s Organization and Professional Development or IT Services, non-credit programs, seminars, and conferences. Most staff employee groups have $800 or $900 available annually for non-credit programs. APA members can utilize this amount to pay for credit classes.
  • Credit courses: Eligible employees can take courses at MSU or a non-MSU accredited institution, provided it is located in the state of Michigan. MSU courses are eligible for and processed as a tuition waiver, while non-MSU courses are processed as a reimbursement. Institutions that are considered to be primarily online only (such as the University of Phoenix) or institutions that are not Michigan-based are ineligible.

Please review the Educational Assistance webpages and Educational Assistance Eligibility by Employee Group summary for more details about Educational Assistance programs, eligibility, and the available benefit coverage. For questions, contact the HR Solutions Center at SolutionsCenter@hr.msu.edu or 517-353-4434.

References

Gallup. (2024, November 18), “How to improve employee engagement in the workplace.” Gallup.com. https://www.gallup.com/workplace/285674/improve-employee-engagement-workplace.aspx

Juyumaya, J., Torres-Ochoa, C. and Rojas, G. (2024), “Boosting job performance: the impact of autonomy, engagement and age”, Revista de Gestão, Vol. 31 No. 4, pp. 397-414. https://doi.org/10.1108/REGE-09-2023-0108

Celebrate Kindness in the Workplace

Published on by Abigail MillerLeave a comment

Acts of kindness always make an impact, no matter how small! Random Acts of Kindness day is recognized each year in February. This day reminds us of the power of compassion to bring people together, strengthen communities, and make the world a more positive and bright place. By making kindness a priority in the workplace and throughout the Spartan community, we can embrace the spirit of the day and continue spreading kindness every other day, too!

From holding the door open to recognizing a coworker’s hard work, there are countless ways to spread positivity through everyday actions. Below are a few ideas to add some kindness at work and encourage meaningful connections with one another.

  • Show Recognition: To recognize a coworker for their hard work, assistance, or value, give them a shout-out during a team meeting, or send them and/or their supervisor an email to share your experience. You could also nominate a colleague for a Spartan shout-out in the InsideMSU newsletter by filling out this form.
  • Check-in with your Co-workers: Between the increasing demands of work and home life, people are feeling more stressed than ever. Luckily, studies show there is a powerful antidote to stress: kindness. According to Forbes, “Kindness works because it helps people feel more connected with others, and it distracts them from their own problems. Happiness is significantly correlated with belonging and community—so it makes sense kindness would be a source of joy” (Forbes, 2023). Check-in with your co-workers to see how they’re doing and really listen to determine what small acts of kindness you can do to help brighten their day. Just the act of actively listening with your full attention can do wonders to show others you care and are there to help.
  • Support a New Employee: Starting a new position can be intimidating. Reach out to a new employee and offer your assistance as they navigate their new role. Your support will help them feel welcomed and more connected to the team.
  • Celebrate Success: Whether your team has just completed a challenging project or it’s a co-worker’s work anniversary, don’t let the moment pass without acknowledging the contribution and value of each team member.
  • Volunteer: Volunteer work is one of the best ways to promote kindness and positivity in the community. Join Spartans near and far on Give Green Day on March 10 to help current and future students. Find more volunteer opportunities with the Greater Lansing Food Bank, MSU Gardens, Office of Sustainability, MSU Center for Survivors, Spartans Serve, and more. Volunteering helps foster community, build social bonds, and address social challenges.
  • Create an Inclusive Environment: Build your cultural awareness and understanding to promote a sense of safety and belonging for all employees. Learn cultural awareness and inclusiveness skills through HR’s OPD courses, elevateU online learning opportunities, and University Health and Wellbeing events and training.

Together as Spartans, we can contribute to a better workplace and community by embracing the unity and positivity that prospers from kindness.

A women using her tablet.

Your Benefits: New Plan Year Checklist

Published on by MSU Human ResourcesLeave a comment

For benefits-eligible employees, the start of a new plan year is a great time to review all the MSU benefit options available to make sure you’re fully utilizing them throughout the year. The following list of tips and resources to consider will help you get the most out of your employee benefits:  

  1. Learn About Your New Caregiving Benefit: We recently implemented Cariloop, a new benefit that can assist with caregiving in all its many forms, whether that’s caring for children, a spouse, aging parents, and more. This benefit includes professional coaching (30 days of annual continuous support with the option to extend), caregiving tools, a trusted network of providers, and access to UrbanSitter.
  2. Schedule Wellness Check-ups: If you’re enrolled in an MSU health, dental, and/or vision plan, you’ve just entered a new plan year. Even though an annual check-up is usually recommended by doctors, many people miss out each year because they forget to schedule an appointment. Set your family up for success by scheduling an annual or wellness check-up now.  
  3. Prepare for Illness: Teladoc is an online medical care service that gives you 24/7 access to a health care professional via the web, phone, or mobile app in minutes. A doctor can even write you a prescription if necessary. Enroll in Teladoc now so you’re prepared when illness strikes.  Available to employees and their dependents who are enrolled in an MSU health plan.  
  4. Review Your Retirement Contributions: The IRS sets new retirement contribution limits each year, and SECURE Act 2.0 requirements have started, and the new Roth option is now available. Make sure you’re saving as much as you can by reviewing the 2026 IRS retirement contribution limits and SECURE Act 2.0 requirements and adjusting contributions if needed.  
  5. Note Flexible Spending Account (FSA) Deadlines: If you’re enrolled in an FSA for the 2025 and/or 2026 plan year, please note important deadlines and resources for utilizing your FSA funds.  
  6. Use Educational Assistance Funds: Support staff and academic specialist employees have access to educational assistance funds to use towards professional development opportunities. These funds reset each fall, so make sure you don’t miss out. If you’re looking for learning opportunities, we recommend checking out courses offered by HR’s Organization and Professional Development department.  
  7. Note Mental Health Resources: The MSU community offers a variety of mental health resources to employees and their dependents, along with the recently introduced free access to the Calm Health app.
  8. Schedule Vacation/Personal Paid Time Off (PTO): Taking time to rest and reset is important to maintain mental health. Make sure you’re using all your PTO by planning for the future and scheduling your time off in advance.  
  9. Utilize Employee Discounts: Visit the MSU Benefits Plus website for deals and discounts on everything from travel and experiences to electronics and toys.
  10. Review Voluntary Benefit Options: You may enroll in, change, or cancel auto, home, and pet insurance benefits at any time through the MSU Benefits Plus website.  Accident, critical illness, legal, and vision insurance only allow benefit changes during Open Enrollment in October.  
  11. Register for a Free Diabetes Management Program: If you or a dependent are living with diabetes, Livongo by Teladoc Health can help by providing free necessary medical supplies and optional coaching.  Employees or dependents enrolled in Medicare are not eligible (a similar program is available through Medicare).  
  12. Get a Second Medical Opinion: If you are facing a serious medical diagnosis, Teladoc Medical Experts can review your case and offer a second medical opinion from leading health care specialists. Coaching and online educational tools are also available.  Employees with mandated insurance under the Affordable Care Act are not eligible.  

We hope this list will help keep you on track as you plan how you and your family will use your employee benefits this year. You can learn more about all these benefit options on the HR website.

New Year, New Professional Development Courses

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As we step into 2026, it’s the perfect time to set your professional development goals—and we’ve got exciting opportunities to help you thrive this year. 

New or Updated Courses for 2026: 

  • Spartan Excellence Learning Series on January 27 and 28: Through a sequence of skill-building modules, participants will learn how to define problems, analyze processes, design improvements, and implement sustainable solutions. By integrating Lean methods within the broader Operational Excellence framework, the series helps create lasting practices that enhance efficiency, transparency, and the overall Spartan Experience.   
  • Travel Expense Report Processing on March 10: Learn the essentials of submitting accurate travel expense reports at MSU. This session will walk you through the required documentation, Concur tips, policy highlights, and best practices for timely reimbursement. 
  • Engaging and Empowering Teams on March 11: Leaders can learn evidence-based strategies to engage and empower employees, understand employees’ perspectives, and reflect on and assess your own supervisory practices. 
  • Mental Health First Aid on March 18: This evidence-based training that teaches participants how to recognize the signs and symptoms of a mental health crisis and help someone who may be experiencing one. 
  • Five Behaviors: Personal Development on April 16: Based on the book The Five Dysfunctions of a Team by Patrick Lencioni, this course helps individuals become better teammates. This program is for individual contributors. Using activities, videos, and discussion, participants learn the behaviors that will enable them to become better teammates. 

Upcoming Courses in January or February 

  • Crucial Influence  |  Virtual  |  January 27, 28, and 29  |  9 to 11:30 a.m. 
  • Getting Things Done  |  Virtual  |  February 10, 11, and 12 |  9 to 11:30 a.m. 

You can find all of HR Organization and Professional Development’s courses on the HR website. This is the perfect time to reflect on your goals and plan for the year ahead. What skills do you want to build? What challenges are you ready to tackle? With so many opportunities on the horizon, we’re here to help you make 2026 your most impactful year yet! 

Screenshots of calm health app on mobile devices

Introducing Calm Health: A New Mindfulness Resource for MSU Employees 

Published on by Abigail Miller1 Comment

MSU is committed to staff and faculty success, which includes helping employees and their families care for their mental, physical, and emotional well-being. We are excited to share that Calm Health, a mindfulness app designed to support mental and physical health, is now available at no cost to MSU employees and their dependents aged thirteen and older who are enrolled in an MSU health plan. Calm Health is designed to help you stress less, sleep better, and live more mindfully. 

What Does Calm Health Offer? 

Calm Health includes self-guided programs developed by psychologists to address specific mental health symptoms like anxiety and depression, physical health conditions like diabetes and cancer, and life stages like parenting, retirement, and menopause. Based on your goals and brief in-app screenings, you will receive personalized recommendations to support your health journey. Resources include: 

  • Sleep support to help you unwind  
  • Guided meditations 
  • Breathing exercises 
  • Calming music and soundscapes 
  • Mindfulness videos 
  • Daily self-guided activities  
  • Evidence-based clinical programs  

How Can You Access Calm Health?  

No credit card, payment information, or subscription needed! Calm Health is free to all MSU employees, and their dependents (age 13 +) enrolled in an MSU health plan. Start your Calm Health journey through any of these options: 

  1. Register Using the Direct Link: Register for Calm Health using this link. 
  1. Download the Calm Health App: Search the Calm Health app from the App Store and Google Play and use the access code: “BCBSMI” during the registration process. This code is not case sensitive. 
  1. Through Your Blue Cross Member Account: Login to your Blue Cross member account and click on Find Care. Scroll down to Find Behavioral Health Support and click on the Find Help button. Click on the Live and Work Well link. Scroll down to The Calm Health app and click on the Learn about Calm Health link. 

Building healthy daily habits that support your mental and physical wellbeing doesn’t have to be time consuming or costly, and Calm Health is the perfect first step. Explore Calm Health for yourself, choose tools that fit your lifestyle, and feel more mindful and balanced every day!