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.

Unlock Your Professional Potential with MSU Development Resources  

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Your Professional Growth Starts Here 

At MSU, we are committed to supporting your professional development through a wide range of learning and professional development opportunities. Whether you’re looking to advance your career, build new skills, or stay up to date with industry trends, our office and partners offer a variety of resources to help you succeed. 

New and Featured Course Announcements 

  • MSU Ethics Certificate (On-Demand in ElevateU): The MSU Ethics Institute is proud to announce the availability of a new on-demand learning certificate program, hosted on the ElevateU platform. The MSU Ethics Certificate Program equips Spartans with the knowledge and skills to navigate ethical challenges in our professional roles. Participants will explore core ethical concepts, approaches to ethical reasoning, and how to align personal values with professional conduct.
  • Spartan Experience Relaunch: Coming this spring is a refreshed and redesigned Spartan Experience learning program. The Spartan Experience program is designed to foster a culture of excellence by prioritizing customer satisfaction and maintaining a strong service mindset. Additional details will be published on the HR website and included in our monthly newsletter as they become available. 
  • New Lunch & Learn: Making the Most of Your Professional Development: Join us for a session focused on making the most of professional growth opportunities at MSU. Topics include an overview of Educational and Tuition Assistance, elevateU, and Organization and Professional Development courses. Registration is available in the EBS Portal.  
    • Thursday, April 24, Virtual, Noon to 1:00 p.m. 
    • Tuesday, June 3, Virtual, Noon to 1:00 p.m. 
  • Mandatory Reporting Obligations for RVSM: Provided by the Prevention, Outreach, and Education Department (POE), presenters will review the university’s Mandatory Reporting for Relationship Violence and Sexual Misconduct and Title IX policy, including an overview of prohibited conduct under the RVSM policy.  
    • Thursday, March 27, Virtual, 1:00 to 2:00 p.m. 
    • Monday, April 21, Virtual, 1:00 to 2:00 p.m. 
    • Thursday, May 29, In-person, 1:00 to 2:00 p.m. 
  • Trauma-Informed Leadership: Join the Trauma Services Training Network to learn the definitions of trauma, its signs and symptoms, and the ways that trauma may manifest in the workplace. Review the principles of trauma-informed practices, with an emphasis on approaches for leadership, including practical, trauma-informed strategies for supervisors managing difficult situations. 
    • Thursday, June 12, Virtual, 1:00 to 2:30 p.m. 

Explore Our Professional Development Resources 

ElevateU Recommendations 

How to Access elevateU 

Access elevateU via this direct link or via the EBS Portal using the directions below.  

  1. Log in to the EBS Portal with your MSU NetID and password. 
  2. Click on My Career and Training in the top navigation. 
  3. Click on the elevateU tile to open the application in a new window. 

Mobile App Version: Additionally, elevateU is available on your mobile device with the Percipio App. After you download the app, type elevateU into the field and log in with your MSU NetID and password. 

Additional Learning Resources 

Looking for more ways to grow? Many MSU partner offices provide specialized training and development programs. Check out their offerings here: 

Take charge of your professional growth today! Visit the HR website to explore all available learning opportunities. 

Article written by HR’s Organization and Professional Development Team.

Opening Image by FreePik.

Five people working together at a conference table.

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

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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 GestĂŁo, Vol. 31 No. 4, pp. 397-414. https://doi.org/10.1108/REGE-09-2023-0108

Announcing the 2025 New Leader Development Series and Course Catalog

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As we step into 2025, it’s the perfect time to set your professional development goals—and we’ve got exciting opportunities to help you thrive this year.

The 2025 New Leader Development Series is Here!
Registration for our signature leadership program opens this Thursday, January 9, at Noon, and closes Tuesday, January 14, at 3 PM. If you’re ready to take your leadership skills to the next level, this program is for you.

Acceptance announcements will be made on January 15, and we’ll kick things off together on Tuesday, January 21. Spaces are limited, registration applications will be completed via a link posted on the course web page.

Explore the 2025 Course Catalogue
We’re also excited to share that our 2025 course catalog is now live. While only courses running January through June are currently listed, more offerings will be added throughout the year. Whether you’re looking to sharpen specific skills or explore something entirely new, our courses are designed to support your growth. Check out what’s available now here and remember, the Educational Assistance Program may be available to you.

Notable upcoming January opportunities

Start Planning Your 2025 Journey
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 2025 your most impactful year yet.

Course announcements will continue to be shared monthly via the OPD Newsletter.

We hope to see you in one of our programs soon.

2024 NDEAM poster shows a road leading to round photos of diverse disabled workers in various workplaces. Says “Access to Good Jobs for All, National Disability Employment Awareness Month, #NDEAM and dol.gov/odep."

Celebrating National Disability Employment Awareness Month

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October is National Disability Employment Awareness Month (NDEAM), which raises awareness around disability employment issues and celebrates the many contributions of workers with disabilities. This year’s official theme is “Access to Good Jobs for All.” Every day, people with disabilities can and do add value to America’s workplaces and economy. Each October during NDEAM, we reaffirm our commitment to ensuring all Americans—including Americans with disabilities—can put their skills and talents to work.

We all play an important part in fostering a more inclusive workforce where every person is recognized for their abilities – every day of every month. Although many impacts are not physically visible, it doesn’t mean they do not exist.

MSU is a leader in cultivating a diverse and inclusive environment, and we are constantly striving to improve our efforts to meet the needs of persons with disabilities by being more flexible, understanding, inclusive and supportive of those with different abilities. In observance of NDEAM, we put together this helpful list of resources for awareness of employee disability workplace accommodations.

Resources for Employee Disability Workplace Accommodation Awareness

Discounted Hearing Aids

Did you know you have access to discounts on hearing aids? MSU employees and retirees may qualify for discounted hearing aids through partnerships between some MSU benefit providers and TruHearing®. Additional funding can also be provided by our partner organization Michigan Rehabilitation Services. For more information please contact Aaron Pena, Workplace Accommodations Specialist.

Assistive Technology

Technology can be a great resource for employees to address the impacts of their disability. Some resources are free at MSU without having to complete the registration process (e.g., screen reader software that reads text aloud)! See the full range of resources at the Resource Center for Persons with Disabilities (RCPD) Assistive Technology page.

Mental Health Resources

Through University Health and Wellbeing, MSU offers many services, programs and resources to help faculty, staff and their families thrive. This includes the Employee Assistance Program, providing no-cost confidential counseling services to MSU faculty, staff, retirees, graduate assistants and their families. Services include short-term counseling, couples counseling, emotional wellness, short-term trauma services and stress reduction services. Learn more from University Health and Wellbeing.

If you are interested in requesting disability workplace accommodations at MSU, begin the process by registering with the Resource Center for Persons with Disabilities (RCPD).

All medical records and diagnoses are kept confidential from supervisors and units. Undergraduate and graduate employees can also qualify for workplace accommodations. If you need more information or help going through the process, please contact Workplace Accommodations Specialist, Aaron Pena at penaaaro@hr.msu.edu.

For more information on National Disability Employment Awareness Month please visit the Office of Disability Employment Policy’s website.

Educational Assistance: Fall Reminders

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With this year’s Educational Assistance, or “Ed Assist,” support staff benefit resetting with the start of the fall semester, now’s a perfect time to refresh your Ed Assist knowledge and take advantage of this opportunity for your learning and development. Here are a few important reminders regarding this benefit.

Credit and Non-Credit Options

You may receive financial assistance for credit and non-credit courses, including training, seminars, workshops, conferences, or other educational opportunities. Use this benefit to enhance your professional skill set or help you reach Performance Excellence goals.

For non-credit courses, like professional development courses available through HR, support staff employees may have up to $900 per year to use toward course registration fees depending on their union contract. The course must be considered job-related and from an approved institution/program to receive assistance.

You may receive up to 14 credits per academic year for credit courses. Your level of financial assistance is determined by your union group, whether you’re taking a graduate or undergraduate course, and where you’re taking the course (MSU or another university). The course must be considered job-related, degree-related, or career/professional development-related.

Taxation Information for Graduate-Level, Degree-Related Coursework

When using Educational Assistance funds toward graduate-level, degree-related classes for credit, it’s important to remember and plan for IRS tax exemption rules. The Internal Revenue Code (IRC) provides up to $5,250 in exemption per tax (calendar) year for graduate-level, degree-related courses reimbursed/waived through employer educational assistance programs, like the one at MSU. Any amount of the benefit over $5,250 for degree-related, graduate-level courses is considered taxable income by the IRS.

If you use Ed Assist benefits for graduate-level, degree-related courses for credit over the $5,250 exemption amount, appropriate tax withholding will be made, and the amount will be added to your gross wages. If there is a tax liability, the deductions must be completed within the same calendar year. If this tax situation applies to your Ed Assist usage, you will receive a notification via email in the fall, typically around September. This notification will indicate the amount of Educational Assistance received in the calendar year, the taxable amount, and which paycheck withdrawals will occur to cover the outstanding tax liability.

Note: This tax liability, dictated by the IRS, applies ONLY to any Ed Assist benefit usage over the $5,250 limit when applied to graduate-level, degree-related courses for credit. For example, if you received $6,250 in eligible Ed Assist benefits in a year, you would only be taxed on the $1,000 over the exemption limit and owe a percentage of that $1,000 as your tax liability.

Find detailed information about Educational Assistance – including how to apply – on the HR website. Contact Organization and Professional Development at avphr.hrdmail@msu.edu with questions.

Performance Excellence Strategic Goal Setting: Tips for Supervisors

Published on by Abigail MillerLeave a comment

With everything you juggle as a supervisor, it’s easy to fall into a rut of viewing the performance management of your team as only consisting of completing an annual review form and a once-yearly review of upcoming goals. However, making the time to examine the potential opportunities within the Performance Excellence process can lead to much higher yields both in the short and long term — for you, your team, and the university.

A primary goal of Performance Excellence should be connecting individuals to the organization’s greater purpose and helping develop employees to be better able to achieve the university’s goals. Although perhaps requiring a more significant investment of time upfront, creating a unifying vision for your team and establishing regular, ongoing check-in sessions to align goals will then serve as a touchstone for all performance evaluation and planning sessions.

Here are some tips and best practices to better align the goals and priorities of your team with the strategic objectives of your unit and MSU’s strategic plan.

1. Create a unit vision statement.

If your unit doesn’t already have a shared vision, now is a great time to formalize this and bring your team on board. Consider creating a one-page plan to outline your unit’s initiatives and the alignment of resources (i.e., time, people, funding) to achieve results and align with this vision.

Ask yourself:

  • Why does our unit exist?
  • What do we do that helps the university achieve the overarching strategic priorities?
  • How do we know we are successful?

2. Communicate, communicate, communicate.

As a supervisor, you should be regularly communicating your unit’s vision with your team, both one-on-one and with the team as a whole. Be sure everyone is fully aware of the vision, what it means, and why they should care.

3. Help employees understand how their work impacts the vision.

When we can clearly connect our daily work with a larger picture of the unit’s and the university’s goals and objectives, job satisfaction and productivity almost always improve. Employees should be able to see how their individual contributions are critical to the university’s continued growth and success.

4. Have your employees consider goals and priorities for themselves that align with the unit vision.

Allow your team to feel ownership over their goals to prioritize what’s important to them about their work while understanding that some employees will need more guidance and support with this process than others. Goals should be clear and measurable — think SMART and HARD goals â€” with a clear connection to your unit’s vision statement.

5. Ensure an ongoing feedback loop is maintained.

Aligning the goals and efforts of an individual with the larger team and organization cannot be a “one and done” activity. Regular, ongoing communication via one-on-one check-ins provides brief but powerful opportunities to touch base on objectives, realign priorities and clarify expectations. Strive to provide prompt, actionable feedback to your team, tying everything back to your unit’s vision and making sure each person understands how their work is important to the bigger picture.

Additional resources to support you through this process can be found below, and HR’s Organization and Professional Development department is available at avphr.hrdmail@msu.edu if you would like further information or guidance.

Related Resources

MSU Performance Excellence: Supervisor Tips and Tools (Collection of resources including sample goals for different roles, goal setting tips, and conversation starters for high performance)

Instructor-led OPD Workshops

Performance Management for Hybrid Teams

Strategic Planning

HR SourceLive Blog Posts

Adapting Your Goal-Driven Approach During Times of Change

Common Work-Related Goals with Resources to Help You Achieve Them

Leadership Blog Series: Performance Excellence During Periods of Uncertainty and Transition

What’s Your Plan: Six Steps to Align Your Goals with What’s Important to You

Sources

https://www.rhythmsystems.com/blog/how-the-best-ceos-align-employees-with-company-goals

https://www.hrfuture.net/strategy/staff-planning/five-best-practices-for-aligning-employees-with-corporate-goals/

Reframe Failure to Increase Success

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When was the last time you celebrated failure? We are taught from a young age that failure is bad and something to fear. Because failures may bring negative repercussions, they are often hidden, ignored and downplayed. In reality, failure can be a powerful learning experience and is essential to success. When we embrace the idea of “failing forward”, we develop perseverance, confidence and a new perspective on what it takes to succeed.

Types of Failure

Not all failures are the same, but each has important lessons to teach us.

  • Preventable failure happens in automated processes when a piece of equipment fails, a step is neglected or there is some other kind of malfunction. For this category, it’s important to determine how to best troubleshoot preventable failures. What safeguards are in place regarding people, equipment and environment? Make sure that all precautions have been taken to keep preventable failures from happening in the first place.
  • Complex failure happens when events or situations come together in unexpected ways that cannot be foreseen.

  • Intelligent failure is common in innovative projects and processes, where trial and error are simply part of the experiment.

Organizations and individuals best learn from all types of failures by having procedures in place, along with the willingness and readiness to actively detect, analyze and experiment within the workplace to catch errors quickly, learn from them, and embrace the growth and improvement that can be generated as a result.

Ideas for Action

  • Depending on the type of work you do, one of the three types of failure is probably more common than the others. Consider which is most likely to happen at your workplace and think about how you might handle that type of mistake or failure should it occur.
  • Come up with an example from your life for each type of failure: preventable, complex, and intelligent. Why did they happen, and how were they handled? Were the situations resolved? How did they affect you and others? Take some time to reflect on what you learned from these particular failures.

The Blame Game

If failure is essential to success, why does it feel so terrible when it’s happening? Failure and fault are virtually inseparable in most cultures and organizations. Every child learns at some point that admitting failure means taking the blame, and that pattern may then be reinforced in the workplace. One tremendous benefit of creating and encouraging a culture of psychological safety, in which the rewards of learning from failure can be fully realized, is that greater innovation and individual and organizational growth can occur.

The added challenge when it comes to reframing our ideas of failure is that the experience of failing is more than emotional — it’s also cognitive. We all favor evidence that supports our existing beliefs rather than alternative explanations. We also tend to downplay our responsibility and place undue blame on external or situational factors when we fail, only to do the reverse when assessing the failures of others—a psychological trap known as fundamental attribution error. The courage to confront our own and others’ imperfections with honest reflection and a focus on improvement and learning is crucial.

Ideas for Action

  • List a small number of failures you’ve experienced over recent months. Can you recall how you felt and what thoughts occurred? Make a note of these feelings and thoughts. Can you identify a pattern? Is there a repetitive loop that you repeat every time you fail at something?
  • Take one of the failures from above, which initiated the repetitive loop you have identified. Write an alternative account of what happened.

The Importance of Leaders in Building a Learning Culture

Learning is inherently about failing. Leaders can create and reinforce a culture that counteracts the blame game and makes people feel both comfortable with and responsible for surfacing and learning from failures. They should insist on developing a clear understanding of what happened — not of “who did it” — when things go wrong. This requires consistently reporting failures, small and large, systematically analyzing them and proactively searching for opportunities to experiment. A work culture that recognizes the inevitability of failure in today’s complex organizations and is willing to catch, correct and learn from failure leads to success, employee satisfaction and loyalty. A work culture that wallows in the blame game will not.

It’s imperative for leaders to move beyond the false notion that if people aren’t blamed for failures, they’ll become “lazy” and stop putting in the effort to do their best work. In actuality, a culture that makes it safe to admit and report on failure can coexist with high standards for performance. Not all failures are created equal. Taking the time to analyze the reasons behind why a failure occurred before determining appropriate action will do far more for a team than assuming that assigning blame will lead to improvement in the long run.

One interesting study asked executives to estimate how many of the failures in their organizations were truly blameworthy; their answers were usually in single digits — around 2% to 5%. They were then asked how many failures were treated as blameworthy; they admitted that was closer to 70% to 90%. One unfortunate consequence of this scenario is that many failures go unreported, and their lessons are lost.

Ideas for Action

  • Assess whether your teams offer a sense of psychological safety. Do the members of the team have confidence that the team will not embarrass, reject or punish them for speaking up with ideas? Questions? Concerns? Mistakes? Are each person’s contributions valued? If you answered yes on each measure, that team possesses a strong sense of psychological safety.
  • Leaders and supervisors need to actively create psychological safety because their position of power or status naturally suppresses people’s ability to speak up. This can be done by publicly acknowledging their own fallibility and emphasizing the need for each person’s contributions. They can also respond positively when people do bring things forward. From the results of the preceding exercise, choose a team with a low or mid-level of psychological safety. Develop an action plan for how the team leader or manager can improve the level of psychological safety.

Like everything in life, reframing failure becomes easier with practice. When failures inevitably occur, remind yourself and others that failure is temporary, and failure is good even if, undeniably, it feels really bad when it happens. When something goes wrong, practice saying, “Something good is happening here.” Look for the greater message of the experience and expect it to, eventually, turn out for the good.

Sources

https://www.cnbc.com/2022/05/18/a-psychologist-says-the-most-successful-people-reframe-failure-by-doing-4-things.html

https://elevateu.skillport.com/skillportfe/main.action?path=summary/VIDEOS/125821

https://elevateu.skillport.com/skillportfe/main.action?path=summary/VIDEOS/146739

https://www.forbes.com/sites/williamarruda/2015/05/14/why-failure-is-essential-to-success/?sh=11e953df7923

https://hbr.org/2011/04/strategies-for-learning-from-failure

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Your Mental Health and Well-being Matter

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MSU is committed to creating a mentally healthy workplace by providing benefits, programs, and a workplace culture that promotes employee mental health and well-being. However, according to a 2024 SHRM study, “Employees are not taking full advantage of the benefits already being provided. Nearly 70 percent of U.S. workers said they are unaware or only somewhat aware of the available resources.” We want to make sure you are aware of the resources available to support the well-being and mental health of you and your family. We hope this list empowers you to prioritize and invest in your care and well-being.

Trained Mental Health Professional Benefit Resources: 

  • MSU employees, retirees, and their families have access to the Employee Assistance Program which provides confidential counseling at no cost. To best fit with your work schedule, MSU offers both Zoom and in-person appointments. Individuals must be in the state of Michigan to access services due to licensing regulations.
  • MSU employees and their dependents (age 18+) who are currently enrolled in an MSU health plan have access to Teladoc – an online medical care service that gives you 24/7 access to a healthcare professional via web, phone, or mobile app in minutes. Teladoc’s services extend to behavioral health (anxiety, depression, grief counseling, etc.). 
  • If you are enrolled in an MSU health plan, refer to the Mental Health Care section of the health care plan summary (support staff or faculty/academic staff) for specific details about mental health benefits.
  • MSU Health Promotion and Engagement offers a helpful how-to-find a therapist page that lists common questions to ask yourself and a potential therapist to make sure you find the right fit.

Well-being Tools and Resources:

  • MSU Health Promotion and Engagement shares Self-Paced Tools and Resources to Foster Your Well–being, which includes apps, podcasts, courses, outdoor adventures, self-assessments, support groups, and other resources to help with your emotional well-being.
  • The Spartan Resilience Education Program, through a variety of media and teaching formats, seeks to ensure that resilience education is accessible, inclusive, and ever-present as part of the “Spartan Experience.” They aim to provide opportunities for any spartan, anywhere to develop (or strengthen) the skills needed to effectively respond to their unique collection of challenges.  
    • Learning the basic principles presented in the Breaking Free from Stress course (session dates for 2024 will be released as they are confirmed) will help you have less day-to-day stress and more joy and satisfaction as you increase your capacity to live your life lined up with your deepest wisdom and greatest sense of purpose. Please email prodev@hr.msu.edu to request notification when registration becomes available and include the course title in the email heading. 
    • Mindful STATE is a university-wide, collaborative initiative to further the practice of mindfulness and other contemplative practices among members of the MSU community. Join fellow Spartans Lisa Laughman, Meg Moore, or John Taylor for a brief meditation to help you return to a more mindful state. Meditation videos are available for when you’re feeling overwhelmed, worried about someone, or feeling stressed.
  • The WorkLife Office creates an inclusive, responsive work environment that respects and supports all employees toward wellbeing in their work and personal lives.
    • Join an Employee Resources Group to help foster inclusivity and build community with others who have common lived experiences. The following groups are available: adult caregivers, family, international employees, post-parental leave, and women’s networking association.
    • View this past webinar called Our Epidemic of Loneliness and Isolation, which discusses the US Surgeon General’s report on the pervasive issues of loneliness and isolation. Learn about the impact of these challenges on mental and physical health, along with effective strategies and best practices to address these concerns, enhancing community and connectedness.
  • Health4U focuses on all aspects of health with resources, support groups, and educational courses.
    • The MSU Grief and Loss Support Group meets weekly (virtually) to support individuals grieving the loss of a friend, loved one, co-worker, or family member.
    • The Healing Power of Guided Imagery program takes place at Abrams Planetarium. Guided imagery is a form of directed daydreaming that relaxes the mind and engages the senses in the physical and emotional healing process.
    • The Rest with Music program takes place at Abrams Planetarium. This series of live musical performances aims to help you relax during your busy workday.
  • The Beal Botanical Garden is a favorite place for people from campus and the community to unplug from the chaos of their everyday lives and enjoy the beauty of plants and nature.
    • The Nurture Your Roots program invites you to connect mind, body, and nature with practices to enrich well-being.
    • Explore mindfulness through journaling with their Pocket Journal designed by Beal Scholar Elliot Pancioli. During the warmer season, they offer Yoga in the Garden. These classes are free, but registration is required. Watch the events page for more information. 
    • They also offer our Campus Meditation Map, which highlights places across campus where you can take a moment to center yourself and practice self-care, or just enjoy a beautiful view.

Local Resources: 

  • 24-Hour Crisis Services (Walk-In and Mobile): â€ŻThe City of East Lansing provides walk-in or mobile crisis counseling and mental health assistance around the clock. 
  • Online Mental Health Screening: Ingham County Health Department offers free and anonymous behavioral health screening, linking resources connected to your results. 

If we missed any MSU resources in the above list, please let us know in the comments!

Sources:

Agovino, T. (2024, May 3). Mental health, HR and the Workplace. Welcome to SHRM. https://www.shrm.org/topics-tools/news/all-things-work/mental-health–hr-and-the-workplace  

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Decision Making Myths and Tips

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In both work and life in general, there is often no “right” decision. We’re often 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, someone who makes rash decisions you come to regret, or fall 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 you encounter a new situation, you may find you need more time to weigh potential benefits and risks. Knowing various approaches to decision making 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 rather 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 both facts and intuition.

Satisficing vs. Maximizing Decision Making

A satisficing approach to making decisions involves settling for a “good enough” outcome, even if it’s 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 important to act immediately, and when there’s time to wait and gather more facts before making a choice.

Decision-Making Styles

If you find you’re feeling stuck when faced with the need to make a decision, consider the decision-making styles below. Examine these factors and think about how they relate to your potential decision.

StyleBehaviorWhen to useDo not use when
AuthoritativeYou make a decision and announce it to relevant parties.Time is short.

As decision maker, you have all the knowledge needed.		You need buy-in from others.
Consultative (group or individual)You gather input from individuals or a group, and then decide.As decision maker, you do not have all the knowledge or insight needed.

The issue is important to a group/team.		Others really don’t have a say in the decision (as decision maker, you may have privileged information).
MajorityYou reach a decision along with a group; everyone understands the decision, and the majority of people are willing to implement.It is a relatively trivial matter or low-stakes decision.The decision affects everyone in a meaningful way.
ConsensusYou reach a decision along with a group; everyone understands the decision, and everyone is willing to implement.The decision will impact everyone, and all need to fully buy in.

There is potential value in the team discussing or working together on the decision.		Time is short.
DelegateYou delegate the decision to an individual or a team, with constraints you have set.The delegate has all the necessary skills, or there is a coach or mentor available to assist.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 at this moment; I don’t have time to dedicate to this decision.

Putting off a decision is a decision in and of itself. However, intentionally slowing down a bit to be clear about what you’re solving will speed up your efficacy. Put in the quality time now to avoid having to revisit a decision later that you may come to regret. Our problems 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 this 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 go back 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 actually happening and not simply reflective of learned patterns of behavior 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 and Problem Solving (Courses, Short Videos, Audiobooks, eBooks)

Choosing and Using the Best Solution (25-minute course)

Defining Alternative Solutions to a Problem (24-minute course)

Leading Through Problem Solving and Decision Making (48-minute course)

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.

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 are recognizing and recording 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’re thinking 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 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