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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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

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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 

International Women’s Day: Inspire Inclusion

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Women’s History Month observances honor the contributions and impact of women and highlight the pivotal roles women have played in our community. MSU Human Resources celebrates International Women’s Day on March 8! This year’s theme for International Women’s Day is “Inspire Inclusion.”  To inspire inclusion means to celebrate diversity and empowerment on International Women’s Day 2024 and beyond, in all aspects of society.

MSU HR is led by a team of dynamic leaders who happen to be all women. Their experience and dedication drive HR’s mission to provide strategic human resources expertise, counsel, and service to the MSU community.

We asked our HR directors, “How can we inspire inclusion, or create more inclusivity, especially for women, working here at MSU?” Here is what they had to say:

“I stand proudly on the shoulders of incredible women who came before me, recognizing their struggles and triumphs while reflecting on my own journey; especially as a woman of color. International Women’s Day is not only a celebration of our achievements but also a call to action for continued progress. Let us amplify the voices of all women and work together to create an environment where every woman can thrive without limitations. We can inspire inclusion through representation, mentorship, sponsorship, courage, and resolve. I believe in fostering an environment where every individual feels valued, respected, and empowered to bring their whole selves to work. Together, we can cultivate a sense of belonging for all.” –Christina Brogdon, PHR, Vice President and Chief Human Resources Officer

“Inclusivity starts by listening. Therefore, we must establish channels of open dialogue to listen and hear women at MSU so they may share their experiences and suggestions without fear of reprisals, to understand barriers that impede inclusion, as well as work collaboratively to dismantle them.” –Sherri Reese, Ph.D., Director of Talent

“While institutional efforts to advance inclusion are critical, we must ask ourselves what we are doing daily to foster inclusivity. As a female leader, am I actively seeking out and embracing diverse perspectives? Am I fostering mentorship and learning opportunities, especially for women? Am I seeking out opportunities to grow and learn? By critically examining what we are individually doing to foster a culture of respect and value, we collectively can work to create a more inclusive environment.” –Donna Donovan, J.D., Director of HR Administrative Services and Chief of Staff

“Establishing an environment of inclusion requires the creation of safe places for dissenting opinions and respectful debate. Many voices contributing will almost always aid in better decision making and a sense of inclusion and empowerment.” –Amy Holda, MLRHR, Interim Director of Employee Relations

“In higher education, where women often outnumber men but remain underrepresented in senior leadership, the phrase ’empowered women empower women’ resonates deeply with me. It encourages collaboration, mentorship, and sponsorship among women. By recognizing and amplifying our strengths, women in academia can challenge systemic barriers and prepare themselves for leadership positions. Embracing this mantra fosters a culture of support and inclusivity, breaking down barriers and paving the way for gender equality in the workplace. It reminds us that by lifting others up, we all rise, creating a more diverse and empowered leadership landscape.” –Sharri Margraves, EdD, SCP-SHRM, Director of Organization and Professional Development

“One of the best compliments I ever received as a leader is that I am authentic. I can’t think of a better way to inspire inclusion than with authenticity. Transparency in communications, awareness of others and their needs, along with a willingness to listen is key in creating an inclusive environment.” –Mary Lou Morey, Director of Benefits

“The power of women leaders investing our own time, energy and experience into mentoring other women from all backgrounds cannot be overstated. I am incredibly grateful to several amazing women who have generously shared their leadership journeys with me, their mentorship having served me well throughout my career. I pay their gifts forward by investing and supporting other women on their leadership journeys. Mentorship is one of the most powerful opportunities all women leaders have to promote the inclusion of more women into leadership, where they will encounter opportunities to keep paying it forward to others.” â€“Alice Smith, MPA, SHRM-SCP, Director of Solutions Center

When we inspire others to understand and value women’s inclusion, we forge a better world. When women themselves are inspired to be included, there’s a sense of belonging, relevance and empowerment. Happy International Women’s Day!

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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 and 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 Advancement: Continuous learning helps us open doors to career advancement opportunities. MSU 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. Educational Assistance is available for non-credit opportunities such as conferences, seminars, and credit opportunities for those interested.
  • 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 own path using educational assistance or elevateU, the free on-demand source for technical and essential skill development and certification prep.
  • Increased Engagement: 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.
  • 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

MSU exemplifies its commitment to the educational journey of support staff through robust educational assistance programs designed to remove financial barriers to learning. Please review your employee contract for specific details.

  • Tuition Assistance Programs:
    • The Tuition Assistance Program at MSU is a testament to the university’s commitment to making education accessible. Staff can pursue undergraduate or graduate degrees with financial support, aligning their educational aspirations with their career goals. Attending MSU credit-granting programs means you will receive a waiver upfront on the cost of tuition.
    • Tuition for non-MSU degree programs provides reimbursement according to your contract.
  • Non-Credit Assistance:
    • Each employee group 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 toward credit classes.

How to access:

Log into the EBS Portal, select My Career and Training from the top navigation, and then select the tile for Courses for Employees at MSU (HR or IT Services classes), elevateU, or Educational Assistance System.

  • Programs run on an academic calendar in general, adjusting for variances in start/stop dates.
  • Beginning January 2024, APA and APSA employees are eligible for these benefits at the time of hire.

For more information: 

MSU’s unwavering commitment to continuous learning and educational assistance for staff reflects a dedication to fostering a community of excellence. By investing in the growth and development of its employees, MSU not only enriches individual lives but also ensures the continued success and vibrancy of the entire university. Through continuous learning and educational assistance, MSU empowers its staff to excel in their roles, contribute meaningfully to the institution, and embark on a journey of lifelong learning.

Sources:

Photo by David Tett via Centre for Ageing Better

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New Year, New Professional Development Courses

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The Organization and Professional Development (OPD) department in MSU Human Resources has spots open in the following courses to support your learning and development in January, February and March:

EBS Financial Systems: Roles and Onboarding | January 25 | Virtual

Are you new to MSU and/or to a financial role? This session intends to answer the question: Where do I start? You have a vast toolbox available to you.

Taming the Email Beast | February 8 | Virtual

Professionals spend much of their work (and personal) time buried under a stream of email, spinning wheels and feeling highly unsatisfied. If you would like to get control of your email “beast,” attend this program featuring specific tips for Outlook and Gmail users, but applicable to ANY email user.

KFS Transactional Edocs: Types and Purposes | February 15 | Virtual

This class will provide detailed information about processing various types of Edocs in KFS, including those listed below, and information about action item buttons, document status, workflow routing and search functionality.

Crucial Conversations for Mastering Dialogue | Starts March 13| In-Person

High-performing individuals and organizations know how to hold crucial conversations — where emotions are strong, opinions vary, and the stakes are high. In this two-day course, learn powerful skills to help you speak up quickly, directly and effectively when it matters most, including moments of disagreement, risk or change.     

Cultural Competency | March 18 | In-Person

One of MSU’s guiding principles is to lead inclusively, actively, and intentionally to promote full participation and a sense of safety and belonging for all employees and staff. Join us in building cultural awareness and inclusiveness skills that strengthen cultural competence.

All the current Organization and Professional Development courses are on the HR website. Class enrollment is completed within the EBS Portal. Employees may use available educational assistance funds towards course fees (if any).

Employee Discounts to Support Your 2024 Resolutions

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Another new year means new resolutions, and MSU Benefits Plus wants to make those goals and tasks more achievable than ever. Below, you can learn more about these exclusive health, wellness, and other helpful discounts for MSU employees and start your journey to a happy new year today!

To access these discounts and more, login to MSU Benefits Plus today. If you haven’t used MSU Benefits Plus previously, register using your employee email address and set up an account. 

Health & Wellness

  • Noom â€“ Save 30% on a 12-month program. Use code: EBG.
  • Mindfulness.com â€“ Save 50% on a year of Mindfulness. Use code: STRESSFREE.
  • Bowflex â€“ Save up to $300 off the C6 Bike and other great discounts. Use code: EXCLUSIVE.

Travel

Education

  • Spartan Bookstore â€“ Save 10% on new and used books, clothing and more.
  • Rosetta Stone â€“ Get a lifetime subscription with unlimited languages for $149 with no renewal fee (normally $299).

Tech

  • Apple â€“ Get preferred pricing on iPhones, iMacs and more.
  • Dell â€“ Get the best pricing available on all Dell PCs, electronics and accessories.

The HR website also offers other deals you can find on-campus through the MSU Tech Store, MSU Bakers, and the Kellogg Hotel & Conference Center, among others. You can check out some of those deals through the MSU HR Website. For more information on discounts from MSU Benefits Plus, visit the MSU Benefits Plus website. If you have any questions about the discounts, please contact MSU Benefits Plus via email at msubenefitsplus@corestream.com or by phone at 888-758-7575.

Relaunch: New Leader Development Series

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

What’s in Store?

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

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

How to Get Involved:

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

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

We look forward to seeing you there!

Additional Upcoming Learning Opportunities

Recalibrating Employee Recognition in Higher Education

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

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

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

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

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

A Review of Recognition Programs

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

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

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

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

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

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

Designing a Successful Recognition Program: Key Considerations

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

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

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

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

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

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

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

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

Audit Your Programs

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

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

Leadership Series: Leaning Into Change

Published on by MSU Human ResourcesLeave a comment

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

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

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

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

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

Imagine empowering and unleashing the potential of your entire team by inviting them to work on what really matters in a way that is supported by trusting those who know the most about the issues and can make direct contributions that have a positive impact.

Do you expect continuous improvement in your daily work?

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

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

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

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

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

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

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

Sources

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

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

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