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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Leadership Blog Series: Lean Into Leading — Remote Work Edition

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

At the retirement party for one of my former colleagues, they reflected that the main thing they were looking forward to was “never being responsible for another human being again.” And they meant it. As leaders, it’s important to recognize the significant responsibilities of our roles, with impacts on both the organization and the individuals with whom we serve.

It has always been challenging to be a good leader, and this is not going to get easier anytime soon. The incredible shifts in the past two years will continue to play out within our teams, departments and units as we move to understand the full capabilities of remote work (including “hybrid” work) and learn what our stakeholders want from their experiences with us.

Fulfilling the Goals and Objectives of MSU’s Strategic Plan

As you consider MSU’s strategic goals and objectives, leaning into new concepts about work, productivity and satisfaction will require a paradigm shift. Not only are external forces pushing this, but the university is also pulling us toward a new mindset focused on growth, and this means change.

Consider MSU’s strategic goal of faculty and staff success: Creating an environment in which excellence and opportunity thrive will attract and keep talent and create conditions where staff and faculty can do their best work, individually and collaboratively. We will develop the flexible, supportive, inclusive workplace required to respond to the aspirations and needs of every employee.

As employees integrate career goals with efforts to create a meaningful life for themselves and their families, they will expect — and we, as supervisors, will deliver — ongoing opportunities to grow and develop.

Related resource: MSU 2030 Strategic Plan

Remote Work and Flexibility

We are working in the most disruptive workforce changes since WWII, dubbed “The Great Resignation”. Research shows that 90% of employees expect to have flexibility in their work, and 54% are planning to leave their position if they don’t get it.

In the coming weeks, you will hear more about what MSU intends to do about remote work from a policy perspective, but that is only part of the equation. As with every policy, you can either hide behind it, or you can embrace it. I challenge you to embrace the new remote work policy in the spirit of our strategic goals. We are working with, and are, professional adults — and adults know when something does not make sense and know they need to be accountable for their actions. Be creative and innovative as you lean into implementing this new policy in your area and working toward better fulfilling the university’s goals and objectives for staff success.

A word about flexibility: not all jobs are going to be remote-friendly. Approximately one-third of our jobs will not offer remote work capability. However, most jobs can have some flexibility, at least at some point in the year. Think broadly about the organizational culture you want to thrive in — thrive…not simply endure — and do the same for your staff. It may be more challenging, but it also can also lead to greater rewards.

Related resource: Remote Work Guidance for Employees and Supervisors at MSU

Take a Deeper Dive

Consider the following ways that you, as a leader, can help MSU meet our collective strategic goals and objectives through the lens of the updated remote work policy:

  1. Examine the value of an employee’s work and not the “busy work” a person brings to their role. How can you maximize that value?
  2. What is the maximum and minimum flexibility for each position? Each team?
  3. Is the flexibility the same during the full year, or can summer months or breaks be different than the academic year?
  4. Do you really know what your stakeholders want and expect and the services they need?
  5. Can you flex starting times, hours, days?
  6. Have you already decided what is “right” or are you open to new possibilities?
  7. Consider the individual as well as the team dynamics. What can change to provide flexibility for all? Did you ask your team to help devise the strategy?
  8. What are the core times you might expect people to attend meetings (and is the meeting effective and productive, or is it casual and meant to just connect)?  Global working hours help everyone be flexible.
  9. Can you accommodate a “split shift”, with the employee able to have alternate times?
  10. What communication plans will make you more effective? Effective communication isn’t a one-way process, and employees have responsibilities here as well.
  11. What role do expectations have for the team? Individuals?
  12. What collective development and individual development will foster the kind of organizational culture that will help us meet our strategic goal?

Additional resources are available to support you as you navigate integrating MSU’s new remote work policies with your team.

MSU Remote Work Policy – Important documents, resources and FAQs

Remote Work Supervisors’ Discussion Guides

Instructor-Led HR OPD Courses

elevateU Resources

Leading From Anywhere: How to Build High Performing Remote and Hybrid Teams (56-minute recording of live event)

Working Remotely – Curated Resources (Self-paced courses, videos, books)

Sources

Kroop, B., McRae, E.R., January 12, 2022. 11 Trends that will shape work in 2022 and beyond. Harvard Business Review blog post. https://hbr.org/2022/01/11-trends-that-will-shape-work-in-2022-and-beyond

Ascott, E., October 19, 2021. 90% of workers want flexibility. Companies aren’t delivering (This could be a disaster). https://allwork.space/2021/10/90-of-workers-want-flexibility-companies-arent-delivering-this-could-be-a-disaster/

https://www.insidehighered.com/news/2022/01/05/era-flexible-work-higher-education-has-begun

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Are you hiring? Review best practices to be most effective!

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This is a guest post written by Tina Alonzo, CM, CHRS, DEI Administrator for the Office of the Executive Vice President for Administration

As stated within our University Strategic Plan, we commit to expanding opportunity, advancing equity, and elevating excellence. As outlined within the diversity, equity, and inclusion (DEI) strategic theme, we are engaging in efforts that recruit, retain and expand career development for staff from diverse backgrounds. One effort that serves as one component of the connected series of tactics is mitigating bias in hiring. Bias is a human condition, not a character flaw and can influence our ability to make equitable decisions without adequate self-awareness. According to the Cognitive Bias Codex, we have 188 systematic patterns of cognitive deviation and the brain can process 11,000,000 pieces of information on an unconscious level, so it’s imperative for us to prioritize equity and diversity in the hiring process. Here are a few best practices to be most effective:

  • Building a diverse selection committee is one way to minimize bias in the search process.
    • Identify qualified applicants based on pre-determined criteria required for the position when screening.
    • Avoid discriminatory bias, prejudice or stereotyping in evaluation criteria and communications.
    • Redacted screening is one tool to reduce initial subjectivity by removing preconceived notions associated with identifying information that may trigger biases or unfair assessments.
    • The applicant/candidate experience matters; remember they are evaluating MSU as an employer of choice during every step of the hiring process.
  • Ensure adequate diverse representation in the applicant and candidate pools.
    • The goal is to broaden the applicant pool, not lower standards.
    • Cast a broader net and expand your reach.
  • False narratives can be formed before a position is ever posted, influencing the overall equity of the hiring process.
    • Use inclusive and balanced language in the position posting; always display how to request accommodations.
    • Be able to adequately explain decisions to retain or reject candidates, linking to job requirements and qualifications.
    • Embrace differing communication styles.

Would you like to learn more and access additional best practices and tips? The Executive Vice President for Administration’s Office of Diversity, Equity, and Inclusion recently launched the Mitigating Bias in Hiring eLearning to aid efforts in prioritizing equity and diversity in hiring.

Time Management Blog Series: Pomodoro Technique

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Updated March 2023

Are you juggling multiple, competing priorities? Do you feel like you’re busy all the time but are still not getting things done? If so, you’re certainly not alone. Time management is an area where most of us could use additional practice and skills.

Over a series of posts, we’ll highlight various time management techniques to give you different tools to utilize depending on your needs, preferences and work style. The reality is that the best time management technique is the one you’ll actually use and stick with, so give different approaches a try and see what works best for you.

We’ll focus here on leveling up your time management skills with the Pomodoro Technique.

Pomodoro Technique: What It Is

As bizarre as it may seem to think of time management in units of tomatoes (Pomodoro is Italian for tomato), millions of people swear by the Pomodoro Technique. This popular time management method has you alternate pomodoros — focused, 25-minute work sessions — with frequent, short breaks to promote sustained concentration and reduce fatigue and burnout.

Developed in the late 1980s by overwhelmed Italian university student Francesco Cirillo, Cirillo asked himself to commit to just 10 minutes of focused study time. Encouraged by the challenge, he found a tomato/pomodoro shaped kitchen timer, and the Pomodoro technique was born.

How It Works

1 pomodoro = 25-minute focused work session + 5-minute break

  1. Pick one project or task you want to focus on.
  2. Set a timer for 25 minutes and focus on that single task until the timer goes off.
  3. Mark off one pomodoro and record what you completed. Use whatever medium you prefer — perhaps an Excel spreadsheet, a physical notebook or an online project management tool.
  4. Take a five-minute break.
  5. Go back to Step 1 and repeat the process until you’ve completed 4 pomodoros.
  6. Then, take a longer, more restorative break in the 15–30-minute range.

Who Will It Benefit?

While the Pomodoro Technique can work well for just about anyone, it may be an especially good fit if you meet any of these criteria:

  • Distractions often derail your workday.
  • You tend to work past the point of optimal productivity.
  • You are faced with open-ended work that could take unlimited amounts of time.
  • You enjoy gamified goal setting.
  • You frequently overestimate how much you can get done in a day.

Additional Considerations

The core of the Pomodoro Technique focuses on the alternating “sprints” of productive time and rest periods. Applying the following three rules will help you get the most out of each interval.

  1. Break down complex projects. If you’ll need more than four pomodoros to complete a project, the project needs to be divided into smaller, actionable steps. This will help ensure you make clear progress on your projects.
  2. Group small tasks. Tasks that will take less than one Pomodoro should be combined with other quick tasks within one session.
  3. Do not break up a pomodoro once it begins. Once your pomodoro timer starts, be mindful to not check incoming emails, team chats or text messages. Simply note any ideas, tasks or requests that may come up as something to come back to later. Focus solely on the task set aside for the pomodoro.

What if You’re Interrupted?

Some disruptions just can’t be avoided. If this occurs during your pomodoro, address the urgent matter at hand, then take your five-minute break and start again. Cirillo recommends tracking interruptions as they occur and reflecting on how to avoid them in your next session.

What if Your Task Doesn’t Require a Full Pomodoro?

Planning ahead with Step 2 above — grouping small tasks — will help avoid this, but sometimes you’ll finish your given task before your timer goes off. Use the duration of your pomodoro for related learning, skill improvement or increasing your knowledge around the topic.

Tip

You don’t always need to complete four Pomodoro sessions back to back. Even just one or two Pomodoro sessions a day can set the tone to help you feel more focused and productive.

Below are additional resources that may help you establish a time management approach that works for you. Keep an eye out for additional posts in the Time Management Blog Series that dive into the Eisenhower Matrix, Eat the Frog(!) and more. Do you have other time management tips? Share in the comments section — your ideas may be just the thing another person needs to succeed with time management.

Sources

Collins, Bryan (2020, March 3). The Pomodoro Technique Explained. Retrieved March 20, 2022 from https://www.forbes.com/sites/bryancollinseurope/2020/03/03/the-pomodoro-technique/?sh=41f602ca3985

Scroggs, Laura. The Pomodoro Technique. Retrieved March 18, 2022 from https://todoist.com/productivity-methods/pomodoro-technique.

Photo of person sitting in front of laptop, smiling, looking off to the side while holding a coffee mug. A graphic is layered on top of the photo on the left side, featuring the MSU Performance Excellence recycle. The center is a circle with the Spartan helmet and the words PERFORMANCE EXCELLENCE. In a larger circle surrounding the inner circle, there are three sections: 1) Performance Planning: Goal setting and development planning with graphic of cogs, 2) Continuous Feedback, Coaching and Development with a graphic of two speech bubbles, indicating conversation, and 3) Annual Review with a graphic of a clipboard with an upward arrow on it.

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.

All of us working during the pandemic have experienced disruption in our duties and routines and have been required to redefine our roles, goals and accomplishments. The disruptions have occurred in many forms: unplanned shifts in personal and family needs and routines, workforce changes and university realignments, a radically updated and still unpredictable professional and social landscape. Your resilience, adaptability and growth during these times, and always, is remarkable and worthy of recognition.

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 out 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 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. In current times, that may be a COVID Impact Statement that outlines how your work has been disrupted during the past year, along with an overview of how you’ve adapted and what you’ve accomplished despite these challenges. 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

Performance Excellence Resources for Employees

PE Tips and Tools for Employees

Navigating Difficult Conversations in Performance Excellence for Employees (30-minute elevateU virtual course)

Adapting Your Goal-Driven Approach During Times of Change (blog post)

Common Work-Related Goals with Resources to Help You Achieve Them (blog post)

Saving Time by Setting Goals (24-minute elevateU virtual course)

Gaining a Positive Perspective on Feedback (30-minute elevateU virtual course)

OPD Courses for Employees

Photograph of a person sitting in front of a laptop. Over the photo, a graphic reads "Sign Up Today! Identify and Maximize Your Strengths virtual course". Additional graphics next to the text show images of graphic elements from the CliftonStrengths assessment used for this course.

OPD Course Spotlight — Identify & Maximize Your Strengths

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“What will happen when we think about what is right with people rather than fixating on what is wrong with them?” â€• Donald O. Clifton

How do you build better relationships at work? Find the right role to fit your talents? Have powerful, constructive conversations? Living your best life begins when you tap into your unique talents. Learn to Identify & Maximize Your Strengths in an upcoming workshop with HR Organization and Professional Development.

Identify & Maximize Your Strengths is currently open for registration in the EBS Portal for Wednesday, September 21, or Tuesday, December 13, 2022, from 1:00 to 5:00 p.m.

Before this workshop, you will complete Gallup’s CliftonStrengths online assessment to determine your natural patterns of thinking, feeling and behaving. Then, attend the 4-hour Zoom session to receive your customized assessment results and participate in a series of structured discussions and reflection exercises to develop a deeper understanding of yourself and increased appreciation for others.

“Identify and Maximize Your Strengths is an introduction to the CliftonStrengths framework in which participants will take the assessment and review their results to explore what they naturally do best, identify the impacts of those talents on their work and relationships, and determine how to further develop these areas to be most successful,” explains course co-facilitator, David Robinson, Learning and Development Professional for MSU Infrastructure Planning and Facilities.

Lean Into Your Strengths

Often, when we think about learning and development, we’re working on our “weaknesses” — areas that could use improvement. One unique aspect of this workshop is its focus on your existing strengths. Discovering your strengths is just the beginning. Applying and investing in them sparks real change and growth.

Danielle Hook, course co-facilitator and Learning and Development Manager for MSU HR Organization and Professional Development, shares, “Identify and Maximize Your Strengths guides participants from the initial understanding of their results through the identification and implementation of strengths-based actions. It is through these actionable steps that we see the deeply meaningful impact of a strengths-based approach to the development of individuals and teams. Using the CliftonStrengths framework, we celebrate the unique talents and contributions of individuals as well as the diversity within our teams.”

Check out a preview of what you can expect from the CliftonStrengths assessment and Identify & Maximize Your Strengths:

Ready to Sign Up?

Register for an upcoming Identify & Maximize Your Strengths session in the EBS Portal by selecting the Courses for Employees at MSU tile under My Career and Training. Contact OPD at prodev@hr.msu.edu with questions about this workshop or inquiries regarding hosting this program for a group.

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Developing a Continuous Learning Mindset

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As the climate of rapid change and the nature of our work continues to evolve, our professional goals and expectations are becoming more dynamic and less predictable. Learning new technology and systems is often part of these changes. Although there are many factors over which we have little to no control, we can gain both confidence and competence by taking ownership of our professional development, whether it be related to technology or anything else new and unfamiliar. Choosing to adopt and strengthen a growth mindset is a key factor in understanding and adapting to new technology and can help you expand your existing personal capabilities.

The Growth Mindset

If you happen to be a caregiver for school-age children or have experience in education, you’re likely familiar with the emphasis on a growth mindset for students. The reality is that encouraging a growth, or continuous learning, mindset is just as important for adults. To develop a continuous learning mindset, it’s important to first recognize its characteristics:

  • Skills and intelligence are grown and developed
  • Concern is focused on learning and growing
  • Effort is necessary to learning
  • Mistakes are learning opportunities
  • Challenges are obstacles to be overcome

The Benefits of a Growth Mindset

Research has shown that adopting and utilizing a growth mindset at work leads to higher levels of satisfaction and engagement. When you invest in your own learning, growth and development, you typically become more involved in your work and demonstrate a greater interest in and capacity for innovation and collaboration. This can lead to being viewed favorably by supervisors and leaders and can increase your likelihood of new and expanded career opportunities and advancement.

Those who embrace lifelong learning and bring a growth mindset to their careers are more likely to take on new challenges and are typically better able to cope with disruption and adapt to change — key skills in today’s workplace. These attributes will serve you well, enhancing your career development both now and throughout your learning journey. 

Develop a Growth Mindset at Work

Understanding the components of a mindset dedicated to continuous learning is one thing but taking action and applying this knowledge to your job is critical. This requires steps including:

  • Recognizing and monitoring your own mindset
  • Sharing your mindset
  • Providing feedback for others’ growth
  • Striving for continuous team improvement

Ways to Take Action

One common obstacle to developing a growth mindset and embracing both new technologies and continuous professional development is the feeling of not knowing how — or where — to start. Below are ideas and resources to further your understanding of the growth mindset along with ways you can help ensure your success.

TIPS

  1. Just anticipating that you’ll enjoy the learning is important. Bring a positive and open mind to any new project and treat everything as a potential learning and development opportunity.
  2. Find the right resources for your learning process. Whether you learn best on the job, through instructor-led classes, or via self-directed learning, discovering and utilizing the resources that work best for you is key.
  3. Don’t hesitate to ask for help. Overwhelmed by options or feeling discouraged? Reaching out to trusted members of your team and your supervisor can provide support and new insights into ways you can increase your knowledge and continue your professional development.
  4. Share your learning with others. When you share what you’ve learned, it hones your skills in a greater way. This can happen in many different forms, from writing a how-to guide for your team to simply sharing new knowledge in a department meeting.

Recommended Resources

Live, Virtual Courses

MSU IT Training Courses

Process Mapping Series

Ready, Set, Change!

Identify and Maximize Your Strengths

elevateU Learning

Becoming a Continuous Learner (13-minute course)

Developing a Growth Mindset (24-minute course)

Microsoft Office 365 Learning Resources

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Adjust Your Work Approach for Success During Challenging Times

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Written by Danielle Hook, Learning and Development Manager for HR Organization and Professional Development

This past month has many of us experiencing the feeling of “…this again?” Frequent and unexpected changes to priorities, workspaces and expectations can make productivity and focus feel impossible. Perhaps you find yourself working from home with small children (again), adjusting to staffing changes within your team or experiencing feelings of burnout or languishing.

In addition to requiring greater patience and flexibility, we’re finding ourselves called upon to take an alternative approach to how we normally complete our work. Whether you feel like you’re stuck in a pandemic time loop, where each day blends into the next, or you’re struggling to manage your time and projects while in a state of uncertainty, there are a few simple steps that can help guide your work approach during this time.

Have a Plan

If there is a chance you could find yourself pivoting quickly to accommodate a change in your work plan — your child’s daycare closing, a new colleague, uncertainty about whether you’ll be working in-office or remotely — a loose plan can make the transition a little smoother. The reality is that no amount of planning can fully alleviate the physical, mental and emotional drain many of us feel when faced with this much uncertainty. However, with a bit of intention, a sudden change in circumstances can become an opportunity instead of an obstacle. Having a structure in place that allows for adaptability and accounts for your specific circumstances can provide you a clearer path should things change unexpectedly.

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

Align Expectations With Attainable Goals

Consider how you would define success during this period of time. Identify what might indicate success and align your expectations accordingly. Set truly attainable goals, both personally and professionally. Think about the types of activities or tasks you could reasonably make progress on under the circumstances in which you’re working. Of those things, is there something you can work on that might even bring joy or satisfaction?

Read related article: Adapting Your Goal-Driven Approach During Times of Change

Choose Work That Fits Your Circumstances

This requires some insight into your strengths and work style. Consider the nature of the various tasks on your to-do list. Where possible, prioritize those which hold the highest likelihood of success within your current context. Your supervisor may be able to help with reprioritization and appreciate being informed of your plans. Here are some examples of this differentiation.

  • Some individuals will find the most success with independent work that allows them to engage in spurts and intervals. This work can easily be left and returned to without consequence.
    Examples: drafting documents, working with data and metrics, developing strategy, processing forms.
  • Others may find success using this time for engagement. Making calls and participating in discussions can be a great use of time for someone with busy hands who can’t be in front of a computer.
    Examples: an informal project check-in, idea generation discussions, one-on-ones with your team.
  • Is there a way you can use this time to catch up on things not often prioritized but still important?
    Examples: Cleaning up an inbox, managing or reorganizing documents, getting caught up in Teams.
  • Alternatively, sometimes there are things that can be set up now that benefit your future self.
    Examples: Did you know you can use the Quick Parts feature in Outlook to store templates for email content you use repeatedly? Or, that with Microsoft Planner, you can set up multiple tasks lists, assign them to yourself and others, assign due dates and more? Consider drafting and scheduling email communications that need to be distributed at a future date.
  • Professional development is another option to expand your skillset and engage in learning around the topics that mean the most to you.
    Examples: Virtual courses through HR Organization and Professional Development, Health4U, and IT Training, self-paced elevateU learning programs, professional podcasts, audiobooks, and live webinars.

Additional Resources

It is worth recognizing that each individual situation is unique, and solutions are never one size fits all. Some resources to help guide you through this period are included below, and know there are many additional services available to you as an MSU employee if you’d like further assistance, including Organization and Professional Development, the WorkLife Office, the Employee Assistance Program (EAP), and Health4U.

Adapting to Change

Rapid Change: Making Your Way Through (blog post)

Strategies to Thrive Through Change (2-minute video)

Determining Your Work Style and Strengths

Everything DiSC: Behavior Styles at Work (3.5-hour Zoom course)

Identify and Maximize Your Strengths (4-hour Zoom course)

Mental Health

Mental Health Matters: Resources from MSU (blog post)

Recognizing and Managing Stress During Times of Change (blog post)

Motivation and Focus

Are You Procrastinating? Increase Motivation and Take Action with These Simple Steps (blog post)

The Art of Staying Focused (on-demand, 30-minute virtual course)

Working from Home with Children

Best Practices for Working at Home with Children

Things to Do to Keep Kids Active, Engaged and Learning While Home

Photo of people sitting around a table looking over a work plan, with elements including illustrations of a lightbulb and gears and words such as Design and Research.

Leadership Blog Series: Bring Meaning and Joy to the Employee Experience Through Job Crafting

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

Leaders who understand their role in bringing out the best in their employees make a significant impact on the employee experience, with a positive employee experience now requiring increased effort to recruit, retain and engage. Employees have become less accepting of doing things that may not make sense to them (what is the purpose?), and they will leave organizations to find a better fit.

Job crafting is a practical way to influence the engagement of employees to respond to organizational change more positively, be happier and have greater meaning in all the roles they perform. In turn, the positive experience can enhance the level of innovation, care, service, and productivity for clients, students, and customers.

Think about the explosion in the “craft” economy: beer, distilled spirits, bespoke “fill-in-the-blank.” That tailored experience makes us feel good and allows us to feel greater control and empowerment over some aspects of our lives— especially important when we live in a world that is anything but predictable.

What is job crafting?

The concept of job crafting isn’t all that different from other aspects of the craft economy. Job crafting is an aspect of empowerment that helps employees tailor their work to what brings them joy, adds to their experience and enhances the organization. According to research conducted over the past twenty years, job crafting — in the forms of task, relationship, and cognitive crafting — may be a critical element of engagement and job satisfaction, particularly in today’s workplace.

Task crafting â€“ Changing up responsibilities. Improving the steps, timing, or sequencing of the tasks that make up your job to improve it in some way.

Example: Palmer, a customer service specialist, thought there could be an easier way to get the necessary information from customers. They set up a simple power form to capture key information in a consistent manner. Now there is a simple tracking system with all the key information leading to better resolution with improved response time, enhancing both the employee and customer experience.

Relationship crafting â€“ Changing up interactions. Building relationships around aspects that are important to you with people you would not normally work with.

Example: Jody, a project lead, sought out other employees who were interested in mentoring new employees. She was engaged with the idea and participated in the task force which helped her connect with others from across the organization.

Cognitive crafting â€“ Changing your mindset. Reframing the work to see how the value of the work contributes positively to the organization, the people, or greater society.

Example: Parker, a custodian, understood that his job involved a lot of repetition and was not glamorous. However, if he did not do his job, students could become ill or injured, might feel down about the environment at school or believe they were unimportant to the leaders at their school. By maintaining a safe and pleasant environment, he adjusts his thinking to focus on his incredible influence on the health and well-being of the students — contributing toward their success and helping them to graduate.

The leader’s role in job crafting

As a leader, you can initiate and facilitate the job crafting concept, asking employees for their thoughts and ideas. Design jobs (and job descriptions) that leave room for crafting. Demonstrate an openness to feedback and new ideas. Often, we overlook the true nature of our work and the meaning and joy we can derive from it. A little encouragement from you — and modeling the way — may just make the difference.

Leaders are in a unique position to not only foster beneficial job crafting in their employees but to practice crafting in their own roles to potentially impact numerous employees. Making small changes to your own job can have larger impacts on your organization as well.

Find additional resources to get you started below and reach out to HR’s Organization and Professional Development department at prodev@hr.msu.edu if you’d like further ideas. After you’ve had a chance to introduce job crafting to your own position and team, I’d love to hear your feedback. Contact me directly at margrave@hr.msu.edu to let me know how job crafting is working for you.

Recommended Resources

Note: all names used above are pseudonyms.

Sources

Carucci, R., Shappell, J. (2020). How to job craft as a team. https://hbr.org/2020/03/how-to-job-craft-as-a-team?ab=at_art_art_1x1

Dutton, J.E., Wrzesniewski, A., (2020). What job crafting looks like. Harvard Business Review. March 12, 2020. https://hbr.org/2020/03/what-job-crafting-looks-like

Wrzesniewski, A., LoBuglio, N., Dutton, J., and Berg, J.M., (2013). Job crafting and cultivating positive meaning and identity in work. Advances in Positive Organizational Psychology, Volume 1, 281–302.

Register for an Upcoming Virtual Professional Development Course!

Published on by Megan MacGregorLeave a comment

Whether you’ve jumped into the new year with a list of goals to work on or need a little inspiration, HR Organization and Professional Development (OPD) has a variety of online, live courses to help you. Find a list of upcoming courses sorted by topic below.

Additionally, OPD wants to know your training preferences for the upcoming year. Complete this short questionnaire to help us ensure we’re best meeting your learning and development needs.

Business Analysis

Promapp, Interactive Process Creation – February 2 
Learners will continue their process improvement journey and build upon the knowledge and skills learned in Introduction to Process Mapping. 

Communication

Conflict Management and Non-Escalation: Train the Trainer – Starts January 19 
The goal of this course is to prepare participants to be able to provide instruction on the Vistelar proven methods to help others address the challenges of dealing with conflict and crisis. 

Crucial Conversations – Starts February 8 
Learn how to hold crucial conversations – where emotions and stakes are high and opinions vary. 

Finance and Accounting

Vendors in KFS – February 22 
This class will cover the various types of vendors in KFS and when to use them, how to add and edit a vendor, including documentation required, and tips on searching for a vendor.  

Human Resources

Certified Human Resources Specialist – Starts February 1 
In this five-class series, you will acquire an extensive set of reference materials and resources while building your professional HR network. 

Mitigating Bias in Hiring – February 10 
Learn about best practices and procedures for reducing potential bias in the screening and interview process and obtain tools for increasing understanding and self-awareness. 

Leadership

Engaging Teams for Maximum Performance – January 25 
Learn methods of building trust, setting goals and providing feedback to help enhance employee engagement and working relationships. 

New Leader Development Series – Starts January 18 
Apply now  to join the next cohort of the new, nine-session NLDS. Kicking off January 18, this program equips new leaders with a toolkit of crucial knowledge and resources. 

Strategic Planning – February 17 
Participants will gain a foundational base for implementing strategic planning in a unit.

Management

Building Cohesive Teams – January 26 
Learn methods for building collaboration within a team and skills for influencing team performance. 

Operations

Records Management and Retention at MSU – February 23 
Learn the rules, regulations, and strategies to help manage university records. 

Professional Development

Creating and Sustaining a Positive Workplace – February 15 
This course provides humorous insight into the seven habits of negativity, including tips to stop gossip, techniques for getting along with others, and strategies to reap the many benefits of a positive and engaged workforce. 

Everything DiSC®: Behavior Styles at Work – January 27 
Learn how to build more effective working relationships based on an understanding of different behavioral styles. 

The Power of Habit – February 16  
Learn how habits are created and how to replace undesirable habits with productive ones. 

Ready, Set, Change! – January 26 
This interactive and engaging course is appropriate for anyone responsible for implementing and guiding change in their organizations, such as leaders, project managers and their team members, HR professionals and more. 

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

woman sitting at a desk and writing in a notebook.

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

Published on by Megan MacGregorLeave a comment

As we say goodbye to another year filled with unexpected challenges, now is a great time to take stock of how you’re feeling at work and pinpoint areas you’d like to improve on or change. If you don’t know where to focus your time, start by reading What’s Your Plan: Six Steps to Align Your Goals with What’s Important to You. You’ll learn how creating a personal strategic plan can provide a “vision and structure for your professional life and an anchor for you to connect with during periods of change.”

Sometimes, we set goals that may sound good on paper but aren’t super meaningful on a personal level, which sets us up for failure or significant stress as we try to achieve them. Take some time to clarify what you value most – such as life/work integration, better time management, or meaningful work – so you can focus your time strategically and succeed.

Common Work-Related Goals:

Review the common work-related goals below to see if any resonate with you and use the articles and learning opportunities provided to help you reach them.

What would you like to work on this year? I’d like to…

As you think about what you want to work on in the coming year and beyond, consider tying them to your Performance Excellence goals (for support staff). For more information about how to set yourself up for success as you identify goals, check out this When SMART Meets HARD: Setting Goals that Matter article.