HR Wishes Everyone a Safe Academic Year

Dear fellow Spartan colleagues,

Normally at this time of year, we welcome many of our faculty members back to campus and wish everyone a successful academic year. The landscape of this year’s fall semester looks much different, as we find ourselves still in the midst of the coronavirus pandemic. 

For many of you, there will not be a return to campus this semester as you continue to work and teach remotely. Others of you have continued working in-person on campus or are preparing to return to a much different environment than the one you left, to campus with far fewer people than usual, wearing your masks and maintaining social distancing.

We continue to work closely with members of the HR Subcommittee of the Reopening Campus Taskforce to provide guidance to units and colleges as they work through their reopening plans. New questions and challenges arise daily, and while we are doing everything possible to address and anticipate these items, we need your feedback to help identify areas you have concerns over or gaps we need to focus on. You can submit your feedback here(anonymously if you wish). We also encourage you to continue to visit the Together We Will website for the latest information for you as a staff or faculty member and the MSU HR website for coronavirus information and resources for employees and departments.

As we continue to focus our efforts on how to ensure your health and safety-related to your work at MSU, it is also important for us to continue to move the University forward. The pandemic has revealed in greater measure areas where more work must be done; one of those areas is related to diversity, equity, and inclusion (DEI). Both President Stanley and Provost Woodruff have identified DEI work as priorities in their leadership agendas. We encourage you to familiarize yourself with the DEI Plan outlined on the President’s website, as well as Provost Woodruff’s letter of greeting to the campus community. 

On behalf of MSU Human Resources and Academic Human Resources, we want to thank each of you for your continued work and dedication to the University, our students, and our land-grant mission. These are challenging times, but Together We Will. We wish you a safe, healthy, and successful academic year.

Sincerely,

Sharon E. Butler
Associate Vice President
MSU Human Resources

N. Suzanne Lang, PhD
Interim Associate Provost and
Associate Vice President
Academic Human Resources

Culture Building: It’s On All of Us

Written by Jennie Yelvington, MSW, ACSW, Program Manager, MSU HR Organization & Professional Development

The topic of workplace culture often comes up when people are unhappy, or significant problems have occurred. Leaders get blamed, and we wish for the proverbial magic wand that will transform a troubled culture into a good one. There is no doubt that leaders have a vital role in setting the tone, practices, and behaviors that shape a culture. According to a 2019 research from the Society of Human Resource Management, “58 percent of employees who quit a job due to workplace culture say that their managers are the main reason they ultimately left. And the cost of this turnover? $223 billion in the past five years” (Mirza, 2019). Leaders can be underequipped to step into that responsibility in a meaningful, conscious way, and as a result, may also look up and down the chain for someone to blame. When no one takes responsibility for the culture, the accepted norms of behavior in an organization contribute to its deterioration. When all take responsibility and work in concert with informed leaders, transformation is within reach.

What can we do to help ensure MSU develops and maintains a culture that lives up to the University’s ideals and best serves its mission? The NeuroLeadership Institute (NLI) points to three key variables that make all the difference:

  1. Priorities. Leaders may have different priorities for their area of oversight, but what are the priorities for our institution at large, and how do the two intersect? We can start by looking at our mission statement, identified values, and strategic plan (all of which are currently being evaluated). These foundational priorities are particularly important in times of significant change when we need to be flexible and adaptive to a situation that seems to shift by the minute. It is also essential to act rather than waiting to see what priorities are determined by others. Take advantage of opportunities to have influence where you can. For example:
  • Use this link to let the Strategic Planning Steering Committee know what you think is important as MSU moves forward.
  • Let the Diversity, Equity, and Inclusion Steering Committee know what your priorities are by clicking here.
  • Provide input to the Relationship Violence and Sexual Misconduct Committee here.
  1. Habits. Our ideals and beliefs are important, but actual behaviors are what change a culture. We must ask ourselves, what habits do we need to embody to reinforce our stated values and priorities? For example, if we say that having a safe, inclusive workplace is a priority, what actions do we consistently take to make that happen? Habits related to this topic might include:
  • Speaking up to remind someone to follow safety guidelines and/or thanking someone who reminds you to do so
  • Directly addressing the use of stereotypes and derogatory language
  • Inviting those who are being ignored to share their perspective
  • Seeking out diverse opinions to broaden one’s own perspective
  • Saying “thank you” and honestly considering the constructive feedback someone provides you
  • Expressing empathy to those who share a painful experience
  • Demonstrating civil, respectful behavior to all, regardless of level, title, or perspective

In some cases, moving something from being an idea or belief to an actionable habit takes practice and skill-building. In fact, the habit of being a continual learner can magnify the other habits you identify as priorities. Training and other learning activities can support the creation of new practices. NLI has found that “scaling learning by giving people managers small bites of compelling content to share with their teams a few minutes a week” has resulted in significant behavior change (Rock, 2019). To try this approach, check out Team Talks in elevateU, which provides a discussion guide (under the “custom tab”) and video for key topic areas.

  1. Systems. Systems are basically how the work of the organization gets done. They can be formal, like policies or defined processes, or informal, “it’s just ‘how we do things around here’”. If systems don’t change with the desired culture, they will become barriers to creating the habits that further our priorities. For example:
  • If we say that having a diverse workforce is a priority yet continue with the same recruiting and hiring practices we’ve used in the past, nothing is likely to change.
  • If we say that we want a culture in which speaking up about problematic situations is the norm, but we don’t hold offenders at all levels accountable, or reporters are retaliated against, people will not speak up.
  • If we say strong leadership is the key to a healthy culture, but we don’t have a systemic method to set and measure expectations or strategically develop our leaders, we are leaving it to chance.

We need to analyze our systems to see if they reinforce our stated values and make changes as required (Weller, 2019).

Perhaps a good starting point is striving to understand the current culture. While not necessarily easy, given how decentralized MSU is with a variety of subcultures, we do have information that provides direction, such as the 2019 KnowMore@MSU Campus Climate Survey results. We can also be thoughtful about our own experiences and observations. The article, 5 Simple Ways to Assess Company Culture suggests reflecting on the following questions:

  • What didn’t go so well last year?
  • Were there any cringe-worthy moments?
  • What is the one thing your organization was worst at last year?
  • What did we learn from our mistakes?
  • What lessons can our organization leverage?
  • What could our organization do differently over the next 12 months?
  • What break-through moments did we experience last year?
  • What is holding our organization back?
  • What can each of us do to be more helpful to the team?

The mission, values, and priorities established organization-wide must be informed by and reflected throughout the organization’s breadth (Thiefels, 2018). Individual leaders at all levels then have a responsibility to connect those dots and make it real for all in the important work they do and interactions they have. All of us, regardless of role, have a responsibility to each other and to making the organization the best it can be. Together We Will.

“Change will not come if we wait for some other person or some other time. We are the ones we’ve been waiting for. We are the change that we seek.” -Barack Obama

Sources:

Murza, B. (2019, September 25). Toxic Workplace Cultures Hurt Workers and Company Profits. Retrieved August 4, 2020 from https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/toxic-workplace-culture-report.aspx

Rock, D. (2019, May 24). The Fastest Way To Change A Culture. Retrieved August 4, 2020 from https://www.forbes.com/sites/davidrock/2019/05/24/fastest-way-to-change-culture/#4f0c85f23d50

Thiefels, J. (2018, April 24). 5 Simple Ways to Assess Company Culture. Retrieved August 4, 2020 from https://www.achievers.com/blog/5-simple-ways-assess-company-culture/

Weller, C. (2019, June 20). The 3 Key Components of Behavior Change. Retrieved August 4, 2020 from https://neuroleadership.com/your-brain-at-work/priorities-habits-systems-behavior-change

Tips for Creating an Effective Remote Work Schedule

Whether you’re now working from home during this time period alongside your family members, or if you’ve got a furry friend by your side begging for your attention, working remotely can be a challenge. Stepping out of your daily routine at the office may be bringing added stressors to your work life as you try to effectively manage your workload from home while adjusting to new methods of collaboration with your coworkers. 

Figuring out what works best for you during this time is far from easy, but after already practicing working away from campus these past few months, many MSU employees have been able to find ways to bring structure and efficiency into their remote workdays. We asked employees to tell us what tips, tricks, or tools they’ve been using to help them effectively succeed at remote work, and here are some common themes we found.

  1. Utilizing flexible work hours where possible

Some employees have been able to coordinate a flexible work schedule with their supervisors that helps the employees as they work remotely.

“Since COVID-19 and working from home, I start my workday at 7:30 a.m. I also take a 30-minute lunch and these two easy changes allow me to finish my workday at 4:00 p.m… I feel very blessed to have some control over my workday schedule.” – Jackie Hohenstein

“A lesson from this remote work is, work does not necessarily have to be 8-5. Work needs to get done, but depending on your preferences and home situation, perhaps starting at 6 a.m. is better, or resuming at 8 p.m. As long as the work gets done, schedules can and should be flexible.” – Rick McNeil

“I learned in a training that working at your peak performance hours leads to better productivity. For example, if you’re a morning person, you work better and complete more during your peak times. I also found that stepping away from the computer for five or 10 minutes every two hours keeps your momentum going. Overall, I like the new things I have learned becoming a remote worker.” – Natasha Williams

  1. Build Breaks Into Your Schedule

As Natasha mentions above, taking breaks keeps the momentum going. Other employees agreed that building breaks into their schedule helps them work remote more successfully.

“Working from home means that when I’m working, that pretty much means I’m looking at a computer screen. In the office, meetings used to give my eyes a break but now most meetings are on Zoom or Teams so I’m looking at a screen even then. I try to give my eyes a break by getting up from my seat and away from the computer for at least a few minutes every hour or so…I make myself take a lunch break every day where I’m not looking at my computer or phone screen. I also still take notes and brainstorm in a notebook, so that also gives me a screen break.” – Courtney Chapin

  1. Continue Your Regular Morning Routine

“One thing I have done to combat “quarantine fog” is to try to stick to my normal work schedule while also integrating time to care for my child and animals every couple of hours. Sometimes this extends the workday, but I have found I am better able to focus on my work after I have taken the dogs outside and played with them for a little bit. In addition, my 10-year-old daughter and I have been using our time in quarantine to have some good quality ‘talks.’” – Mary Keyes

  1. Keep Track of Your Workload

“I keep a document that I plan my work for the coming week on Friday. During that workweek, I keep track of the things I accomplish and the new things that come up that need to be done. I leave future action items on the list. I find this to be more effective than a paper list.” – Renee Graff

  1. Limit Distractions in Your Workplace

“Set aside a work area and leave work in the work area.  Don’t invite it into other areas of your home life.” – Jayme Miller

After hearing from other MSU employees, it is clear there are many ways to navigate remote working schedules. However you go about working remotely, looking to other coworkers or your supervisor for guidance can be one of the most helpful ways to ensure future success for yourself and your team.

Job of the Week – Human Resources Generalist

This week’s job of the week is a Human Resources Generalist (#630228) for MSU Human Resources. This position is seeking an adaptable and self-motivated professional to execute various HR-related duties.

The responsibilities for this role include investigating and responding to inquiries concerning HR issues such as employment, benefits eligibility, attendance and pay, retirement, and internal and external audits. Additional responsibilities of this role include maintaining HR databases and other HR records including payroll system, job posting records in the applicant tracking system, and criminal background check information.

The ideal candidate would possess knowledge equivalent to that which normally would be acquired by completing a four-year college degree program in human resources, a related social science field, business or a related field; six months to one year of related and progressively more responsible or expansive work experience in human resources; or an equivalent combination of education and experience.

For more details on the responsibilities of this position, and to view all our current postings, visit careers.msu.edu. Internal applicants should access postings through the Careers @ MSU tile in the EBS Portal.

Job of the Week – Human Resources Manager

This week’s job of the week is a Human Resources Manager (#621712) for MSU Human Resources. This position is seeking an individual with strong leadership and analytical skills to manage the academic operations employment team.

The responsibilities for this role include overseeing hiring and other employment action processing for all faculty and academic staff populations, serving as a member of the Solutions Center management team, and supporting any Solution Center team areas as needed due to absence or emergency situations. Additional responsibilities of this role include engaging in continuous process improvements in areas of responsibility and overseeing staff in administration of special academic review processes such as reappointment, promotion and tenure reviews, and specialist reviews. 

The ideal candidate would possess knowledge equivalent to that which normally would be acquired by completing a four-year college degree program in a human resources area or a related degree; 3 to 5 years of related and progressively more responsible or expansive work experience in management and data base system analysis and maintenance; or an equivalent combination of education and experience.

For more details on the responsibilities of this position, and to view all our current postings, visit careers.msu.edu. Internal applicants should access postings through the Careers @ MSU tile in the EBS Portal.