Page 58 - Hormel Report 2021

58 | THE HORMEL INSTITUTE // UNIVERSITY OF MINNESOTA OPERATIONS DEPARTMENTS
Administration
Chelsey Lustig / Manager
The administrative team has expanded
this year to help support the growth of
The Hormel Institute. I have taken the
new position of Administrative Office
Manager to help maintain the vision and
mission of the Institute. We’ve enhanced
the roles of our administrative special-
ists so they are able to provide additional
support to our Principle Investigators,
labs, and departments. We added an Executive Assistant position to help support our leadership team, as well as an Events and Outreach Administrator to support internal and external events and community outreach initiatives. We look forward to developing our skills and being able to offer more services to the Institute.
Human Resources
Minda Anderson, M.A. HRM / Manager
The Human Resources Department
manages the employee life cycles,
administers benefits, advises on visa-
related issues, facilitates training, and
formulates policy. This past year, we
added two new positions to the team
– an HR Generalist and Visa Manager
& Intercultural Engagement Specialist.
We will continue to build our team to
strategically align with the growth of the
Institute. We believe our most important asset is our human capital, and we will continue to strive to provide the best services possible to support our people, who are the heart and soul of The Hormel Institute.
Chief of Staff
Elizabeth Fedie, MPNA
The operations teams across The Hormel Institute have had
an important year of growth and reorganization. Since my arrival in May 2020 and getting to know all our managers and staff, I have been astounded by the caliber of talent we have in our operations teams and we have also been tre- mendously fortunate to add ad- ditional key people over the last few months as well. It has been a busy year of recruiting and staff development and everyone has been up to the challenge.
The operations teams at HI are crucial to the advancement of our Institute mission through the many services, resources, and expertise they offer to
the faculty and researchers. The goal for us is to make the many layers of requirements for federal, state, and UMN compliances, research and financial administration, and facilities operations run seamlessly so the researchers can focus on the important work they do in the labs. Additionally, our shared resources, research computing, and research development offices are there to provide a number of services and resources to further advance the research capabilities of each lab and assist them with producing the best outcomes in their research pursuits.
As you will see from each of operations units, they have had a productive year and we are laying a critical foundation for future Hormel Institute growth
as we start a new strategic planning process later this year to synergize
our strengths, our partners, and our community in the next chapters of
The Hormel Institute.
FY21 ANNUAL REPORT