As I reflect on my November article, I realize that the holiday season has started, we do have a new president elected, but the FLSA laws have not gone into effect yet.  Though, that may change again by the time this article goes to print.  It again reinforces the rapidly changing face of HR and business – as soon as we solve a problem, implement a new solution or have our project list set, something inevitably changes.  That is where we hope your GMA SHRM Membership continues to serve you and provides you the benefits you need in your job – excellent programming, HR Networking Roundtables, the Idea Exchange, partners to provide your company with services you need and best of all – a built in network of HR Colleagues. 
 
I am excited to announce that GMA SHRM now has a formal Guest Policy!  This will be officially launched in January with our first PDS of 2017.  As part of the program, we will be offering 10 Grants a month for individuals to come to a PDS free of charge so they see firsthand the fantastic programming we offer.  This policy is intended for people who have not been a GMA SHRM member in the past and that would have a genuine interest in attending and joining our chapter.  If you know of someone who would like to take advantage, please share this new policy with them!  They will need to submit a short application through the registration link for the January PDS.
 
Our 2017 programming calendar is being finalized and I am excited to share that January 31 will be our first PDS of 2017!  The 2 sessions will be How to Prepare for an Active Shooter and Communication in a Crisis Situation. Registration will be opening soon!
 
Each January our GMA SHRM Board gets together for a 1 day Strategic Planning Day.  This is when we review our strategic plan, set our goals for the coming year and discuss how we can continue to improve in the service and offerings we provide.  We have opened this up to our membership in past years – if you’re interested in learning more about the Board and giving your input to the future, I encourage to you to consider attending.  The event will be Friday, January 27.  If you are interested in attending, please reach out to me.
 
Each November, SHRM hosts a “Volunteer Leader Summit” for the board members for SHRM affiliate chapters across the US to come together in DC for 3 days of leadership training, best practice sharing and collaboration. This year, we had 2 board members attend along with our Chapter Administrators.  It’s amazing that our GMA Chapter is one of the largest in the Nation and always exciting that other chapters look to us for how they can be more successful.  Our attendees always walk away with new ideas for programming, events and recruitment of new members and this year was no different.  If you have considered joining the board, attending this conference is just one of many perks you receive!
 
I hope everyone has a safe, healthy and happy holiday season.  I hope you get to take some time away from work to recharge, reenergize and spend time with those you haven’t seen in a while.  We look forward to seeing you at our January 31 PDS, HR Resource Roundtables and spring networking event.  As always, if you have thoughts or ideas to share, please reach out to me at melissa.chadwick@bakertilly.com.

Best Wishes,

Melissa Chadwick
President
GMA SHRM

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Why Should I Attend the Day on the Hill? A Testimonial

Submitted by: Tammy L. Wacek, WPS Health Insurance

On January 18^th, 2017, the Wisconsin Society for Human Resource Management Council is holding their Day on the Hill event. You might be asking yourself what is this event all about and why should you attend. This event provides a unique opportunity to meet your legislators and advocate on behalf of the HR profession. In addition, there are multiple speakers coming to discuss timely legislative updates topics.

This year will be my third time attending the event and I can tell you it is a very interesting and educational opportunity. If you are someone that has never met with your legislator, this event will allow you to gain insight into how to talk with your elected officials and the forum to do so in a way that is not intimidating. When you sign up for the event, a legislative meeting will be scheduled for you and you will be able to meet your legislators along with other attendees within your district. Training is also provided prior to your scheduled meeting so you have talking points and will feel prepared for your meeting. This is a great opportunity to become an advocate or continue your advocacy efforts! 
For more information about the event and to register, visit the website: http://www.wishrm.org/2017-Day-on-the-Hill

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GMA SHRM Professional Award

The Greater Madison Area Society for Human Resource Management (GMA SHRM) has established a professional awards program encouraging continuing education in the human resources field.

Award
The annual $1,000 award will be given to a GMA SHRM member to support his or her professional development.
Examples of covered eligible programs include:

• Attendance at a National/State SHRM conference
• Post-secondary degree in business or human resources related discipline
• Support of certification or re-certification (PHR, SPHR, GPHR, SHRM-CP, SHRM-SCP, CCP, CEBS, etc.)
• Certificate programs in business or human resources related discipline

Eligibility
Eligible applicants for the GMA SHRM Professional Awards Program must meet the following criteria:

• GMA SHRM Member
• Currently working in an HR related field
• Current GMA SHRM Board Members are not eligible
Professionals who receive 80-100% tuition reimbursement from their employer are not eligible to use this award for tuition reimbursement.

To Apply
To be considered for the professional award, applicants must email one (1) pdf file containing the following information to chapteradmin@gmashrm.org.  Do not use the body of the email for any required portions below.

• Brief one page purpose statement explaining how continuing education or professional certification will enhance your HR career
• Current resume
• List all volunteer activities, including SHRM and relevant organizations including all community activities in which you have participated without pay.  Note all special awards, honors, and offices held. If you have participated in a research project, please include that experience as well. 

Award Provisions
Award recipients will be selected by the Professional Awards Committee based on demonstration of leadership qualities and interest in the human resources field, GMA SHRM participation, and a dedication to the advancement of the HR field.
The award program is open NOW and all applications must be emailed in one (1) pdf file by ­­­­­­February 1^st, 2017 to be considered. Application materials should be sent to chapteradmin@gmashrm.org.
The award will be paid on a reimbursement basis, pending a one-time submission of receipts for course work or program activity. Recipients must use monetary contributions within one year of receipt.

Additional Information
Questions regarding the professional award program should be directed to Jeff Westra.
The Greater Madison Area SHRM and its Professional Awards Committee reserve the right to alter or change this program. Any tax liability is the responsibility of the recipient.


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In preparation for our January 31st Professional Development Summit, we are featuring the below articles written by the wonderful speakers presenting at the event!  Enjoy, and we hope to see you at the January PDS! 

14 Lifesaving Tips when Facing an Armed Intruder or Active Shooter in Your Company (Part 1)

BY: Ted Hayes, CSP, MSE, Senior Risk Manager, M3 Insurance and Mike Bolender, PW Training Group

Even with all of the violent incidents occurring in today’s world, your chances of being involved in an active shooter situation are slim; unfortunately, armed intruders and active shooter situations are occurring with greater frequency every year. 
 
Statistics indicate that a little more than 60% of active shooter situations are over within five (5) minutes – the shooter leaves the area, the shooter takes their own life (about 40%), or law enforcement/a prepared citizen neutralizes the situation.  Knowing exactly what to do during those few minutes may mean the difference between life and death for you, a coworker and many others in your building.
 
Simply stated, an active shooter seeks three factors: Whether your company uses A.L.I.C.E, Run-Hide-Fight, Lockdown, Evacuation, or other employee crisis action protocols, it is critical to comprehend how to place as many ‘roadblocks’ as possible between yourself and the intruder/shooter to increase your chances of surviving an active shooter event.
 
Honestly ask yourself, is everyone in your company prepared to deal with an armed intruder or an active shooter?  Take the time to share these proven lifesaving ideas with everyone:
 
Be prepared to ‘act not react.  People die when they mistakenly believe they must confirm the crisis is real.  If you hear a sound that you perceive to be a gunshot, it is a gunshot until proven otherwise.  It’s acceptable to individually initiate your lockdown or run-hide-fight protocols – if it’s proven to be a non-crisis, that’s okay.
 
Create mental ‘action scripts.  An ‘action script’ is a mental rehearsal plan of ‘what if’ scenarios regarding your immediate response to variety of crises – ‘if this happens I will do that.’
 
Lockdown & Barricading Concerns
Practice ‘rapid response’ lockdown.  Identify the process and actions that you will take to lockdown and/or barricade your occupied space. 
 
Make your barricade response gross motor skill based.  Remove any body actions that are ‘fine motor skill based’ – for example, placing keys in the door keyhole and turning, any precise movements or tasks with your fingers such as tying rope or computer cable to the door knob.  These actions will be slow and at times impossible to perform.  Simplify by using pre-tied items, carabineers, or pre-lock doors so all you have to do is shut the door. 
 
Identify objects that will be used to barricade your location.   This means pre-plan your lockdown and barricade actions and identify the exact objects that will be utilized.
 
Plan the barricade objects in order – even number the order in which they are to be used when barricading.   Always use objects of substantial size and weight when barricading.  Don’t just pile chairs in front of the door, they will not stop an intruder and will limit or obstruct your ability to respond and get out of the room if the door is breached.  If barricaded properly, a door breach should be a rare occurrence.
 
Once barricaded or in lockdown, avoid standing directly in front of the door in case the shooter fires through the door.  This area is known as the ‘fatal funnel.’
 
Make it appear as if no one is in the room.  Turn off lights, silence all cell phones, keep quiet, and don’t cast shadows under the door.
 
Identify a secondary exit (door, window, breach a wall) that you can get out if needed.
 
Assume the ‘Defend Your Room’ position if you cannot get out.  Position yourself against the wall, 2-3 feet from the knob side of the door.  Have a ‘pre-planned, improvised weapon’ and be ready to use it.  It’s time for ‘action vs. reaction’ – you attack first – action always beats reaction.
 
Day to Day Awareness
 
Day to day awareness is your best personal and professional protection mechanism.  No matter where you are or what you are doing, develop a thorough understanding of your surroundings.  Know how to safely evacuate the area; know how to barricade your area/room; and as a last resort understand how and when to fight the intruder.
 
It is important to always be observant.  Use all of your senses, being attentive to your surroundings at all times.  ‘Intuitive concern’ means trusting your instincts and intuition.  We get in trouble when ignoring what our gut is telling us.  When you sense an unexplained concern or uneasiness about someone or something, look deeper at the situation or person and identify if there is danger or pending attack.
 
Understand your surroundings every time you enter a building.  Look around – try to find at least two (2) exit routes out of each area/room and the building itself.  Take the time to enter and leave the building using different routes.  This familiarity with the building layout will be beneficial during a real evacuation.
 
Always ‘Say Something.’  Learn to report all suspicious activities, people, or vehicles to law enforcement.  It is law enforcement’s job to determine if the activity is something other than it appears to be.  The safest companies are those that expand this concept and follow ‘Hear or See Something, Say or Do Something.’   If you hear something (in person) or see comments, statements or questions on social media that cause concern, bring that concern to a supervisor and/or the authorities.  This also means if you see or hear signs of imminent danger - gunshots, yelling, screaming, or reports of an intruder - don’t go to verify what is happening, ACT!!!!! - by initiating your pre-planned ‘action script.’
 
Maintain your brightly colored crisis plan in the same location in every area/room.
Look around the room for potential weapons.  Every building/room contains many objects that can be used as weapons to distract or even disable an armed intruder or shooter.
 
Know how to implement your personal ‘Ripple of Safety.’  During a lockdown or evacuation, know how to:  
Initially your biggest obstacle will be DENIAL – get by denial and ACT!
 
Ted Hayes will be presenting “Lifesaving Tips When Facing an Armed Intruder or Active Shooter in Your Company” at the GMA SHRM Professional Development Summit on January 31^st. 


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In preparation for our January 31st Professional Development Summit, we are featuring the below articles written by the wonderful speakers presenting at the event!  Enjoy, and we hope to see you at the January PDS! 
 

Defending Your Reputation In the Wake of a Crisis 

By Steve Lyons

It is not a matter of “if”— it is a matter of “when.”

Crises come in many ways. Crises such as data breaches, safety issues (employee injury, disgruntled employee), weather related (fire, flood, storm), business continuity (hostile takeover, product recall, supply chain issues) are just a few of the dozens of crises that today’s businesses may face. 

For example, data breaches are the most prevalent type of crisis today. I know many may be thinking: “It won’t happen to us.  We have a great IT team, systems and procedures in place, and great software to protect us.  How does this happen?”  There are several ways, including e-mail, internet exposure, data on the move, employee error, negligence, improper disposal, hacking, insider theft, physical theft and subcontractor error that this occurs.

But you are not alone.  Some of the nation’s largest and most noted companies have been prey to data breaches.  Companies such as Target, UPS, Goodwill, Jimmy Johns, Kmart, Sony, PF Changs, Neiman Marcus are some of numerous entities that have had to address this type of crisis.

“What can companies do today—before the crisis arrives?”

There is no silver bullet, but there are things that companies should do to prepare. Simply put, the best time to plan for a crisis is before it happens.  The creation of a  pre-event, during event and post event plan should be a priority.  Building brand equity and trust prior to a crisis is extremely important.  Another key component is your team—hire the best, and prepare, prepare, prepare.  

When the crisis occurs are you ready? There are many questions that must be answered in a very brief amount of time. Questions such as: “Have you created a crisis management team? Do you know your audiences? What is your timing?  Do you know what regulatory notifications are needed?  Who is gathering the facts for the team?  Who is the messenger or spokesperson? What is the plan to notify external audiences (customers, clients, the public, and the media)?” 

Often companies prepare for many aspects of the crisis but leave communicating off of the “must do” list.  This mistake is very costly, both to the brand and the reputation of the company. 

I look forward to expanding on these issues and many more at the GMA SHRM Professional Development Summit on January 31, 2017.

Preparing for a crisis is costly—not preparing for a crisis will cost much more.

Steve Lyons has over 20 years of experience in communications, public relations and government affairs.  Steve Lyons has served as the spokesperson for several corporations and noted individuals.  My. Lyons has appeared numerous times on Good Morning America, CNN, ABC World News, the BBC and several other national and international mediums. ​

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Move the Dial on Employee Engagement with These 3 Performance Management Tactics

By: Costa Constantakis, Regional Manager, Halogen Software
 
In January 2016, research leader Gallup reported that the “world has an employee engagement crisis, with serious and potentially lasting repercussions for the global economy.”
The survey revealed some alarming statistics about employee engagement: 32 percent of U.S. employees are engaged and a dismal 13 percent of employees are engaged worldwide.  Furthermore, 71 percent of Millennials – the largest generation in the U.S. labor force, according to Pew Research Center – are either not engaged or actively disengaged at work.
There are many factors that impact employee engagement and organizational performance. And, as HR professionals are well aware, boosting employee performance is often easier said than done.
Here are three practical strategies you can implement to move the dial on employee engagement for long term gain.
 
1) Establish a culture of ongoing performance management
 
The trend in performance management is making it an ongoing activity that becomes part of your organizational culture and the rhythm of your business. In contrast, the “traditional performance review” process is viewed as an annual checkbox activity with a beginning and an end.
A culture of ongoing performance management recognizes that employees need ongoing coaching, performance feedback, and year-round development for optimal, sustainable engagement. Companies that embrace continuous performance management create optimal conditions for greater employee engagement and realize measurable bottom line benefits.
In its 2016 report, The Power of Three: Taking engagement to new heights, Willis Towers Watson was able to connect high engagement with better financial performance. Based on a three-year study of 41 global companies, the research showed that operating margins improved nearly 4 percent on average in organizations with high employee engagement levels and declined about 2 percent in those with low engagement levels.
Establishing a culture of ongoing performance management is an important step in realizing ROI. Educating your managers on how to have discussions with employees about their performance, and how to offer meaningful feedback and coaching along the way, is a worthwhile investment.
 
2) Developing the leadership skills of frontline managers
 
You’ve likely heard the saying that, “people don’t quit their job, they quit their manager.” Research by Gallup reveals that managers account for at least 70 percent of the variance in employee engagement scores. Now, imagine if you address the leadership capabilities of your frontline managers: Would the 70 percent variance in engagement appear as intimidating? This is about helping your frontline managers excel in their role as a leader and coach. It also underscores how important the manager-employee relationship is to employee engagement levels in your company.
Let’s look at one leadership skill important to the manager-employee relationship: The ability to listen. Leadership coach, Ben Simonton identifies listening as a manager’s most important leadership skill because it allows managers the opportunity to take appropriate action based on what their employee is saying.  
Leaders who listen well give employees their undivided attention. They’re not holding their mobile phone or periodically glancing at their monitor. They’re listening for what’s important and what matters to each employee – responding and acting accordingly. All of this helps build and maintain trust between managers and employees.
 
3) Engage employees by making them accountable 
 
Ultimately, employees are the most important stakeholders in their own success. That means adopting a collaborative process where employees and managers collaboratively discuss goal-setting and the employees’ personal development plans. 
While goals need to be set at the individual employee level, managers must show how these support the broader organizational strategy. Employees need to see the big picture and understand how their role and work contributes to the success of their team, department, and the organization as a whole. When they see how they make a difference, they’ll realize how important their work is and be more engaged.
Understanding the big picture also enables managers to help employees create development plans relevant to their career goals. Good managers and leaders set priorities and performance goals, but they also understand what people want to do in their career. This is what Deloitte’s Human Capital Trends 2016 refers to as the need for organizations to help people build careers. In other words, “moving up” isn’t the only way to achieve a fulfilling, successful, progressing career.
Managers should know who on their team aspires to lead others, who wants to specialize in a certain technical skill or area of the business, and who wants to be part of the next greatest innovation a company might be working on.
Frontline managers must learn how to support employees along their career path and hold them accountable along the way for developing the necessary skills for success.
 
Pulling it all together
 
Increasing employee engagement takes more than an annual performance review and a slap on the back. It takes a long-term strategy.
In The Future of Engagement: Thought Piece Collection, David Smith, contributor and Chair for the Institute for Employment, states that “. . . employee engagement is hard work and requires more than a one-off ‘initiative’; sustained effort is needed over a long period of time and there are no ‘quick fixes’.” 
A successful engagement strategy requires a culture of ongoing performance management, great leaders, and relevant personal and professional development planning. These are key elements in your strategy for moving the dial on engagement, motivating, growing, and retaining more top performers, and creating an environment where employee performance is supported on an ongoing basis.
Author Bio
Costa Constantakis is a Regional Manager at Halogen Software. As a Certified Human Capital Strategist, Costa and his team work with HR professionals and leaders executives to develop meaningful, results-focused talent management processes and systems that are aligned with business objectives. Connect with Costa on LinkedIn.

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GMA SHRM Idea Exchange

Sometimes you just have that question…..you would really just like to ask an HR colleague quickly.  Perhaps it is limited to your field of work, or a specific situation.  Let GMA SHRM help! 
 
In response to a specific need, we are excited to launch the “Idea Exchange” as part of your membership in GMA SHRM!  The goal of the Idea Exchange is to provide a secure area for all GMA SHRM members to be able to start a dialogue and find someone to network with on a particular issue, and to share files in a more secure format - or at least share contact details so files could be shared.
 
This great new tool is available to all members of GMA SHRM.  You simply sign in on the GMA SHRM Home Page (click on Member Log In at the top) to access questions or to provide your response!”



Once you are logged in, click on ‘File Library’ at the top right, and Idea Exchange will appear on the drop down menu. 



Interested in joining the Social Media & Technology Committee? 
 
Simply want to learn more about what we do? 
 
Join our next committee meeting vie telephone conference!  November date TBD - contact Tia Gibson at tia.gibson@covance.com for teleconference dial in info!  
 

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WRDC News

Here we are, approaching the end of 2016. What a year it has been!  The recent election results may have some of your employees concerned. You may be wondering what this might mean for your organization, in terms of talent, benefits, compensation, etc.  CEB has published the following article on Conversations HR Leaders Should Have with Their CEO and How HR Can Support Employees and Maintain Engagement - https://www.cebglobal.com/talentdaily/what-hr-executives-need-to-know-trump-election/. This article may be updated from time to time, so consider bookmarking it. 
 
The holiday season is also upon us. (Actually, it is always upon us.) This article, by Dr. Maura Cullen, offers insight into how your workplace can be inclusive and respectful throughout the year - http://www.mauracullen.com/wp-content/uploads/2011/09/THE-DECEMBER-DILEMMA.pdf
 
Do you have a question or suggestion for how to create more inclusive work environments?
 Share it on the idea exchange and let's get sharing! http://gmashrm.org/index.php?module=express&cmd=forumviewcategory&id=211

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GMA SHRM Member News