Hi GMA SHRM Members, 

Coming at you from my home office which I know most of you are in your homes still as well.  It’s August, there’s still so much going on around us, we hope you and your loved ones are healthy and well, and you are tapping into your GMA SHRM community for support.  One of our long time GMA SHRM members, Cory Erickson, shared an interesting statistic with me recently: if you are an experienced professional, there’s an 80% chance your next job will come from networking.  Further enhancing the value of your GMA SHRM membership!
 
I’d like to take this opportunity to congratulate another new GMA SHRM board member, Faith Graf!  Our new BOD had their first meeting last week, we are really excited to plan a wonderful year for all of you.
 
Our virtual Human Capital Conference is coming up soon, August 11^th and 12^th, and  there’s still time to register.  This is going to be the virtual event to top all of them.  Absolutely top tier amazing national speakers on both days, exclusive yoga and stretching breaks from a local Madison yoga pro, giveaways, and more. 
 
August is a busy SHRM month!  Your Board of Directors are attending the WI-SHRM State Council virtual leadership conference on August 4^th, 5^th, and 6^th.  All local chapters from the entire state come together to bond, share best practices, and have fun.  All Board members attend this conference every year at no cost -  a great perk of being a volunteer leader with GMA SHRM!
 
Speaking of the WI-SHRM State Council, you may have already seen this, but the WI SHRM State Conference has been cancelled for 2020.  So many volunteers work hard throughout entire state to plan this conference, and it’s an important and difficult decision to make. I know the committee is gearing up for a doubly-awesome conference for you next year.  Even more motivation to attend the GMA SHRM Virtual HCC on August 11 and 12!
 
For those of you that are national SHRM members, I know I have found a lot of value in the content SHRM has recently been providing to members around things like social justice and COVID-19 related resources.  If you have questions about being a national SHRM Member as well as a local SHRM member, let me know (bhanson@uwcu.org).
 
Keep checking the GMA SHRM website, our Virtual HR Advice Network Roundtables are going to stay virtual for the rest of 2020, so sign up now and get them on your calendar!  We are going to have a virtual networking event, details coming soon.  Shout out to our amazing Corporate Sponsors, check them out on our GMA SHRM website, they make all of our programming and all of our events, including our HCC, possible.
 
Stay well, we are here for you, and we will see you soon 
 
 
Take care,
 
Brittany Hanson, MBA, PHR
President
GMA SHRM

COVID-19 Resources

“Motherly” Not Enough to Argue Federal Sex Discrimination Case

Submitted from Brian P. Goodman, GMA SHRM Programming Member, and Sarah J. Horner, both Attorneys at Boardman & Clark LLP

Brian P. Goodman

Sarah J. Horner

A Wisconsin federal district court recently rejected a female employee’s claim that her employer discriminated against her based on sex and retaliated against her for complaining about the discriminatory way in which she was treated as an employee.
 
Generally, Title VII of the Civil Rights Act (and state law) prohibits employment discrimination based on sex and forbids retaliation against employees who oppose workplace discrimination. In Fischer v. Sentry Ins. Mut. Co., a female restaurant manager was terminated and contended that the employer’s use of the term “motherly” at her performance review was sufficient proof that the termination was based on sex. The court held that this one statement was not sufficient to show that the employer discriminated against her based on sex.  There was ample evidence that she was not meeting her employer’s performance expectations. Although the employee could point to areas in which she performed well, the court concluded that a few positive statements in a performance review are not sufficient to show that the employee was meeting the employer’s performance expectations.
 
As for the retaliation claims, the court determined that the employee’s written log of discriminatory conduct was not enough to show that she engaged in protected activity under Title VII because she did not notify the employer that she was documenting her concerns.  An employer without knowledge of protected activity cannot be liable for retaliation.
 
This decision serves as an important reminder that employers must keep clear records of employee performance concerns. If an employee is not meeting an employer’s expectations, documenting such concerns in a review, noting them in a performance improvement plan, or writing a memo to the employee can provide the employee with sufficient information for the employee to improve job performance. Additionally, such documentation might provide the employer with a legitimate business reason for termination. Employers should retain all personnel records in accordance with applicable laws—including after the employee’s termination—in case an employee brings a discrimination claim. Finally, employers should remember that these personnel records can be Exhibit A in defense of the claim if prepared appropriately, or they can end up being Exhibit A for the employee’s claim if they are not prepared appropriately.

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Professional Development

The 2020 Human Capital Conference - Virtual Edition!

August 11-12, 2020
 

• Over 180 Already Registered!
   
• 6 SHRM/HRCI Professional Development Credits Available - Pre-Approved!
   
• Convenient 2 Day schedule to avoid Zoom fatigue!
   
• COVID-19 related content to satisfy SHRM certification requirements!
   
• Social wrap up times with your GMA SHRM colleagues!
   
• Registration fees
  • $35 one day registration ($50 non member)
  • $50 both days registration ($75 non member)

 

MORE INFORMATION

 

 

 

 

Workforce Readiness & Diversity

What It Means To Be an Inclusive Leader and Why It Matters (Part 1)

Submitted by Mary Vesely (Moua), Employee Engagement & Social Media Specialist at Fairway Independent Mortgage Corporation and GMA SHRM Director of Diversity

Diversity and Inclusion continues to be a very hot topic given our current climate. In her book, How to Be an Inclusive Leader, Jennifer Brown shares  a long list of qualities to strive for as an inclusive leader. Not only is it important to learn how to be an inclusive leader, it is important to understand why it matters.
 
Everyone can (and should) be an inclusive leader. Whether you're a powerful CEO or a brand-new employee who doesn't have any direct reports yet, you can incorporate behaviors and actions into your routine that will help drastically change the day-to-day reality for many of your coworkers.
 
Read on to learn more! You can buy her book on Amazon here.
 
Inclusive leaders:

• Lead with additional vigilance, care, and intention to perceive and then address what might be getting in the way of others around them
• Are dedicated to the thriving of others, particularly those who have struggled proportionally more to be heard and valued
• Honor and value input
• Nurture purpose in others
• Encourage authenticity for those who fear the repercussions of being authentic
• Are passionate about challenging obstacles to performance
• Constantly seek to learn more about what they don't know when it comes to cultural competency so they can better resonate across differences and maintain trust
  • Cultural competence: ability to understand, communicate with and effectively interact with people across cultures. Cultural competence encompasses being aware of one's own world view, developing positive attitudes towards cultural differences, and gaining knowledge of different cultural practices and world views.
• Don't pursue any of this as a chore, but with enthusiasm and joy
• Stand strong against bias, even its most subtle forms
• Understand when they can stand in and use their voice to address bias when it occurs - they think about the systemic reasons for it occurring, and they endeavor to tackle those reasons at the root
• Bring more of themselves to the workplace than other leaders, believing that through their own vulnerability and authenticity they can create a space in which others can do the same
• Don't push others to be blindly authentic but plan with them to stretch forward andtake calculated risks, while never encouraging someone to push themselves out there before they're ready or put themselves into career peril
• Offer to be present, alongside others, to lend a voice
• They seek as much feedback as they give
• They are aware of, and know how to utilize, their privilege to raise issues, to challenge norms and behaviors, and to root out and prioritize core issues that perpetuate exclusionary dynamics
• They push themselves as much as they push others
• They do all of this consistently

 
Why does this matter?

• Focus groups/surveys/research shows many talented employees in organizations all over the world say they don't feel comfortable bringing their whole selves to work – instead, they arejust getting by every day, leaving their true talents and deepest passions elsewhere.
• When people are actively hiding their deepest truths, gifts, unique insights, struggles, and experiences, they aren't able to fully leverage those same things for their success.
• Energy used towards this struggle can lead to diminished performance, when itcould be better spent working toward helping the company remain nimble and competitive.
• By 2020, Millennials will be more than 50% of the workforce. This generation and Gen Z (generation after Millennials) have little patience for those organizations that don't value diversity; they expect inclusive workplaces. These generations are much more ethnically and racially diverse than any previous generations.
  • American Baby Boomers are 75% White, whereas Millennials are 55.8% White.
  • In some states, such as California, less than 1/3 of Millennials are white.
• Demographics are rapidly shifting and changing on the horizon and we need to take notice and embrace to attract and retain talent.
• 2/3 of executives consider D&I a rising priority
• Organizations that embrace best practices for employing and supporting more individuals with diverse abilities in their workforce have achieved 28% higher revenue, doubled their net income, and earned 30% higher profit margins than their peers. Companies with the most ethnically diverse executive teams are 33% more likely to outperform their peers in profitability.
• No matter which industry you're in, being profitable matters. Leaders at every level are expected to model behaviors and take actions that support financial success.
• Increasingly, core leadership competencies are shifting to prioritize the ability to engage and retain diverse talent, with a focus on making them feel included and supported.

From soft skills to hard skills, the world is changing rapidly and leaders need to adapt as it will be expected, measured, and compensated accordingly.
 

9/17/2020 Drive Thru Job Fair – Looking to Hire!

Submitted by Jennifer Brikowski, Employment & Training Specialist – Lead for DWD/State of Wisconsin, and GMA SHRM Director of Workforce Readiness


On July 15, 2020, the Workforce Development Board of South Central Wisconsin, along with Job Service, hosted a drive thru job fair at Warner Park here in Madison.  We had 38 employers participate and 334 job seekers attended this event.  We are planning a second event at the Alliant Energy Center or possibly another location in Madison for September 17.  If you are interested in participating, please email Jennifer Brikowski.  Once the details are finalized you will be sent an email with all the information you will need.  For the last event employers who did not attend provided us a letter sized flyer that we distributed in a bag for the job seekers.  That is the plan again for this event.  Please reach out to Jennifer with any questions.
 
Jennifer.brikowski@dwd.wisconsin.gov


College Relations
 

College Relations Committee Celebrates Mentors and Students

Submitted by Arlette Kambwa-Gitau, HR Advisor and Director of College Relations

The GMA SHRM mentorship program serves as a gateway for students to develop themselves in a way that is customized to them and their needs. GMA SHRM members volunteered as mentors to focus on advising mentees on the topics of job searching, connection, personal development, personal brand, and more. The College Relations Committee supported the program by providing monthly discussion questions and topics to help guide conversations and checked in, as needed. This collaboration was developed in 2019 to empower SHRM professional members with an opportunity to practice and sharpen their coaching and facilitation skills. In return, we hope more students experience the benefits of GMA SHRM and the relationship between our organization and SHRM campus partners can grow to further partner and attract talented students into the HR profession.
In May, GMA SHRM held a virtual event to recognize and celebrate its second cohort of GMA SHRM mentors and students. This event was led and hosted by the GMA SHRM College Relations Committee. Here, mentors and aspiring HR individuals shared learnings and ideas from the program, and also provided guidance on enhancements to the program. Participants provided great feedback, and the College Relations Committee is currently considering it to make improvements – including potentially extending the length of the program and expanding offerings to more individuals who may be interested. Overall, the program proved to be a positive experience, with mentors and mentees both learning a lot from their relationships.
 
If you’d like to learn more about mentorship or contributing to our student members, contact Arlette Kambwa-Gitau at akambwag@amfam.com.

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GMA SHRM welcomes the following members who joined our chapter in June 2020!

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Member Awards and Recognition

Have you recently earned a professional achievement award? If so, we want to hear about it. 
If so, we want to hear about it. Send us an e-mail, and we’ll publish your good news in the next HR InTouch!  

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In Transition

If you are a member who is in between jobs, or who is currently employed but seeking new positions or career paths, write us a brief description of your skill set, areas of expertise, what you’re looking for, etc. Send us an e-mail. We’ll publish your information in the next HR InTouch.

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HR InTouch Guidelines

Article Writing:

Do you have an interest in writing for the HR InTouch? We have an interest in learning more about your area of expertise!

Why should you volunteer? Top three reasons: 1) to share your knowledge and experiences to educate others; 2) to become more connected in the HR and Dane County communities; and 3) to contribute towards the advancement of GMA SHRM and the HR profession.

The first step is for you to choose a submission option: you can pre-submit an article to GMA SHRM at any time for us to use in any of the upcoming newsletters, you can sign up to write for a particular month, or we can put you on a list of people to contact in future months whenever we need articles.

Article length:

Because the HR InTouch is now in an online format, the size is flexible. The article should be engaging and hold readers’ attention. Include the core information in your article, and we will advise if it is too lengthy.

Solicitation:

GMA SHRM is conscious not to allow solicitation through the articles, in an effort to protect the interests of our partners and members. The nature of the article should be educational (i.e., what are the business advantages of having a product like yours) or informational. Otherwise, if you truly are interested in advertising through the HR InTouch, you can work with our Marketing Committee. As a rule of thumb for article writing, if the submission relates to a for-profit event, or specifically markets your company (vs. your industry), it is an advertisement, and should be purchased. If it is a not-for-profit event that your company is hosting, or an announcement (i.e., a SHRM member recently joined your company), it is an acceptable addition to the HR InTouch content. If you have any questions related to the appropriateness of your submission, please contact us.

If you have questions, or to submit an article, contact GMA SHRM at chapteradmin@gmashrm.org .