July
2021 

 

HR InTouch

The Monthly Newsletter of the Greater Madison Area SHRM

In This Edition

President's Message

By Tracy Nelson, SPHR, CPTD

COVID-19 Resources 

Information for Madison Area HR Professionals
 

Government Affairs & Legal Updates

Protected Class and the Classifieds: Cautions for Job Advertisements

Professional Development


August 17, 2021 PDS:  Start With the Vision: Six Steps to Effectively Plan, Create Solutions, and Take Action

Stop Propping Up and Mopping Up After Your Managers!
 

Compensation & Benefits

Compensation Survey Now Collecting Data!  Participate Now for Big Purchase Discount!

 

Workforce Readiness, Diversity & Inclusion


Diversity Observances in July
 


GMA SHRM News & Upcoming Events


Committee Spotlight - Diversity Committee

Roundtable Programs Return Virtually for the Rest of 2021!

Human Capital Conference Recap


GMA SHRM Member News


Volunteer of the Year - Jim Neustadt

Welcome New Members!

Member Awards and Recognition

In Transition

 


 

 

 

President's Message

GMA SHRM
2021 Corporate Partners

Platinum Level

Boardman & Clark Law Firm
Delta Dental
Hausmann-Johnson Insurance Group
The QTI Group
UW Credit Union
UW Center for Professional &
  Executive Development

Paylocity

Gold Level

Career Momentum
Group Health Cooperative of
  South Central Wisconsin


Silver Level

Cottingham Butler
Edvest Wisconsin
Littler


Bronze Level

Edgewood College
Quartz
Restaino & Associates Relocation
Reynolds Transfer
Workforce Solutions

Thank you!
 

Hi GMA SHRM Members, 

 

July is the beginning of our new GMA SHRM Board year, which runs from July 1st through June 30th. I would like to introduce you to our new Board as we congratulate and welcome them to their new roles!  Meet our 2021/2022 Board of Directors!

In addition, I would like to thank our transitioning board members for their generous service to our chapter.  Thank you for all you have contributed!

Lastly, thank you to our returning board members for your ongoing engagement in leading GMA SHRM forward!   It has been an unprecedented year, but we have navigated it together and our chapter is strong and thriving!

It is an honor to have the opportunity to lead our chapter forward and deliver on our mission “To offer Madison area HR professionals high quality professional development and networking opportunities with the goal to educate, share ideas, shape experiences, and build lasting relationships, and our vision, “To equip and inspire HR professionals to lead and build a better workplace and community.”

As we look forward, the role of the HR professional will be more important than ever.  We are welcoming employees back to the office or to new remote roles and taking on new challenges as we navigate what is to come in our new talent landscape. 

GMA SHRM is here for our members and guests as we plan opportunities for you to connect and network with other HR leaders and professionals, plan professional development events to help you continue to build and evolve your HR expertise, and offer volunteer opportunities to engage in serving the chapter while cultivating your leadership skills and having fun with your peers.  If you have not yet explored all GMA SHRM has to offer, please reach out to us.  We’d love to have you join us!

Over the past year, we’ve had the opportunity to reflect on the important people in our lives and the things that mean the most to us.  As we enter the summer months and holiday, I hope you will take some time to renew and enjoy your favorite summer pastimes before we begin to prepare for a Fall that brings kids back to school again, and our workplaces return to the “next normal.”   

Please feel free to reach out to me if I can answer any questions for you about GMA SHRM.  tracy.nelson@aspiretalentgroup.com.
Until next month, enjoy and be well!  

Tracy Nelson, SPHR, CPTD
GMA SHRM Chapter President

Click here to view the full GMA SHRM Board of Directors


 

COVID-19 Resources

Information for Madison Area HR Professionals

GMA SHRM HR COVID-19 Resource Page

This page has direct links to:

  • SHRM HR Specific Resources
  • Government Agency Websites
  • Partner Pages with HR specific COVID-19 resources representing:
    • HR Law
    • Best Practices
    • Managing a suddenly remote workforce
    • Finance
    • More... 

 

Government Affairs & Legal Updates

Protected Class and the Classifieds: Cautions for Job Advertisements

Submitted from Brian P. Goodman, GMA SHRM Programming Member, Sarah J. Horner, and Storm B Larson, all Attorneys at Boardman & Clark LLP, a Platinum Sponsor


Brian P. Goodman

Sarah J. Horner


Storm Larson
 

Job advertisements remain critical tools for employers as they attempt to rebuild and expand their workforces in a challenging hiring market, but these advertisements may invite legal risk if not drafted properly. The Wisconsin Fair Employment Act (WFEA) prohibits employers from: (1) printing, circulating, or causing to be printed or circulated any statement, advertisement, or publication; or (2) using any form of application for employment which implies or expresses any limitation, specification, or discrimination with respect to the protected classes covered by the WFEA. 

In most situations, employers will not have difficulty complying with this requirement.  However, the WFEA protects applicants from discrimination based on arrest and conviction records. This is where the unwary employer could make an inadvertent error. It is likely a violation of the WFEA to list as a requirement for a job that applicants have a “clean criminal background” (or substantially similar language) because it presupposes that any arrest/conviction history would prevent the applicant from successfully performing their job duties. Instead, the WFEA contains certain exceptions to the general prohibition against use of arrest and conviction records, such as when an arrest or conviction substantially relate to the job for which the applicant is applying.  A more compliant approach would be to advertise that applicants are subject to a “satisfactory background check, as determined by the organization.”  This indicates that there will be a background check, but a perfectly clean arrest and conviction record is not a requirement for the job.

Employers should review their organizations’ job postings to ensure that they do not unintentionally invite claims for discrimination by excluding applicants who belong to a protected class. An improper job posting could result in an organization receiving a discrimination complaint from any applicant that felt disqualified from applying due to the discriminatory language in the job posting.

If you are unsure if your language is compliant, consult legal counsel.


 

Professional Development

August 17, 2021 PDS:  Start With the Vision: Six Steps to Effectively Plan, Create Solutions, and Take Action


Keynote Presenter:  Robert Shallenberger,  U.S.A.F. Pilot Retired, CEO Becoming Your Best Global Leadership

When employees are asked for their biggest challenges, responses range from, "I feel overwhelmed with everything on my plate" to "We have this great opportunity, but we can't get everyone aligned." The answers span a wide range, but they all share a common issue– they need a planning process that is practical, manageable, and will help develop a way forward.

During this hands-on and interactive program, each leader will tackle the most significant issue they are facing - personal or professional – then use the Six-Step Process to find a solution and develop a plan to solve it. This experience will provide a process you may use again and again in your personal and profession life! The Six-Step Process can immediately be taken back to your teams to address any issue until it becomes a part of your culture.

Becoming Your Best Global Leadership firm has spent years researching more than 50 organizations to see how employees and leaders planned and problem solved to identify what worked and what did not. It was interesting to find less than 10% of leaders had a planning or problem-solving process. To close the gap an approach to planning, The Six-Step Process, was born.

This program will utilize the Six-Step Process to give individuals and teams a process to solve their biggest problems and create a clear plan of who will do what by when in order to solve the problem. The Six-Step Process is the same process used by many successful organizations to solve their biggest challenges. While it will apply to any organizational problem or opportunity, people can also use it to solve any personal challenge they may be facing.

This program will help participants:   
  • Understand how you can use the Six-Step Process with individuals, teams, and your organization to solve your biggest problems and challenges.
  • Develop a plan of who will do what by when to solve your biggest problems and achieve your vision.
  • Learn strategies to help stay accountable and flawlessly execute your plan at a high level.
 

 

Stop Propping Up and Mopping Up After Your Managers!


Submitted by Deborah Laurel, Co-Founder and Chief Learning Officer at The Peer Learning Institute

Help Them Learn How to Do Their Jobs So That You Can Do Yours!

If you are a human resources manager, you wear many hats. You are responsible for recruitment, selection, orientation, training, payroll, and benefits. You trouble-shoot employee and program issues. You handle employee grievances, discipline, and termination. And that’s just in the morning!

Although not in your job description, you also find yourself doing what your managers don’t want to be doing- or mopping up after them when they mishandle a situation. There are certain managers that you continually spend hours advising, resolving issues that they should have handled, listening to employee complaints about them, and repeatedly filling the same positions because of constant turnover in their areas.

Why do you keep propping those managers up? And why don’t those managers do their jobs?

Why HR Steps In
There are a few possible reasons why an HR manager might choose to do a manager’s (dirty) work.

First, the HR manager knows that the manager made a mess of things before, and HR wants to avoid having to mop up after them again. This means that HR doesn’t trust that the manager either knows how to handle the situation or will do it well. Management training is clearly necessary.

Second, the HR manager would prefer not to get the manager involved. This means that HR would like to avoid any possible unpleasantness or negative impact on their relationship with that manager. This is a sensitive matter that may or may not have a simple solution.

Third, the HR manager has a problem with boundaries. This means that the HR manager is no longer clear about what tasks should really be performed by the managers. It would help if HR managers kept a log of the issues that they handle, determined those that are truly their responsibility, and clarified the issues that management should address.

Why Managers Don’t Manage
There are at least four reasons why managers don’t do their jobs.

First, they may not feel that a particular task is their responsibility. This means that they do not have a clear understanding of what a manager’s role is. HR needs to clarify to the manager why the manager is the appropriate person to perform the task.

Second, they may not want to perform the task. This either means that they don’t feel the task is worth the effort, are uncomfortable with the task, fear that they will be unsuccessful if they attempt it or are just plain unmotivated. In all cases, upper management needs to identify objective and measurable performance expectations and hold the manager accountable for achieving them. In addition, the manager may need training to build competence and confidence in the necessary management and interpersonal communication skills.

Third, they know that they don’t have to do the task, because HR will. This means that they are not being held accountable for fulfilling their own responsibilities- and for some reason, HR is willing to step in. There is a role for upper management, as described immediately above. The HR manager should help the manager understand that HR can serve as a sounding board but will not step in to directly handle situations.

Fourth, they don’t know how to perform the task. This means they lack the necessary skills and will need to develop them.

Interpersonal Skills: The Missing Link and a Solution
A lack of interpersonal skills is a major cause of the manager’s inability or refusal to do their jobs. Management requires effective interpersonal skills. This is true whether the manager is leading change, handling a difficult employee, giving performance feedback, providing coaching, creating a motivational environment, or building a team.
Managers do irreparable damage to their working relationships with their peers, their employees, and their customers when they: lack emotional intelligence, cannot control their anger or their tone of voice, can’t make decisions, don’t delegate, don’t communicate clearly, don’t listen, don’t know how to collaborate, or don’t handle conflict or disagreements objectively or professionally.

According to Harvard University researchers, 85% of job success comes from having well-developed interpersonal skills. If you want your managers to start doing their jobs, they will have to develop interpersonal skills and build the confidence to use those skills in their daily interactions.

We Learn Interpersonal Skills Socially
Interpersonal skills are social skills. They are best learned and practiced in a supportive social setting that provides ample opportunities for the managers to interact and test their new skills. Small in-house peer learning groups provide this social learning setting.

Peer-based learning is a self-directed collaborative approach to skill development. Confidential discussions enable the managers to be open and honest about their issues and concerns. They benefit from hearing about each other’s previous failures and present successes. The managers learn with and from each other. They encourage, support, and hold each other accountable as they develop and use their new interpersonal skills to handle their specific shared management challenge.

How the Managers Benefit
Managers find that participation in peer learning groups makes a positive difference in both their ability to manage and their relationships with their peers.

They feel more capable and confident to handle the management responsibilities that they used to avoid. Learning with and from their peer learning group members has created a stronger and more collaborative management team. The managers can rely on each other when they need to work through issues and identify alternative approaches to handle difficult situations.

How the Organization Benefits
Employees don’t leave organizations, they leave managers. Peer learning groups help managers develop the managerial and interpersonal communication skills necessary to ensure positive employee engagement, performance, and retention.
Organizations that use peer learning for management development have 36% more net revenue per employee, 9% higher gross margin and are 4.6 times more likely to anticipate and respond effectively to change.

How You Benefit
You can focus on your other priorities and responsibilities. Your managers know how to do their jobs and you are no longer stepping in to do their jobs for them. There is a sense of relief because the managers are collaborating and supporting each other. There is also less stress because there are fewer employee complaints and grievances and less turnover.

You no longer have to spend time propping up and mopping up after your managers.

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Compensation & Benefits

Compensation Survey Now Collecting Data!  Participate Now for Big Purchase Discount!


Local compensation data is hard to find and the GMA SHRM Compensation survey is a great resource! 

GMA SHRM in collaboration with Gallagher Surveys and Arthur J. Gallagher & Co. are now collecting data for our 2021 GMA SHRM Salary Survey.

Participation has been streamlined and is now contained on one Excel questionnaire.

Visit our Compensation Survey webpage for more information and links to participate!

 

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Workforce Readiness, Diversity & Inclusion

Diversity Observances in July

Submitted by Mary Vesely, Employee Engagement & Inclusion Manager at Fairway Independent Mortgage Corporation and GMA SHRM Director of Diversity


Why not have fun, celebrate our differences/similarities, learn about each other, and use these observances as themes to engage your team!

  • International Non-Binary People’s Day​: July 14
  • National Parent's Day: July 25​
  • Disability Independence Day: July 26
Interested in joining or sharing suggestions for our committee? Contact Mary Vesely, Director of the Diversity Committee at mary.vesely@fairwaymc.com.


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GMA SHRM News & Upcoming Events

Committee Spotlight - Diversity Committee

Submitted by Mary Vesely, Employee Engagement & Inclusion Manager at Fairway Independent Mortgage Corporation and GMA SHRM Director of Diversity

Our Diversity Committee continues to work hard to do our part to learn more and promote diversity, inclusivity, and equity (DEI) through educational awareness and learning opportunities. One of our goals this year is to rollout our DEI resource page we are finalizing and encourage your feedback in the upcoming member survey to help us narrow down the content relevant to your interests/needs. Another goal is to connect with other committees to promote DEI in any way we can, such as during the Meet/Greets, HR Roundtables, social media, and PDS.

If you have any ideas/suggestions of opportunities you identify we can help with, feel free to reach out to me at mary.vesely@fairwaymc.com.   Any and all feedback welcome 😊

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Roundtable Programs Return Virtually for the Rest of 2021!

Click here for dates and registration information!

Special thanks to our Roundtable Faciliators for keeping this valuable resource going!

  • Tracy Niesen Breunig
  • Melissa Chadwick
  • Dawn Koopman
HR Advice Network Roundtables are informal, peer-led discussions facilitated under the auspices of the GMA SHRM Programming Committee. The focus of the roundtables are to support GMA SHRM members who are either HR professionals or individuals who may have HR responsibilities within their organizations.  Members come together to address and discuss their emerging HR challenges, in an open forum format, by sharing information, seeking advice, providing support and tangible resources to one another by exploring best practices.
 
These Roundtables are designed for those professionals who are interested in sharing their ideas and experiences in a confidential environment. It is expected what members share in these roundtables will stay within the roundtable. We encourage members to exchange business cards and reach out to each other outside of these meetings to expand on the discussions.
 
These events are free to members.  This is a member benefit; therefore, non-members and guests can not attend.

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Human Capital Conference 2021 - That's a Wrap!

Submitted by Dana Denny, Employment Specialist at MMSD and GMA SHRM President Elec

“And that’s a wrap, Everyone – Break Set!”  Another successful (virtual) GMA SHRM Human Capital Conference for the books! Our statistics this year were impressive – approximately 200 conference attendees, including Green Bay and Columbia/Sauk SHRM Chapter members. We also fully utilized the components of our newly acquired presentation platform, Remo, which greatly facilitates attendee networking and presenter-audience engagement. True to form - from conference open to our final session - we heard some fantastically relevant messages from our presenters over the virtual two-day conference.

We kicked it into high gear with our Keynote Speaker, Risha Grant, who addressed our attendees regarding unconscious bias, or, in her words, “B.S. Synapse,” helping us re-wire our brains to better understand and thereby navigate bias in the workplace. We then heard from other stimulating speakers over the virtual two-day format, which included Kate Adametz-Jenkins, a certified Brene Brown facilitator on leadership, a specialized COVID legal update from Jennifer Mirrus and Brian Goodman of Boardman and Clark, an extremely thorough deep dive into HR Metrics from Summer Rector (QTI) and Mike Johnson, (Hausmann Johnson Insurance), and the importance of coaching from Phil Martin. Overall, an excellent opportunity for us to re-charge and renew our HR batteries!
 
Believe it or not, in August we will start our planning efforts for next year’s Conference, and we are always looking to add to our group of intrepid and wonderful HCC Committee volunteers! If you’d like to learn more about this committee and how you might benefit from volunteering for the GMA SHRM Human Capital Conference, please feel free to email our new HCC Director, Ms. Anita Herrick at anita.herrick@WVDL.wisc.edu with any questions. 


 

GMA SHRM Member News

GMA SHRM Volunteer of the Year - Jim Neustadt

Every year GMA SHRM honors a volunteer that has been instrumental in our success by sharing their talent, experience and time. This year we want to honor Jim Neustadt – even though he has “retired” in his work life, he certainly hasn’t retired from GMA SHRM.   

Jim Neustadt has been on the Programming team for many years always stepping up to contribute more to the team so we can do more for our members. This year we are supporting a new PDS topic, Ethics for HR professionals. Jim not only supported this topic from the beginning, but he has spent numerous hours brainstorming examples with his network, developing the presentation with the speakers, and pushing the team to choose examples that are timely for our HR community. Because of Jim’s leadership with this topic, we’re able to provide a new and very relevant topic for our members to add value to their workplaces immediately.

Jim’s legacy with the programming committee should not go unmentioned. Jim has always provided insight into what has worked for our members in the past. This combined with his willingness to tackle new projects like the Ethics for HR professionals PDS helps keep our Programming strong and aligned with SHRM’s mission.

Thanks for all you do for GMA SHRM Jim!

Jim has over 46 years of experience in all phases of the automotive industry having worked for General Motors for 10 years, various retail senior management positions for seven years, part owner of a large retail dealership for 14 years, VP at the Wisconsin Automobile and Truck Dealers Association for eight years and retiring in 2015 after having been the Director of HR & Compliance at Smart Motors for seven years.  After retirement he was an adjunct instructor at the University of Wisconsin School of Business SBDC teaching the SHRM certification course for 2 years.
 
He has an undergraduate degree in Business Management from Northern Illinois University, an MBA from Cardinal Stritch University, and he is SHRM-SCP™ certified through 2024. 
 

Welcome New Members!

GMA SHRM welcomes the following members who joined our chapter in May 2021!
 

Jessica Grube SHRM-CP Lost Boys Interactive LLC
Kelly Kazynski   Dental Implant Periodontal Specialists
Storm Larson   Boardman Clark
Deborah Laurel   The Peer Learning Institute
Kristi Sullivan   Windsor Family Dental
Jessica Sweet   A&J Property Restoration
Brenda West   Fickett Structural Solutions, Inc.



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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 .

 

 Amended

 

 
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