May 2008
 

In This Edition


By Anthony Dix, SPHR, MBA,
GMA SHRM President

GMA SHRM Board of Directors

GMA SHRM Board Member Profile


Non-Competes in Wisconsin Becoming Even More Difficult to Enforce

- By Michael P. Gallagher, Melli, Walker, Pease & Ruhly, S.C.


Don't Miss This! - Trends in Reward Program Management
- By Mark D. Aulik

2008 Compensation and Benefits Survey

The Ripples Project

Does Your Educational Assistance Program Make the Grade
- By Nancy N. Stott, MRA

- GMA SHRM Receives Distinguished Award

- ASTD SCWC - 2008 Annual Learning Summit

- WISHRM State Conference - Save The Date!

- Welcome New Members

- What's Cool in HR

- In Transition

- Movin' Up


Click here to see the full GMA SHRM Event Calendar.

- May 13, 2008 - 3rd Annual GMA SHRM Human Capital Conference


Printable version

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Anthony Dix , SPHR , MBA
GMA SHRM President
 
GMA SHRM
2008 Corporate Partners

GOLD
Boardman Law Firm
Lee Hecht Harrison
Melli, Walker, Pease & Ruhly, S.C.

SILVER
Fidelitec, LLC
MRA
Physicians Plus Insurance Corporation
Right Management
UW Credit Union

BRONZE
Career Momentum
Edgewood College
Neider & Boucher, S.C.
Payroll Data Services
QBE Regional Insurance
Spherion
Stark Company Realtors

Thank you!

On May 13th, the Greater Madison Area SHRM Chapter is hosting their 3rd Annual Human Capital Conference: Extreme HR, GMA SHRM Edition.   I can guarantee you and your co-workers will benefit from attending this excellent learning and networking event.  The speaker line-up is as follows:

Opening Keynote – Paul Wesselmann:  Extreme Connections.  The focus of Paul's keynote is how to make networking fun and effective!

Lunch Keynote - National Speaker Simon T. Bailey:  Releasing Your Leadership Brilliance.  Simon's focus will be on the importance of leadership in engaging your employees' minds, hearts and discretionary effort. 

The conference is also hosting the following great breakout sessions:

    • Optimizing Leadership Talent
    • Organizational Change:  Stop Managing and Start Leading
    • Think Like an Entrepreneur:  6 Essential Competencies for HR Leaders
    • Top Companies for Leaders (presented by Hewitt)
    • HR Guardian or Strategic Advisor?   Skills for the Transition
    • Employment Branding
    • The New World of Background Checks:  Safely Maneuvering in the "My Space" Age
    • Credibility:  Key to Effectiveness When Managing Projects

And, at the end of the day's event, an optional networking event will be held so you can continue to build strong relationships with your peers.  More information on the conference, keynote presentations, breakout sessions, and the networking event can be found on the GMA SHRM website at:

http://www.gmashrm.org/website/programs/2008/May_Conference.shtml

Also, GMA SHRM keeps the conference price at less than $100 for members - a great value! What are the benefits to you by attending this event?  A great day of learning, inspiration, networking, and a copy of Simon Bailey's latest book.   This year, the program has also been HRCI certified, so attending will earn you 4.75 credit hours toward your recertification.

Have a great month of May and I hope to see many of you at the Human Capital Conference on May 13 th.

Best Regards,

Anthony J. Dix, SPHR, MBA
GMA SHRM President


GMA SHRM Board of Directors

Anthony Dix
President

Cassy Van Dyke
President Elect

Sue Estes
Past President

Chris Berg Thacker
Secretary Treasurer

Kris Schmitt
VP, Membership

Kari Lauritsen
VP, Programming

Mike Leibundgut
Director, Marketing & Communications

John Komosa
Director, Education & Development

Additional information, including board contact information can be viewed at: http://www.gmashrm.org/website/leaders.shtml.

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GMA SHRM Board Member Profile

 

 

 

 

 


Chris Berg Thacker
Secretary Treasurer

  1. What is your job title? Director of Human Resources and Operations

  2. What is the focus of this position? I work for the Energy Center of Wisconsin, a non-profit organization. This position is a member of the senior management team and is the sole person in human resources. I am responsible for all human resource activities. Additionally, I have direct supervision of the administrative team including accounting and IT. I am also responsible for the day-to-day-operations of the Energy Center.

  3.  What is your current GMA SHRM volunteer position job title? Secretary/Treasurer

  4. What is your job title? Director of Human Resources and Operations

  5. What is the focus of this position? I work for the Energy Center of Wisconsin, a non-profit organization. This position is a member of the senior management team and is the sole person in human resources. I am responsible for all human resource activities. Additionally, I have direct supervision of the administrative team including accounting and IT. I am also responsible for the day-to-day-operations of the Energy Center.

6. What is your current GMA SHRM volunteer position job title? Secretary/Treasurer

7. What inspired you to become a GMA SHRM volunteer? I wanted to become more involved in the human resources profession and to share experiences and problem solve with others in my field.

8. What are the primary responsibilities of this position and what are your goals within this role? Primary responsibilities include taking minutes at Board meetings and maintenance and record-keeping related to Chapter financial records and investments. This position also participates in the development and implementation of short-term and long-term strategy planning and budgeting for the Chapter. The objective of this role is to act as a financial advisor of the Chapter.

9. How long have you been in the Human Resource field? 18 years

10. Please share some of your employment experience. The Energy Center was started 18 years ago and I was the second employee doing most everything for the organization. As the Energy Center grew, my responsibilities increased. At one point I had to make a decision to either focus on accounting or human resources as both areas needed full-time attention. Because I love to work with people, my decision was easy. I enjoy working for a small company as I can help shape my own career path.

11. Please share your educational background (including any certifications, designations, or other titles)? I have a Bachelor Degree in Human Resources and I recently completed my MBA in Organizational Development. I also have my PHR.

12. If you could choose any job in the world, what would it be and why? I would like to be a private, independent, Human Resources Consultant. I would like to be responsible for my own schedule and work one-on-one with a variety of people and businesses. This flexible schedule would also allow me to pursue other volunteer opportunities throughout the community.

13. If you would like to share information about your personal life (i.e., family, hobbies/interests, other volunteer activities) please do so. I have been married for 25 years and my husband and I own Bennett’s Middleton, a full service Sinclair station. Part of my spare time is spent supporting the business. I also enjoy spending time at our cabin in northern Wisconsin, boating, fishing and snowmobiling. My hobbies include gardening, reading and taking long walks with my dog Max.

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Recent Court Decisions Suggest It Is Becoming Even More Difficult To Enforce Non-Competes In Wisconsin.
Michael P. Gallagher, Melli, Walker, Pease & Ruhly, S.C.

It is no secret that Wisconsin disfavors contractual provisions, often called “restrictive covenants” or “covenants not to compete,” which attempt to limit an employee’s post-separation activities. Wisconsin has a strong public policy favoring worker mobility, as reflected by section 103.465 of the Wisconsin Statutes. The courts have interpreted that section to prohibit any post-employment restrictive covenant that is not shown to be reasonably necessary as to scope, territory and duration to protect the employer against an “unfair competitive advantage.” If any part of a restrictive covenant is deemed “unreasonable,” the entire covenant becomes unenforceable.

While covenants not to compete have long been disfavored, three recent decisions of the Wisconsin Court of Appeals suggest that enforcement of non-compete agreements may be becoming even more difficult. These decisions are a good reminder that restrictive covenants must be drafted with extreme care. Close attention must be paid to identifying the particular employer interests meriting protection and to the ever-shifting terrain in this area of the law.

H&R Block Eastern Enterprises, Inc. v. Swenson, et al.

H&R Block , decided by the Wisconsin Court of Appeals on December 20, 2007, involved six former H&R Block tax professionals in La Crosse, Wisconsin. The former employees had been with H&R Block for between ten and twenty-five plus years. According to the court, tax professionals are virtually the sole contact between clients and H&R Block, often serving the same clients year after year.

Each of the former employees had employment contracts that prohibited them from servicing or soliciting certain H&R Block clients for two years following employment termination. The relevant clauses also provided that the two-year period was “to be extended by any period(s) of violation.”

The employment of all six former employees ended in April and November of 2004. The court’s opinion does not say whether the employees quit, but given what happened next, it is probably safe to assume at least some of them did. In December 2004, two of the former employees, whose employment ended in November, started their own tax preparation and bookkeeping firm in La Crosse; and the other four former employees were promptly hired to work for the new business. H&R Block sued to enforce its contracts with the former employees.

In finding the restrictive covenants void and unenforceable, the Court of Appeals reasoned that the provision permitting an extension in the duration of the restriction was ambiguous. Specifically, the court found that a former employee could not determine with certainty how long the extension would be in effect for particular conduct in violation of the covenants. The court also concluded that whether certain conduct actually constituted a violation is something that could legitimately be disputed and therefore depended on outcomes a former employee could not predict, i.e. whether a court would find particular activities violated the restrictive covenants.

Such “uncertainty” meant that H&R Block could not enforce its otherwise legitimate interests in limiting its former employees’ ability to exploit the exclusive client relationships they developed through their employment at H&R Block.

Star Direct Inc. v. Eugene Dal Pra

Another case decided last December, Star Direct, highlights a further significant uphill enforcement battle faced by Wisconsin employers. Under Wisconsin law, if any part of an “indivisible” covenant is unreasonable, the entire covenant is unenforceable, even as to its reasonable parts. In a separate concurring opinion, one of the judges in Star Direct expressed the concern that the courts’ decisions on this issue have “laid a framework that will result in treating as one indivisible covenant practically all clauses restraining competition in an employment agreement.” That concern is well founded.

Star Direct, Inc. distributes various products to convenience stores and the like, selling its products through route sales associates who call on customers on an assigned route. One of its sales associates, Eugene Dal Pra, quit his employment and started up his own merchandise distribution business. In his new business, Dal Pra sold some of the same products to the same customers he cultivated as an employee of Star Direct.

Dal Pra had signed an employment agreement with Star Direct, which included (1) a clause restricting Dal Pra from servicing or soliciting certain Star Direct customers for a two year period (the “customer clause”); and (2) a clause that prohibited Dal Pra from being engaged in a business “substantially similar to or in competition with” the business of Star Direct for a period of two years, within a certain geographical area (the “business clause”). Star Direct sued to enforce the agreement.

The Court of Appeals held that the agreement’s business clause was overly broad because it covered business “substantially similar” to that of Star Direct without a showing that this broader limitation was necessary to protect Star Direct’s interests. The court invalidated the customer clause as well, holding that the two clauses constituted a single indivisible covenant. The court did not address whether the customer clause would have been enforceable on its own.

Based on prior case law, the Star Direct court held that clauses restraining post-employment competitive activities are indivisible if they merely “govern several similar types of activities and establish several time and geographical restraints.” Absent that broad approach, it may be that the customer clause at issue in Star Direct would have survived.

Fox Valley Thoracic Surgical Associates, S.C., d/b/a Appleton Heart Surgeons v. Ferrante

Finally, the Wisconsin Court of Appeals decision in Ferrante, decided February 19, 2008, is a stark example of the requirement that non-competes be narrowly tailored to protect employer interests. Appleton Heart Surgeons sued its former employee, Dr. Ferrante, to enforce the covenant not to compete contained in his employment agreement. Dr. Ferrante is a heart surgeon who quit his employment with Appleton Heart Surgeons and then opened his own practice in the same building. To make matters worse for Appleton Heart Surgeons, Dr. Ferrante continued to take referrals from the patient referral group which gave Appleton Heart Surgeons ninety percent of its business. Appleton Heart Surgeons saw its referrals drop off significantly, and it ultimately closed its practice.

The restrictive covenant in Dr. Ferrante’s employment agreement prevented him for a period of one year after termination from practicing heart surgery or thoracic medicine within the city limits, or within a thirty mile radius of the city limits, of Appleton, Neenah and Menasha, Wisconsin. Appleton Heart Surgeons contended that most of its patients resided in those areas.

The Court of Appeals, however, found there was no evidence the geographical restriction was necessary to protect Appleton Heart Surgeons from unfair competition in view of the fact that most of its patients were referred to it by a single source. In the court’s view, it was competition for those referrals, not competition for patients within a specific region, which Appleton Heart Surgeons should have protected itself against. As a result, the court held that the restrictive covenant was void and unenforceable. Appleton Heart Surgeons was left with no remedy against Dr. Ferrante under the employment agreement despite the fact that Dr. Ferrante had effectively forced Appleton Heart Surgeons to close its doors.

One of the main lessons employers ought to take from these cases is that restrictive covenants must be written with great care and generally in the narrowest possible terms in order to increase the probability of enforceability. Non-competes also need to be periodically reviewed to make sure that the circumstances which may have supported a non-compete at its inception have not changed over time and still support the non-compete in light of current legal standards.

Finally, employers need to be cognizant of the fact that non-competes are becoming increasingly more likely to be challenged as new theories of unenforceability are embraced by the courts. Even with careful drafting, employers should be prepared to see a court search for a basis to find a non-compete unenforceable, despite compelling evidence of the employer’s need for protection. As such, in addition to a non-compete drafted with an awareness of what may or may not be enforceable, employers are well advised to consider other business strategies designed to ensure customer loyalty.

Mike Gallagher is an Associate with Melli, Walker, Pease & Ruhly, S.C. His practice includes business and employment law and litigation.

The opinions expressed or implied are those of the author and may not represent the official position of GMASHRM. This article is intended for general information purposes and highlights developments in the legal area. This article does not constitute legal advice. The reader should consult legal counsel to determine how this information applies to any specific situation.

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Don’t Miss This! - Trends in Reward Program Management
By Mark D. Aulik

The June HR Toolbox will showcase recent research conducted by Hay Group in conjunction with WorldatWork and Loyola University of Chicago associated with common practices and best practices in the area of compensation, including:

  • base compensation,
  • variable pay,
  • fiscal management of pay and
  • linkage to performance management.

The focus will be on what most admired companies are doing and what they avoid. Participants will learn the answers to:

  • How much should a company communicate? How much is enough and how much is too much?
  • How do the most admired manage base pay differently than their peers and how do they differentiate pay?
  • How do the most admired companies manage and communicate their incentive plans? What sets them apart from their peers?

What: Trends in Reward Program Management
When: June 17 th 8:30-10:00 am
Where: City Center West, - 525 Junction Road, Madison, WI

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2008 GMA SHRM Compensation and Benefit Surveys
By Cassy Van Dyke

GMA SHRM is pleased to announce that after a comprehensive RFP process, Enetrix has been selected as our 2008 Compensation Survey and 2008 Benefits Survey Vendor.

This decision was made by a sub-committee using a variety of selection criteria, including the needs of our members and survey users. Some of the benefits of the new surveys include:

  • Online survey access, including online data submission and reporting functionality
  • Real-time access to searchable reports
  • Data trending on the reports to allow forecasting
  • Automated population of your company’s previous year’s data to allow for easier data updates
  • Data security/confidentiality
  • Exceptional customer service, training, and support

…and more!

Thank you to the members of the vendor selection committee, who worked with the Board of Directors to select our new vendor:
Joan Provencher - member, survey user
Chris Storlie - member, survey user
Mike Leibundgut - Board Liaison
Heather Dyer - Chapter Administrator

A premier provider of online survey services, Enetrix offers over 30 years of compensation consulting and related experience in a variety of sectors. GMA SHRM is looking forward to this new partnership and to continuing to serve the needs of our members.

More information regarding the new survey will follow. In the meantime, if you have any questions regarding the surveys, please contact Chapter Administration at chapteradmin@gmashrm.org.

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The Ripples Project

In 1999 Paul Wesselmann, the Opening Keynote speaker at The Greater Madison Area SHRM 3rd Annual Human Capital Conference,began sending out inspirational email on Monday mornings that would help people remember the gigantic potential of tiny actions. Then people began submitting their own inspirational quotes, so instead of coming from Paul, the newsletter became a community of Ripply people. Ripples is the free weekly inspirational email Paul sends out every Monday morning to over 17,000 members. Click here to go to the Ripples Project.

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Does Your Educational Assistance Program Make the Grade?
By Nancy N. Stott, MRA

An increasing number of working adults are continuing their formal education. The National Center for Education Statistics (NCES), part of the U.S. Department of Education, is the best source for statistics regarding all aspects of education and literacy. NCES last conducted a comprehensive National Households Education Survey in 2001. Although the results are somewhat dated, they offer valuable insight into adult education:

  • Participation in adult education increased from 40 percent in 1995, to 46 percent in 2001 and has probably grown to 50 percent by now.
  • More women than men participate—49 percent of women and 43 percent of men engage in some type of educational activity.
  • Prior educational attainment is positively related to participation in adult education—22 percent of adults who had not completed high school participate, compared to 34 percent with high school diploma or equivalent, 48 percent with some college education, and 66 percent with bachelor's degree or more.
  • Employment is related to participation—employed adults are more likely to participate (54 percent) than those unemployed (25 percent).

Many of these adult students are able to benefit from educational benefits offered by their employers. There are two types of educational assistance programs employers can offer, commonly referred to by their Internal Revenue Code Section number. Under each of these plans, if certain conditions are met, the educational assistance payments made by the employer to the employee (or the institution on behalf of the employee) are not taxable income to the employee.

Code Section 127 Program

Code Section 127 provides for an exclusion of up to $5,250 per calendar year from an employee’s income if the money is paid under a qualified educational reimbursement program. To qualify the employer’s program must:

  • Be incorporated in a written plan document.
  • Communicate the availability and terms of the program to eligible employees.
  • Benefit employees in an employer-designated classification that does not discriminate in favor of highly compensated employees.
  • Provide no more than 5 percent of its total benefits each year to individuals who own more than 5 percent of the company’s stock.
  • Not give eligible employees a choice between educational assistance benefits and any other taxable compensation (cash or noncash).

The courses taken do not need to be related to the employee’s current job, nor do they need to lead to a degree. Both undergraduate and graduate courses are covered. Items that may be paid for or reimbursed under an educational assistance program include tuition, fees, books, supplies, and equipment.

Employers are not required to offer the maximum $5,250 benefit; they may designate a lower limit for their plan. They may also place certain restrictions on receipt of benefits under the program including requiring that a certain grade be earned, correlating the level of reimbursement with the grade earned, and requiring the course be related to the employee’s current job.

Code Section 132 Fringe Benefit Programs

Sometimes an employer cannot or does not want to satisfy the criteria set out in Code Section 127, but wants to offer nontaxable educational assistance benefits to employees. This can be done if the benefit satisfies the criteria for a “working condition fringe benefit” under Code Section 132. A working condition fringe benefit is a benefit provided by the employer that the employee would be allowed to deduct on his or her individual income tax return if the employee had paid the amount. In order to be a deductible expense for the employee, the education must be directly related to the employee’s current job responsibilities.

Courses that prepare an employee for advancement, even if in the same field, do not qualify. Payment or reimbursement for courses that allow the employee to meet the minimum educational requirements in the employee’s current field of employment or a new field of employment are taxable because these courses are not directly related to the employee’s current job responsibilities. A course-by-course analysis must be made because courses that are in an employee’s current field but are in areas the employee does not have responsibility for in the current job must be excluded from favorable tax treatment.

The Code sets no annual limit on the amount that can be paid or reimbursed under a Section 132 plan. An employer may elect to set a limit.

Offering educational assistance to employees can be a valuable retention tool for employers. It lets employees know you are interested in their professional development and the knowledge acquired in the courses can help to keep the employer’s operations up to date. When setting up either of these educational assistance programs, employers may want to seek professional advice to ensure compliance with all the legal requirements set out in the Internal Revenue Code.

Nancy N. Stott is HR Information & Solutions Director for MRA. Nancy has helped hundreds of employers find workable solutions to their employment challenges, including managing family leave issues, responding to charges of discrimination or harassment in the workplace, understanding benefits issues, complying with the Americans with Disabilities Act and other laws affecting employment. Phone: 800.488.4845, web: www.mranet.org.

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GMA SHRM Receives Distinguished Award

 

The Society for Human Resource Management (SHRM ) in Alexandria, VA has awarded the Superior Merit Chapter designation to the Greater Madison Area SHRM for its scope of work in perpetuating and supporting the mission of the organization in 2007.

The Society for Human Resource Management is the world’s largest association devoted to human resource management. The Society serves the needs of HR professionals and advances the interests of the HR profession. Founded in 1948, SHRM has more than 225,000 members in over 130 countries, and more than 575 affiliated chapters.

The Greater Madison Area Human Resource Association is one of 116 chapters receiving the distinction in SHRM’s North Central Region comprised of 10 states and 151 affiliated chapters

“This recognition demonstrates both the leadership and the successful partnership the chapter has with SHRM to serve the networking and professional development needs of human resource professionals and to the advancement of the human resources profession” noted Pamela J. Green, SPHR, Chief Membership Officer for SHRM.

The Greater Madison Area Chapter receives a Certificate of Recognition, a specialized banner to display at its meetings and events, and is being recognized in SHRM’s publications and at its conferences.

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June ASTD Program - 2008 Annual Learning Summit - Wednesday, June 4, 2008 - Increasing Adaptability - Improv in the Face of Change

Improvisation is all about responding to change quickly and this workshop teaches you how.   You’ll learn how to use key techniques of improvisation to successfully adjust and navigate through times of change and you’ll learn how to:

  • Increase the ability to be flexible and adapt to change
  • Respond to unexpected changes “in the moment”
  • Create effective solutions to manage long-term changes

Click Here for more information!


2008 WISHRM State Conference - October 15, 16 & 17, 2008

Save the date for the 2008 State Conference in Green Bay! Registration will be open June 1st at www.regonline.com/wishrm08

 

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Welcome New Members

GMA SHRM welcomes the following members who joined our chapter in March 2008.

Micki L. Beutler

Staffing Supervisor

Celerity Staffing Solutions

Arhelia L. DallaCosta-Behm, PHR

Staffing Specialist

American Family Insurance

Cynthia Deprimo

Office Manager

A&J Specialty Services

Becky A. Deutmeyer

Director of HR

Johnson Health Tech NA

Jenna L. Hansen

Administrative Coordinator

Spectrum Brands

Leah L. Hernan

Administrative Supervisor

John Wick Homes

Lorraine W. Hodges

Director of HR

 

Craig J. Klaas

Branch Manager

Klaas Financial Services, Inc.

Amber A. Mau

HR Manager

WTS Paradigm

Shane Anthony McCarrey

Mgr, Human Relations & Development

ABS Global Inc

Susan E. Peterson

Vice President - HR

Marshall & Ilsley Corporation

Bethany A. Retzlaff

HR Generalist

The Madison Concourse Hotel

Jenn P. Robinson

HR Manager

Midwest Patrol & Investigative

Melissa K. Roth, PHR

Benefits Specialist

Virchow Krause Employee Benefits

Jillian B. West

HR Manager

TomoTherapy, Inc.

 


What’s Cool in HR in the Greater Madison Area?

What’s going on in HR in your workplace?

Have you…

  • completed a major project,
  • implemented something new,
  • managed a change,

Is there something…

  • your company/dept does really well,
  • interesting about your company culture
  • that makes your company an employer of choice

We want to hear about it! Share it with your HR colleagues in HR InTouch. Send us an e-mail

 


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.


Movin' Up

Jamie Wackerlin  has begun a new role within Precision Devices, Inc. in Middleton as HR Administrator, formerly serving as an Administrative Support/HR Assistant. Contact: jamie_w@pdixtal.com, (608) 831-4445 ext 247

Have you started with a new company? Has your organization recently promoted you to a new position? Or do you want to recognize a new person or promotion within your department? 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!


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 .

 


 

 

 

 

 

 

 

 


Greater Madison Area SHRM, Inc.
2830 Agriculture Dr.
Madison, WI 53718
(608) 204-9814
fax: (608) 204-9818
e-mail:
chapteradmin@gmashrm.org
Web: http://www.gmashrm.org/

© 2004; Greater Madison Area SHRM, Inc. All rights reserved.