August 2006
 

 

 

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Table of Contents:

GMA SHRM
2006 Corporate Partners

GOLD
American Family Insurance
Career Momentum
Lee Hecht Harrison
Melli, Walker, Pease & Ruhly, S.C.

SILVER
Mortenson, Matzelle & Meldrum, Inc.
Stark Company Realtors
Quarles and Brady LLP

BRONZE
ABR Employment Services
Higgins Hemb Insurance Group
General Casualty Insurance Companies
Neider & Boucher, S.C.
Payroll Data Services
Physicians Plus Insurance Corporation
Right Management
Spherion

Thank you!

 


- By Sue Estes, GMA SHRM President

- We Have the Straw That Broke the Camel’s Back, But Where is the Rest of the Camel?
By Bob Gregg, Boardman Law Firm





- E-mail – Friend or Foe?
By Pat Seidel, Pat Seidel Consulting, LLC



- "How to be a Good Employee" Training
From the National SHRM Bulletin Board



- Website of the Month: Global HR



- Human Capital Scorecard Project
Collaborative Learning, Implementation, Early Wins & Next Steps

By Dan Loichinger, CMC

- Welcome New Members

- Movin' Up

- Community Events


M
ark Your Calendar

Click here to view the calendar of events and meeting notices.

 

 


 

August 15 - PHR & SPHR Certification Orientation

It’s not too early to begin planning for the November-January PHR/SPHR Certification Exam. If you have been thinking about becoming certified, attend this informative session.
Program Details

 


2006 Compensation and Benefits Survey Orders are now being accepted.
Participant data is currently being compiled with an expected release date of the first week of September. For more information including the order forms, click here to visit the Survey Information Page from the GMA SHRM website.

- Community activities Community Events
- Conferences

 

- Orientation  
- Certification Prep Information

 

News/Updates - for more information, click topic in left hand column

- SHRM National news  
- State Council news  
- Student Chapter news  
- PEG announcements

 

- Committee announcements  
- View 2006/2007 GMA SHRM Board of Directors  
- Open board positions  
- New members  
- Job line See the latest job postings!
- Question of the month Volunteers needed
- Office News  
- Partner Program Learn more about our Corporate Partner Program and other Sponsorship Opportunities
- Certifications  

 

Printable version


By Sue Estes, GMA SHRM President

There are three kinds of people: Those who make things happen, those who watch things happen, and those who say, 'what happened?'
--Casey Stengel

Beginning my term as GMA SHRM’s President has caused me to reflect upon these words of Casey Stengel. Our chapter is fortunate that we have at any time 50-70 members who are making things happen, rather than watching them happen or asking afterwards “what happened?” The work of our volunteer leaders helps SHRM realize our goals as a professional society devoted to the interests of those who manage the human assets of the world's businesses, agencies, and organizations.

We are asking you to consider getting involved this year to help us sustain and grow our services. Like any other volunteer organization, we are always in need of new volunteers to bring energy and ideas and to help us make things happen.

Some of the questions you might be asking are: “What is the value of volunteering with GMA SHRM, including the value to the organization and to me as an individual?” “Why would I want to get involved?” “How much time will I need to allocate to get involved?” “What’s in it for my company?”

I know from personal experience that volunteering provides an opportunity for networking, interaction and fun! It also gives you as a volunteer a sense of contribution to our profession and a sense of personal gratification. One of the most rewarding experiences I have had is being a part of the collaborative planning with my fellow GMASHRM Board members at strategic planning sessions. I have seen the contributions of our many volunteers bring these plans to fruition. Examples include the work of our Workforce Readiness volunteers with high school youth and assisting others in the community with programs to teach interviewing skills and resume writing. I have also seen plans developed by the Programming Committee and PEGs leaders lead to quality monthly chapter programs and making the first Human Capital Conference become a reality. Our Communications and Marketing Committee has designed new options for corporate sponsorships and advertising, which help financially support our programs. They have brought the monthly newsletter to you Online and provided the media ways to tap into our members’ expertise for their articles, which ultimately advance the HR profession.

It’s been exciting to witness our Student Relations group work with those in college who will one day be entering our profession and the Certifications leaders guide those already in the profession who are preparing for their PHR and SPHR exams. My first experience as a volunteer with GMA SHRM was with the Membership InteractionCommittee, putting together Member Orientations and helping our new members feel welcomed and recognized as an important part of our chapter. My volunteer opportunities have enriched my membership in a way that would not have been possible otherwise, primarily because of the people I have gotten to know and work with along the way.

Why would you want to get involved? As a volunteer leader for SHRM, you will reap many benefits that will help you grow both personally and professionally. Some of the possible benefits include: experience, achievement, recognition, satisfaction through helping others, self-expression, professional competence, certification, and networking. Your personal skills will grow, making you more valuable to your current employer and more marketable to potential employers.

How much time will you need to allocate to get involved? There are opportunities to volunteer on a one-time basis or with on-going projects. You can get involved as much or as little as your schedule permits.

What’s in it for my company? Your organization will benefit by the skills that are enhanced by your participation. These can include communication skills, organizational and time management skills, people skills, the ability to plan both short-term and long-term objectives, enhanced leadership skills, and many more.

Volunteering with SHRM can be a fulfilling and rewarding experience and I encourage each of you to explore the opportunities this year, whether you are a long time GMA SHRM member or someone who has just joined our organization. You can start by reviewing the various volunteer opportunities posted on our Web site http://www.gmashrm.org/website/volunteer_opportunities.asp You can let us know about your interests and availability by completing the online volunteer application at http://www.gmashrm.org/website/volunteer_application.asp and you are always welcome to contact a Board Member or Committee Chair to learn more about which volunteer option might be the best fit for you.

Consider getting involved now and joining us for the 2 nd annual Leadership Breakfast for chapter leaders and volunteers to be held on September 8 th. For more information about this event, please feel free to contact me at sue@celeritystaffing.com.

Finally, I want to thank all of you who are currently or have in the past, volunteered your time with GMA SHRM. Your contributions are appreciated and you are individually valued as someone who has made a difference to our organization.

 


We Have the Straw That Broke the Camel’s Back, But Where is the Rest of the Camel?
By Bob Gregg, Boardman Law Firm

“No good deed goes unpunished” goes the old saying. It can actually seem so in employment litigation.

You have an employee with multiple performance problems, and always with a hard luck story. You have tried and tried to save their job (and their family), excusing the transgressions, accepting excuse after excuse, and giving chance after chance, and they continue to bend the rules or fail to produce. After all of your good faith and leniency, they finally commit the act that is the final straw.

You can no longer look the other way. It has reached the point of no return, and they must go! You document that act and discharge the employee.

Then, after all those months, or years, of the employer’s good faith, extra effort, and leniency, the ex-employee has the ingratitude to file a claim for unemployment compensation, for discrimination, for unfair discharge, or more.

Will your company win or lose?

The problem is that far too often the only serious documentation of the employee’s problems was the “final straw” incident. The rest of the camel is missing.

The “straw that broke the camel’s back” is just a straw. To better illustrate the point, go find a straw. It can be a soda straw, a straw from a broom, or one of those coffee stir straws from the break room. Now lift it, hold it, find its heft. When weighed upon the scale of justice, it will tip no balance.

You need weight to win a case. You have a “burden of proof,” which means something more than a straw to place upon the scale before the court. There should be a documented foundation of the work-related issues which preceded the discharge. A “body of evidence.” The camel upon which the straw was laid.

You can argue that there were many other transgressions before the straw, but your arguments have no effect without documentation. If you did not document and give warnings to the employee at the time of those transgressions, you have only a “shadow camel” and, as you know, a shadow has no weight.

The other side will argue that it is a “mirage camel.” There is no proof that it ever existed at all. It was simply a trick of the employer’s imagination. Without documentation, who can show otherwise?

To the judge or jury, the final straw does not seem sufficient to justify a discharge. In fact, the provable evidence often creates an appearance of unfairness and/or discrimination. The final straw was probably a minor infraction for which other (“good”) employees would not have been fired. The “good” employees may not even have been disciplined. When presented to a court with no underlying “camel,” this clearly presents a picture of unequal treatment.

The final straw often is a minor or moderate infraction. However, if you can show a series of prior performance problems and warnings leading up to the last act, there is a trail of evidence to justify the discharge. Then the judge or jury will see the foundation. They will understand the employer’s good faith efforts to salvage the situation. They will comprehend, even feel, the frustration and see the validity of the discharge.

A thin camel is better than a shadow camel. In most employment cases, the plaintiff has the ultimate burden of proof. There is a “shifting burden” of proof, so at the appropriate phase of the case, the employer must produce valid evidence to meet that burden and show enough weight to at least even up the scale. “Evening up” (50/50) is not great odds for winning, but in some cases it is enough. In many cases, it can be enough to get a favorable pre-trial settlement.

There may not have been a body of formal disciplinary proceedings leading up to discharge, but there may be other documentation of the employee’s transgressions, counseling or other warnings, and evidence of the reasons for forbearance from discipline. Look for supervisor’s notes, letters of instruction, mentions of problems in performance evaluations. The employee’s “excuse memos” may be admissions that the infractions occurred. Witnesses may have observed the infractions or been part of the discussions regarding resolution of the problem.

These may not paint as complete a picture as a well-documented performance improvement/discipline process, but may add enough weight to have some sort of actual camel to support the final straw discharge.

Beware of “after-the-fact” documentation. A thin camel may be better than no camel, but post facto creation of documentation can be worse than none. The previous paragraphs are about looking for existing documentation already in your files or records. It is recommended that you look for this before the discharge. “Documentation” which is created after the fact seems pretextual and self-serving.

In the case of Evans v. City of Houston (5 th Circuit, 2001), the employer’s evidence of the worker’s problem performance came from memos and statements taken after the disciplinary demotion, even after the suit was filed. The court decided that “this after-the-fact documentation cannot be evidence to justify a demotion.”

Beware of the “bloated camel.” Do not let your concern about this issue lead to overzealous documentation. This, too, can lose cases. “Keeping book” on every picky point or minor flaw also seems unfair and may look like the employee was singled out for special negative, discriminatory attention. It may look to the judge or jury that the management was “out to get” the employee by finding every petty flaw. This can result in a sympathy verdict for the fired worker.

The effect of “bloating” is that the more unnecessary issues you throw in to justify the action, the more “fronts” you then have to defend in the counterattack. If some issues are shown to be weak, it may affect the other issues as well. A judge or jury can believe that if some of your reasons for discharge are “shaky,” maybe the whole decision is “suspect.”

If any one of several reasons is viewed as discriminatory, the entire decision can be tainted. The law recognizes “mixed motive” cases in which a discriminatory reason was one of several factors in an employment decision. If the suspect factor was given weight in the decision, then the whole outcome can be found to be wrongful, and the employer can lose the case.

So, trim down the reasons for discharge to the facts which are provable and which go to the issues that warrant the action. Eliminate the chaff.

Can you be a caring employer and give people second chances? Of course! Fear of litigation should not eliminate humane, understanding and considerate treatment of the people in an organization. Basic management principles, Employee Assistance Programs, the FMLA and reasonable accommodation provisions of the ADA emphasize that consideration of human circumstances is important to an effective operation. In fact, more attention to documentation of problem performance and behavior at an earlier stage actually helps you to be more caring and give more “second chances.”

Early documentation and attention allows problems to be addressed before they escalate to a crisis stage. Early documentation gives fair warning to the employee and the “chance” to correct. Early documentation establishes the employer’s firm basis for taking action. A firm foundation creates a better position to take an intelligent and humane risk of giving the second chance without fear that it may come back to haunt you.

WHAT TO DO

Start early. But don’t jump to “keep book” on the first instance of every minor performance issue. Start when problems are repeated after a verbal effort to correct or when you first notice a pattern.

Don’t get frustrated - get correction. When you start to get “frustrated” with the employee may be the time to assess why you feel that way and document the tangible, objective, performance-related reasons. Then start a correction process. This is far better than allowing the frustration to build until a final straw incident. It turns the personal frustration into professional corrective action.

Document warnings and consequences. Document not only the problems but that you communicated the issues to the employee. Continuing problems should result in consequences, including warnings of discharge if the employee is unable or unwilling to correct the behavior.

Document your good deeds. The employee may not know you are being considerate in giving second chances. An employee who has been allowed to drift, excuse after excuse, through chance after chance, may genuinely be surprised and angry when the boss suddenly “lowers the boom” over some seemingly lesser violation for which other employees don’t get fired.

So, in writing, let employees know that they have violated rules which would normally result in more severe action, but that you are being considerate and giving lesser discipline, or a warning. Let them know you are showing consideration.

The file memo to the employee should document why you are being considerate (and retain the evidence which justifies this consideration). This can also be important later in defending a case by an employee who was not given the same “break” because there were no extenuating circumstances. The memo should not “excuse” the performance or behavior; in fact, it should emphasize the possibility of discharge for repetition.

Review the documentation before you act. Prior to making a disciplinary decision, search for and gather the documentation. Make sure you have the evidence to back up a decision instead of just the evidence of the final straw. This includes evidence of prior problems and the evidence of mitigating circumstances which led to showing consideration in the past. Then assess whether it creates a sufficient camel to support the decision.

Remember that straw you found and were holding earlier? Keep it. Put it in a visible place as a reminder that before you act, have the rest of the camel.

Bob Gregg is a partner with the Boardman Law Firm of Madison, Wisconsin. He has over 30 years of experience in the area of employment relations and has conducted over 2,000 seminars on employment law. His emphasis is to help employers identify and resolve problems before they turn into lawsuits.

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.






E-mail – Friend or Foe?
By Pat Seidel, Pat Seidel Consulting, LLC

Are you dreading the 75 - 100 e-mails waiting for you in your inbox? If the answer is yes, you are not alone. This technology break through was supposed to improve productivity and it did, until we lost control of it. The problem is not the technology, but the people that use it. E-mail, once thought of as part of the solution to doing more with less, now presents a unique challenge all its own. E-mail use is out of control and is fast becoming a technology monster that corporate America needs to reign in.

E-mail has benefited the work environment in many ways. It is cheap, efficient, fast, paperless, and overall the best communication tool available today. Right? Not so fast. When e-mail first flew onto the work scene (about 12 years ago), these were the beliefs held by many. But those beliefs have been quickly dispelled as many corporations are learning, the hard way, the cost associated with managing e-mail is huge.

Some recent research shows as much as 41 percent of e-mail sent might be unnecessary. Managing this madness translates into real bottom-line dollars and here is why. If you consider time as a fraction of average wage per day, times the number of employees in the organization, times the number of working days in a year, you can come close to the annual loss of productivity to the organization.

The solution to taking control is simple. Start talking to each other again. Put people back in the equation and show some restraint with e-mail and mailing lists. Stop interrupting co-workers and clients with non-essential “e-mail small talk.”

If e-mail is the best communication choice:

  • keep it brief and friendly
  • be specific about what you want
  • provide enough information so your reader can give it to you
  • show restraint about who gets a “copy”, you are inviting everyone on your cc list to eaves drop
  • be specific in the subject line, a weak subject line gives your reader an excuse to delete your message.

For more information on writing, check out Pat’s Pearls on her Web site at www.patseidel.com


From the National SHRM Bulletin Board…

Topic: "How to be a Good Employee" training
Posted: 7/10/2006 6:40:28 PM
Post: Does anyone offer this type of training to their employees? Just to help them understand the basics...attendance, teamwork, being polite... Not just explaining policies/employee handbook, but more of a conversational meeting so they understand "why" these expectations are there. Maybe informing them of the basic expectations and asking them what their basic expectations are for the employer.

It is hard to believe that this has to even take place, but I don't always see that this has been taught. When working with my company (high turnover) the entry level employees are younger. This is when I wonder what they were taught at home! I hate having to tell employees that an expectation is that they are at work and on time!

Anyone else with similar experiences? Any feedback on how to approach these employees in an informal meeting setting? This would be for current employees and also incorporated into the interviewing process for future employees. Any suggestions are welcome!

Number of Replies: 4 by 7/22/2006 10:35:38 AM

Posted Reply 1: This is just one person's opinion, but after working on both the hiring and the training ends, I think that the kind of energy you're talking about would be really best devoted to clarifying the hiring and interview process.

For the most part the real basics such as politeness, listening, and accepting feedback are in us or not. We can certainly train on these and increase them, but at a basic level of competency I'd assess them in an interview, and then use your valuable training time for other things.

Just my two cents. Would love to hear more if you give it a go.

Posted Reply 2: You may be experiencing the effects of generational differences in the work place. Research shows that one of the most effective tools for decreasing employee turnover of new hires is a good "new employee orientation". A "NEO" class provides you with a venue for communicating your organization's performance expectations. Combining a NEO with a "generations" discussion would probably go a long way to solving your problem. You should be able to find enough information on the SHRM site and through an Internet Google search to solve this issue.

 


Website of the Month: Global HR

There’s no doubt that companies of various types and sizes are realizing the value of a global operation, and HR is usually right in the middle of it to help launch a new division or enter into a global partnership.

Before you jump into a global operation, you might find some value in learning how difficult it is to run a business in another country, and the World Bank has assembled country data profiles that may help your analysis. Categories include enforcing contracts, hiring and firing workers, paying taxes, and much more. Each country also has an overall “ease of doing business” rank. You may be surprised who is number one (not the U.S.) and how some of the big players fared (look at India, China, and Brazil).

Click here to link to the web page introducing the report. Click on the main headline for the country data profiles and rankings. You can also obtain a custom dataset by clicking on the “available online” link. There is a custom dataset on Employing Workers that provides indices on hiring and firing costs and difficulty and rigidity of hiring.

 


Human Capital Scorecard Project
Collaborative Learning, Implementation, Early Wins & Next Steps
By Dan Loichinger, CMC

Nine months ago, eight organizations banded together with the hope of creating their first human capital scorecard. They included human resource leaders from Berbee Information Systems, First Business Financial Services, Home Savings Bank, North Central Management, TDS, UW Credit Union, Veridian Homes and Wipfli LLP. At this time, all have provided their final recommendations to senior management, and continue to work towards full implementation. All members claim this innovative action-learning project a major success.

How did this group of eight organizations come together? Who created the confidence needed to divert budgeted resources into this project? Are the human resource executives pleased with the outcome? This is their story.

HR Scorecard Project – Early Formation

Over three years ago, a new Human Capital Alliance (HCA) was formed with the suggestion from its soon-to-be members, that they look into, study and share practices on human capital. For over two years, members of ten organizations willingly shared project success and plans with others. By their own admission, none of these organizations were ready for the leap of human capital scorecard or engagement projects, but all were making strides in the right direction. It was then that the intent and expertise of several organizations came together.

GMA SHRM, based on the input of the Programming Committee, invited Saratoga to Madison to present at one of the chapter meetings. Not only did the chapter pack the house, but also many other members of the HCA were there as well, and felt the expertise of Saratoga was exactly what they needed as the next step.

At that meeting, and shortly thereafter, Dan Loichinger, CMC, entered into conversations with the consultants from Saratoga/PricewaterhouseCoopers about their work.

Yes, they were interested in the work of the HCA, but no, they had never implemented the human capital methodology with organizations simultaneously.

Participating Organizations:

  • Berbee Information Systems
  • Home Savings Bank
  • First Business Financial
  • North Central Management
  • TDS
  • UW Credit Union
  • Veridian Homes
  • Wipfli LLP

The energy built from that moment and three organizations came together to launch the first Human Capital Scorecard & Engagement Project. Vicki, together with Jeff Hackel and Laura Jaggi, became the steering team for moving the project ahead. As a result of their leadership efforts, a project charter was created; a white paper written and a list of human resource executives from across southern Wisconsin were invited to an orientation to learn more about participating. GMA SHRM offered to help sponsor, alongside Wipfli LLP and Pricewaterhouse Coopers/Saratoga.

Everything was in place, and the eight organizations courageously signed on to the pilot experience. The participating leaders agreed to launch the project with conversations about organization strategy with their senior leaders, and to carve out three days for learning everything they needed to know to apply the concepts. The challenge was three-fold. First, how would they engage their senior leaders so that the scorecard could be built on, and aligned with the organizations vision for the future? Next, how could they move beyond a simple HR Scorecard, to a HR workforce measurement system? And finally, could they come together and learn as a group, while respecting the individual needs and proprietary desires of their organizations?

The Participant Experience

Fast forward to January 12, 2006 - the day of the first learning workshop. After working through the pre-reading and pre-workshop assignments, participants came together to reinforce the basics of human capital – determining the return on measurement, defining measurement deliverables, assessing risks to successful measurement program, and identifying the resources needed for strategic human resource measurement. The workshop balanced the need between information and workshop engagement. Participants left on a high, even though there was much work to be done prior to the second workshop.

February 9, 2006 came rapidly as each human resource leader was forced to reprioritize their work and move into early stages of implementation. After the initial conversation with executives needed to confirm strategy, direction and focus, they also worked to influence the change management process with key stakeholders. The challenge of today’s workshop: developing a customized scorecard with our multi-organization learning structure.

Sometimes, the excitement of learning can overcome any real obstacle. That was certainly the case as the participants worked through learning and application while developing line of sight from business to HR strategy, linking metrics to strategy and moving to data collection.

The first major project shift needed to occur as participants required more time and the date for our third workshop was re-scheduled. Individual conference calls to review progress had identified that more time was required to make improvements and meet with stakeholders. The participants breathed a sigh of relief, and came back together to share the measurement systems they had drafted after the second workshop.

The third and final day of workshop learning began with each organization sharing their measurement strategy draft. Each participating leader not only unveiled the scorecard draft, but the thought process behind their intent, and the efforts that would be required to continue implementation. They were focused, well thought out and prepared to move forward in nearly every aspect. Later that morning, Saratoga consultants added to the information and knowledge base by presenting materials needed to present to senior management, reviewing scorecard templates, developing the business impact, setting targets, completing stakeholder assessments and communicating ongoing results.

“The workshop series presented by PwC/Saratoga & Wipfli on strategic HR measurement and development has been phenomenal. The presenters have facilitated a systematic process of assessing the business climate and strategic initiatives of our company and then delivered the tools to create measures. The tool has a cascading effect starting with the overall business strategies, moving to the people strategies, then linking to people drivers, and finally ending with the applicable measures. I highly recommend this workshop series to any organization looking to enhance their measurement practices.”

Jeff Hackel
Vice President, Human Resources

Now we wait. We have provided the action learning, helped to integrate strategic measurement systems between the organization and the HR function, supported with conference calls, and now we wait for the progress reports after each participants follows through with their final task – working through implementation.

What’s Next?

First of all, we will continue to support the efforts of individual participants and their organizations through the collaborative learning process. In a consulting debrief meeting, we stressed to participants that we will continue to support their early steps of implementation, and will bring every one back in September, to discuss organizational learning, implementation and ongoing challenges.

Qualifying Characteristics:  

  • Organizations who…
    • Comprehend the value of human capital
    • Have formulated and organization strategy
    • Willingness to deal with a level of ambiguity
  • HR Leaders who…
    • Have earned the ear & respect of senior management
    • Willingness to identify the strategic role of HR
    • Enjoy collaborative learning with other colleagues

Second, given our success, together with you, our intent is to launch the second Human Capital Scorecard & Engagement Project opportunity in the Madison area after the first of the year. While we will begin with those human resource leaders who could not carve the time out for the pilot project and those who have already signed on, we are open to discuss the opportunity with others throughout the chapter. If you would like to consider participating in the second offering, contact Dan Loichinger, CMC at loichinger@charter.net. An orientation meeting will be set up for mid-November.

Finally, it is our hope to begin discussions with Saratoga about initiating an annual human capital benchmarking service, and providing annual subscriptions. Through this effort, as well as having participating members gather together in a roundtable experience to continue learning, will only serve the participants with strategic value going forward.

Dan Loichinger, CMC has worked with client organizations for over twenty years. His expertise focuses primarily on high-potential leadership systems, executive coaching, organization design & succession, and collaborative learning. He has provided his clients decades of experience in helping them to progress and prosper as a business and individually as executives. In addition, he has offered his expertise to assist and teach others. He has volunteered as an ad hoc lecturer with the UW Madison School of Business, has participated as an examiner for the Wisconsin Forward Award, the Governor’s Business Plan Contest, and most recently as a judge for Corporate Reports, Workplace of Distinction Awards.


Welcome New Members!

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

Pamela S. Barnes

Human Resource Assistant

Econoprint, Inc.

Kimberly K. Beck

Sales Executive

Cottingham & Butler

Donna M. Beestman

President

Career Success Strategies

Samatha Landphier

Recruiter

WPS

Cynthia K. Rhyner

HR Generalist

Electronic Theatre Controls


Community Events

08.05.06

Community Open House, Monona Terrace Community and Convention Center. Enjoy a free-guided tour of the building at 12PM, 1PM, and 2PM.

10.19.06

5th Annual YWCA Racial Justice Conference at the Alliant Energy Center in Madison. Topic - Creating the Multicultural Organization: A Model for Organization Change. The conference will feature internationally recognized speaker on cultural diversity, Dr. Taylor Cox, as well as YWCA Racial Justice programming designed to support diversity initiatives spearheaded at the conference. Participants will learn both about a template for strategic change to create a multicultural environment and about different models of racial justice programming that are currently available. This conference will benefit any organization that is working to increase diversity and capacity for a more inclusive, multicultural workplace. More information can be found at: http://www.ywca.org/site/pp.asp?c=lkJZJdO4F&b=1518707 .


Movin’ Up

Pat Seidel Consulting, a consulting company specializing in written communication and presentation skills training, has opened its doors for business. Pat Seidel serves clients in the greater Madison and Mid-West area. She has an extensive experience in training and adult education practices. She has 25 years of varied corporate experience in training, six of those specializing in written communication skills.

Based in Brooklyn, Wisconsin, Pat Seidel, Principal, specializes in written communication and presentation skills training. Her lively workshops cover writing skills from e-mail to customer service. Pat Seidel Consulting serves medium sized companies and assists them with communication and presentation skills at all company levels. Clients include: Mercury Marine, The Energy Center of Wisconsin, Trostel Industries, api Software, Inc., MEUW, Smith and Gesteland, Madison Gas & Electric Company, and UW - Stout. For more information, visit www.patseidel.com, call (608) 455-8391 or e-mail patseidel@charter.net.

Pat Seidel Consulting, a consulting company specializing in written communication and presentation skills training, has opened its doors for business. Pat Seidel serves clients in the greater Madison and Mid-West area. She has an extensive experience in training and adult education practices. She has 25 years of varied corporate experience in training, six of those specializing in written communication skills.

Based in Brooklyn, Wisconsin, Pat Seidel, Principal, specializes in written communication and presentation skills training. Her lively workshops cover writing skills from e-mail to customer service. Pat Seidel Consulting serves medium sized companies and assists them with communication and presentation skills at all company levels. Clients include: Mercury Marine, The Energy Center of Wisconsin, Trostel Industries, api Software, Inc., MEUW, Smith and Gesteland, Madison Gas & Electric Company, and UW - Stout. For more information, visit www.patseidel.com, call (608) 455-8391 or e-mail patseidel@charter.net.

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.