By Sue Estes, GMA SHRM President
Have you given some thought to your “rocking chair vision”? That is, what will your life be like when you retire? What will you be doing, where will you be living, will you be working, how much money will you need? Pam Green, Regional Director for SHRM, spoke to WI SHRM chapter leaders recently at the Wisconsin State SHRM Leadership Conference held in Neenah and asked us all to give some thought to our “rocking chair vision” so we could begin to work on developing our goals to get there. Her presentation titled “Creating Your Own Personal and Professional Path” provided “food for thought” for the others (Anthony Dix, Cassy Van Dyke, John Komosa, Karol Buckingham, and Mike Leibundgut) and me from the GMA SHRM Board who attended the conference.
The leadership conference offered opportunities to make personal reflections (such as with Pam Green’s presentation) and also provided a mix of topics and discussions aimed at giving attendees a better understanding of their leadership roles in SHRM and within their organizations. The conference was an exciting opportunity to network with other chapter leaders from around the state and get ideas on how to improve our chapter while refining our own leadership skills.
Upon our return from the conference, I asked my fellow Board Members to reflect on what they learned/took away from the sessions. Here are some of their comments:
“Overall, the conference was very informative and offered practical and strategic initiatives that can be incorporated both within GMA-SHRM and within our individual workplaces. The Chapter Best Practices session is a favorite of mine. It provided a wealth of information about what other chapters are doing in regard to programming, ways to improve chapter income, how to train chapter leaders, etc. “ (Anthony Dix)
“It was great to meet others from around the state who do the same thing we do, get ideas, and share stories. It helps me understand how I fit into our chapter’s goals and how we as a chapter fit in with the State and National SHRM goals.” (Mike Leibundgut)
“Beth McFarland, Special Projects Manager at the SHRM Foundation, presented on “Finding and Keeping High Performers.” A quotation in her presentation really resonated with me, “It’s no longer about what you own or build; success is hinged to the resources and talent you can access (WSJ 7/14/03).” While this is not a new concept, it is yet another affirmation of why our profession and the work we do are so influential.” (Cassy Van Dyke)
For me, the conference provided the opportunity to gain ideas from other WI state chapters on ways to enhance our member benefits. In addition, I took away some great information from the presentations on current HR topics, such as the program on “Finding and Keeping High Performers”, which Cassy mentioned. Beth McFarland shared information with us about the changing workforce and showed the SHRM Foundation DVD “Fueling the Talent Engine” which presented the case study of talent management at Yahoo! Inc., as well as interviews with Yahoo! executives. The lessons shared were:
- Make talent management a top priority in your organization
- Develop a comprehensive approach, as well as a commitment to track, develop, reward and keep top talent
- Ensure that HR plays a strategic role
- Develop a well-crafted story that describes your company’s mission & values
- Understand why employees join your company, why they stay, and why some of them leave
I also found interesting the presentation by Ed Williams (Ed Williams Consulting, LLC) titled “Benchmarking Inclusion Elements in Progressive Organizations.” Ed addressed common diversity components and what he described as a move from the visible to the invisible. He talked about the evolutionary process of managing minorities, to managing diversity, to managing inclusion to get the most of all the employees in your organization.
The conference offered a lot to us in the way of presentations, but the biggest value our members will receive from our attendance is the experience we had of sharing ideas with other state chapter leaders. We brainstormed best practices in programming, diversity, governmental affairs, certification, workforce readiness, and other important topics, and gained many new ideas, which we can implement here locally with GMA SHRM. It is my hope that you will see what we learned from the conference in the initiatives we are undertaking this year. And perhaps another benefit from this conference recap: you may have been reminded to consider what your “rocking chair vision” is and will give some thought to your own personal and professional goals. I know that I will!
New Rules For Wisconsin Arbitrators
By David R. Friedman, Friedman Law Firm
There are situations where your company might have an arbitration clause that allows for an arbitration panel. The first is where there is a collective bargaining agreement, the second is where there is a contract with an employee, and the third is where there is a commercial contract.
Where there is an arbitration panel, generally one representative is appointed by the company, one by the other side and the third is picked by the parties or other method. The third party is usually considered the “neutral.”
In these situations it is a common practice for each side to appoint a person who would be favorable to its respective point of view. This practice may be coming to an end based on a Wisconsin Supreme Court decision issued June 13, 2006. (Borst v. Allstate Insurance Company)
Allstate’s automobile insurance policy contained a three person arbitration panel. As its panel member, Allstate appointed an attorney whose firm represented Allstate. Borst (the insured party) objected that the attorney would not be neutral.
The arbitration panel’s decision was not favorable to Borst who challenged it under Wis. Stat. §788.10(1)(b) claiming that Allstate’s panel pick showed “evident partiality.” The law in Wisconsin contains very limited grounds upon which a court can overturn an arbitration award, and evident partiality is one of those grounds.
The first issue for the Court to decide was whether there is a presumption that all of the panel arbitrators were to be neutral. This issue had not previously been decided by the Court. The Court ruled that in Wisconsin the presumption will be that impartiality is the appropriate role for the party-appointed arbitrator unless the parties contract for non-neutral arbitrators or the arbitration rules otherwise provide for non-neutral arbitrators.
The next issue for the Court was whether the evident partiality problem could be avoided by full disclosure at the outset of the arbitration process and a declaration of neutrality by the party-appointed arbitrator. The Court said no to this approach.
A more difficult question for the Court was to determine the remedy that a party was entitled to when it objected to another party’s arbitrator for reasons of partiality at the beginning of or during an arbitration proceeding.
The Court’s response was two-fold. Where there is a pre-arbitration challenge, a party may seek the removal of a challenged arbitrator under a circuit court’s general equity powers. Under this power, a circuit court must order the party to select another arbitrator if the court determines the challenged arbitrator demonstrates “evident partiality” which the Court went on to define.
The Court also found that if the challenge, on the basis of “evident partiality” is made after the arbitration award, a party can seek to vacate the arbitration award under Wis. Stat. §788.10(1)(b). This part of the decision reiterated existing Wisconsin law.
The final issue for the Court concerned the nature and extent of discovery permitted during an arbitration process absent any express contractual provisions that detail the parties’ intent. Under current law, §788.07, a party can petition the arbitrator(s) or the circuit court to allow depositions to be used as evidence in arbitration in the same manner and for the same reasons as provided by law for the taking of depositions in law suits.
The Court concluded that arbitrators have no inherent authority to dictate the scope of discovery, and absent an express agreement to the contrary, the parties are limited to depositions as spelled out by §788.07.
So what does this mean for your company? If your company wants to keep appointing representatives who will represent your company’s point of view on the arbitration panel, it needs to negotiate language that will allow for non-neutral arbitrators. It also reinforces the concept that an arbitrator has limited power and authority absent specific language to the contrary. Only the future will determine what will be the practical result of this decision.
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.
Website of the Month: State Mandated Health Benefits
Did you know there are 1,843 state-mandated health benefits across the country? Do you ever wonder how Wisconsin stacks up against other states and how these benefits add to the cost of health care? If so, you should review this report by the Council for Affordable Health Insurance.
The report features a chart showing what benefits, from Alcoholism to Wilm’s Tumor, are mandated in each of the fifty states and the District of Columbia. Next to the benefit you can also see how much the benefit contributes to the cost of health care.
Following the chart of mandated benefits, the report goes on to detail mandated provider coverage and covered persons. One of the new trends described in the CAHI report is the “slacker mandate” where states are increasing the age of covered dependents. New Mexico now allows coverage up to age 25 and New Jersey up to age 30.
While you may not be able to influence state-mandated benefits to any great extent, reading this report may help you to become knowledgeable about how the benefits, among many other factors, increase the cost of your health care plan.
From the National SHRM Bulletin Board…
Topic: Sarbanes-Oxley & HR
Posted: 8/25/2006 2:47:59 PM
Post: Anyone willing to share what procedures and policies you have concerning SOX and its impact on HR? Looking for thing around the area of verifying payroll amounts, systems access?
Number of Replies: 4 by 8/26/2006 2:21:33 PM
Posted Reply 1: Safeguards that we have put in place include approval chains that certain personnel actions must go through. For example, a manager cannot go into the HRIS system and create a new employee without an approval within the system to do so. Some actions require 2 over 1 approvals. Some actions require approvals at an executive level. This prevents phony employees, etc. Just one example. Not sure if this is what you are seeking.
Posted Reply 2: ACCESSING THE SYSTEM: Controls need to be in place for how HRIS user names and passwords are issued and maintained. Will these be the same as the Windows user IDs and passwords? (You may want these to differ.) How often does the system require that passwords be changed? (Your system should be set up to automatically warn users of password expiration, and have a link or button to click so that the password can be changed. That warning should turn into a lockout if the password hasn't changed once expiration has been reached.) Who is your systems administrator? Who has been designated as a backup? (These need to be determined). In terms of transaction processing levels and controls, completely concur with B (Posted Reply 1).
VERIFYING PAYROLL AMOUNTS: At the system level, these might want to be entered twice for verification purposes (the way some Web sites ask us to enter our e-mail addresses or desired passwords twice when registering as a user). Reason codes for any payroll changes need to be entered--and tied to approval levels in your system. Even corrections to errors of original entry need a code...and should not be allowed to go through without manager or supervisory override (as the change is being entered). Controls should also be in place for (1) the paper trail supporting any and all payroll changes; and (2) logs of any out-of-the-ordinary payroll transactions.
The Difference Between Management and Leadership
By Glenn Shepard
A 27 year old manager named Justin who attended my seminar at the University of Wisconsin asked why his employees didn’t accept his authority, even though he had been given the official title of General Manager. He was taking over a trucking company from his father and thought it was because of his age, or the fact that his father founded the company. It was neither. Bill Ford’s great grandfather, Henry Ford, founded Ford Motor Company. Yet Bill’s employees accept his authority regardless of his family ties. Bill Gates was a teenager when he co-founded Microsoft, yet his employees accepted his authority regardless of his age.
Justin’s employees didn’t accept his authority because while he was a manager, he had not yet become a leader. The title of management can be given to anyone regardless of qualification, and employees have no choice but to comply with a manager’s orders if they wish to continue receiving a paycheck. People will comply with a manager, but will only commit to a leader. The title of leader, however, cannot be given. It only comes once employees respect the manager, and respect cannot be given or ordered. It must be earned.
Former U.S. Secretary of State Colin Powell characterized it best when he said, “Leadership is the art of getting people to accomplish more than the science of management says is possible.” When managers face the unpleasant task of firing an employee who they personally like but whose performance just doesn’t cut it, we often try to ease the discomfort by telling the employee, “This isn’t personal. It’s just business.” Leadership, however, is very personal. As John Maxwell put it in his best selling book, The 21 Irrefutable Laws of Leadership, people must buy into the leader before they’ll buy into the leader’s mission. Steve Jobs is a perfect example of this. After co-founding Apple Computer when he was only a teenager, he was fired as CEO at age 30. When he was brought back in as CEO in 1997, he began to lead the company in new directions. He was not, however, immediately recognized as the visionary leader that he is today. In fact, some thought he had lost it altogether because of some seemingly bizarre decisions he made. He settled a lawsuit with Microsoft because he realized that Apple, which was losing market share rapidly, could not fight the 800 pound gorilla that Microsoft had become. He realized that if you can’t beat them, you join them. He then went on to reinvent every product Apple offered, and reinvigorated their employees with a leader’s most powerful tool - momentum. He got his employees so accustomed to change that they expect it now. Reinventing over and over again, such as with the Apple iPod, iPod Mini, Nano, Shuffle, and iPod Video, has become a way of life for his company. Steve Jobs could walk into Apple tomorrow and announce that they are going to stop making MP3 players and computers, and start making toaster ovens. No one would think he’d lost it this time. Instead, his employees would collectively say, “Lead the way, boss. Show us how to make the best toaster ovens anyone has ever made.”
Glenn Shepard is a management consultant living in Nashville, Tennessee. He is the author of “How to Manage Problem Employees” and publishes a weekly newsletter to help managers get the most from their teams. Visit www.GlennShepard.com for more information.
Mining the Gold From Your Customer Base
By Bonni Yordi, Ph.D., Director, Surveys and Research, MRA-The Management Association
What makes customers want to continue a relationship and what makes them start to look elsewhere? Stanley Marcus, of Neiman-Marcus department stores is often quoted as saying: “The dollar bills the customer gets from the tellers in four banks are the same. What is different are the tellers.” And Michael LeBoeuf, How to Win Customers and Keep Them for Life, found that 70% of dissatisfied customers say the cause of their dissatisfaction is indifference shown toward them by the owner, manager, or an employee, while only 15% were actually unhappy with the product.
A TARP study (Technical Assistance Research Programs, Inc., a Washington, D.C. based research firm for the White House, the National Science Foundation and a number of private companies) of more than 300 companies across a wide range of industries found that for every five customers with problems who aren’t satisfied, at least one will be lost, along with his or her future purchases. The TARP study also found that businesses can win back between 54% and 95% of these customers by resolving their complaints quickly. Another TARP study found that for every complaint received at company headquarters, the average business has another 26 customers with problems but who don’t acknowledge the complaint to the company, at least six of which are serious ones.
As a result, many companies go out of their way to find out who their dissatisfied customers are and why they are unhappy. These companies know that customers who complain are giving them a chance to keep their business.
These companies know how to “mine the gold” from their established customer base. Although marketing plans traditionally focus on acquiring new customers, many companies are now splitting their marketing budget into two parts: dollars spent acquiring new customers and dollars spent keeping customers. Retention marketing makes good sense because it is usually much more costly to acquire a new customer than to retain an old one.
What does a retention marketing plan look like? Here are ten ideas:
Make it easy for your unhappy customers to tell your company what their problems are. Avoid the nightmare of transferring the unhappy customer from one employee to another employee who says, “That’s not my responsibility.” Management should activate systems to encourage and welcome customer complaints and view these exchanges as opportunities for the company to improve and excel.
Have a recovery plan in place to solve customers’ complaints as quickly as possible and with a positive attitude. Customers don’t expect perfection, but they do have definite expectations when things go wrong. If a mistake is made, your customers should be able to count on your company to apologize and fix the problem fast and at no expense to them.
Empower employees to proactively handle customer problems. Ensure that frontline employees are granted the maximum authority to promptly solve customer problems. Examine your company policies, procedures and protocol that hinder customer service. For example, figure out ways to avoid comments like, “I can’t do anything. Only my supervisor can handle this.”
Don’t quibble over a small charge advises the National Institute of Business Management. Many companies make the mistake of thinking that accuracy is more important than a smooth working relationship. Say a customer is spending $50,000 per year, and all of a sudden starts making an issue over a $50 charge. Forget about who is right or whether giving in will set a bad precedent with either your customer or someone else. Focus on the big picture and never view the finer points of a single transaction as a place to draw the line.
Keep records of why complaints occur. Analyze how complaints can be prevented and make changes in the company’s product and marketing procedures when appropriate.
Provide training programs so employees know how to deliver superior customer service. Employees who are trained on how to handle complaints and diffuse adverse situation can avoid being defensive when interacting with customers. A key finding in customer satisfaction research is that the way a problem is addressed strongly affects satisfaction.
Offer incentives to encourage employees to meet and exceed customer needs. When outstanding employees are recognized, this provides good role models for other employees to emulate. This also helps employees who act as if the customers are dispensable see that the company is rewarding a customer-oriented approach. Giving incentives to employees who help retain your customers is money well spent.
Track repeat and lost business. Identify at-risk customers and develop strategies to maintain their loyalty. When and why customer’s leave should be researched just as much as what attracted them in the first place.
Conduct customer satisfaction surveys. This can help you uncover customer concerns before your business growth rate levels off or takes a serious dip.
Make customer satisfaction the responsibility of all departments, not just the customer service department. Marketing should be concerned with every customer interaction, regardless of where it takes place at the company, by mail, by phone or whether it encompasses complaint handling, technical assistance, etc. Include customer service in the performance evaluations for all employees.
When companies base their buying decision on service, they often purchase “the company” rather than a specific product line. Companies that balance both halves of the marketing equation —customer acquisition and customer retention—increase customer satisfaction, improve their market share, and ultimately profitability.
Summary of Article
- Customer dissatisfaction usually stems from indifference shown by the owner, manager, or an employee, not with the product.
- For every five dissatisfied customers, at least one will be lost.
- Retaining existing customers is as important as acquiring new customers.
Ten ideas for retaining existing customers:
- Make it easy for customers to voice their problems.
- If a mistake is made, fix it quickly.
- Authorize frontline employees to handle customer problems.
- A smooth working relationship is more valuable than a small charge discrepancy.
- Keep complaint records.
- Train your employees in superior customer service techniques.
- Recognize employees who provide outstanding customer service.
- Track repeat and lost customers.
- Survey your customers for concerns and suggestions.
- Make customer satisfaction every employee’s responsibility.
Bonni Yordi, Ph.D., is Director, Surveys & Research at MRA-The Management Association. If you have questions or comments about this article, you can contact her at 262-292-3547 (direct line) or firstname.lastname@example.org.
Do Your I-9 Forms Pass Muster?
By Susan C. Sheeran, J.D., Melli, Walker, Pease & Ruhly, S.C.
The Department of Homeland Security (DHS), Bureau of Immigration and Customs Enforcement (ICE), has made work site enforcement one of its top priorities. The agency reports that it is achieving great success in investigating and prosecuting employers who have hired illegal aliens. ICE has filed felony charges as well as commenced enforcement actions under the Immigration Reform and Control Act (IRCA) against those who harbor, transport and employ illegal aliens. And it isn’t just border states that are under scrutiny. In August 2006, a Whitewater business owner and 25 of his employees who were alleged to be illegal immigrants were arrested.
Immigration reform is a hotly debated issue and the subject of numerous legislative proposals. While there are a variety of reforms under consideration, they largely carry the same message for employers: Be prepared for having additional responsibility to ensure that your employees are authorized to work in the United States. For example, in June the ICE issued proposed regulations that would place additional responsibilities on employers who receive "no-match" letters from the Social Security Administration or as a result of an ICE audit of an employer's I-9 forms. It is not known when the proposed regulations may become final or what revisions may occur before they are implemented. For information on the proposed regulations, check the June 14, 2006 Federal Register (71 FR 34281 (06/14/06)) or the DHS web site, www.DHS.gov.
There are no plans to relieve employers of their current obligations under the IRCA, including obligations with respect to the Employment Eligibility Verification - I-9 Form. The IRCA, which has been in effect since 1986, prohibits the employment of "unauthorized aliens," penalizes employers who hire them, and requires all employers to verify that each employee hired is authorized to work in the United States. Employers are required to document the employer's verification on the I-9 Form.
For most employers, completing and retaining I-9 forms on all new hires has long become a routine part of the hiring process. Some employers have delegated responsibility for I-9 form completion to lower level staff who may not have been instructed and know little about I-9 compliance requirements. Since the completed I-9 forms are not routinely reviewed or audited by a federal agency, it can be easy for the verification and form completion process to become careless, slipshod or even ignored.
Conducting regular self audits can help insure that I-9 forms are filled out correctly and completely. Under the IRCA, failure to complete and retain the forms or employing unauthorized aliens can result in fines ranging from $100 to $10,000 and up to six months in prison. You can obtain the I-9 form at www.uscis.gov. There is also a Handbook for Employers (Form M-274) on the site, which provides more detailed information about the I-9 form. The Handbook was last updated in 1991 and in many respects is outdated. The website also has a number of Employer Information Bulletins which provide updated information. Employer Bulletin 102, "The Form I-9 Process in a Nutshell," provides a particularly useful summary of current requirements.
The I-9 form was reissued in May 2005 to reflect that the Department of Homeland Security is now the agency in charge of compliance; however, it is the same basic form which has been around since last updated in 1991. Like the Handbook for Employers, it is outdated. It is uncertain when the form will be revised to conform to current requirements. Effective September 30, 1997, the list of acceptable documents to establish identity and employment eligibility was reduced, which means that some of the documents listed on the back of the I-9 form are no longer accepted or issued. Employer Information Bulletin 102 lists the documents that employers may currently accept.
Some of the more important I-9 requirements and tips on avoiding common errors include:
- An I-9 form is required for every employee hired on or after November 6, 1986.
If you find forms are missing or were never completed for one or more employees or if in reviewing forms you find inadvertent errors were made, complete a new form. New forms should not be backdated, and if a new form is needed to correct a mistake, keep the original and the new form.
- The form must be signed by the employee, the employer or authorized representative and a preparer and/or translator if one is used. Note that the employer "attests under penalty of perjury...."
Do not sign an I-9 form if you did not examine the documents identified on the form. Employers sometimes have difficulty completing the I-9 form for field or traveling employees within three days of hire. It is not acceptable for an employer to sign a form if the employee completed a portion of the form and sends it to the office without an authorized employer representative examining documents presented by the employee.
- Examine the documents presented by the employee to make sure that the document appears genuine and relates to the employee who you hired.
Employers are not required to be document experts, but will be held to a reasonableness standard. Employers are not required to make a photocopy of the documents presented. Some say that it is not a good idea to do so, because the employer may be creating evidence that they accepted fraudulent documents. That risk does not seem to be substantial, because in most cases the quality of forged documents is quite remarkable and not readily apparent to a diligent employer. The advantage to making and retaining a photocopy is that the employer has evidence that it did actually review the listed documents and that they appear to be genuine.
- Employers are required to retain I-9 forms for three years after the employee’s date of hire or one year after the employee’s termination, whichever is later.
These forms must be produced for authorized officials of the Bureau of Immigration and Customs Enforcement, Department of Labor or the Justice Department, upon three days' notice. Employers are not prohibited from filing the I-9 form in an employee's personnel file, but there are several disadvantages to doing so. If an employer is required to produce its I-9 forms for a federal review or audit, the employer would have to go through each current employee's personnel file and the personnel files of employees who were terminated within the retention period to pull the forms. It is not a good idea to allow a federal compliance officer access to personnel files if there is no requirement for an employer to do so. In addition, the I-9 form and copies of documents attached divulge the employee's citizenship or immigration status and perhaps other information on the employee's protected status. Supervisors or managers reviewing the personnel file, perhaps to consider the employee for a promotion, would have access to irrelevant information and information that might give rise to discrimination claims.
- Employers are required to reverify an employee's employment eligibility if and when the employment authorization listed on the form expires.
Establishing a "tickler" system to provide a reminder of expiring employee work authorizations well in advance of the expiration date can prove helpful for the employee and the employer. Since the time period necessary for the employee to renew their authorization can be lengthy and delays are not uncommon, starting early can be important for the employee's continued employment. Receipts showing the employee applied for an extension or renewal of his/her work authorization are not acceptable, and the I-9 verification must be completed no later than the date the employment authorization expires.
© 2006 Melli, Walker, Pease & Ruhly, S.C.
SHRM Foundation Silent Auction
By Matthew Stollak
It's once again time to begin plans for the SHRM Foundation event at the State Conference. This year, I thought it would be interesting and fun to have a silent auction to support the Foundation.
All money raised will support the SHRM Foundation, a not-for-profit organization that operates as the research and development arm of the HR profession. The Foundation advances the profession and enhances the knowledge and competency of HR professionals through its funding of research, publications and educational programs. If you would like to learn more about the Foundation and how funds are utilized, visit the website at www.shrm.org/foundation/.
The Conference is asking SHRM members, along with local businesses, to support the foundation by donating item(s) for the silent auction. I am contacting you with the hope that you will not only consider donating one or more items to the Silent Auction but will contact members within your chapter who might also contribute.
Some examples of items that have been donated in similar silent auctions include: company services, gift baskets, wall hangings, pottery, artwork, food items, gift certificates and hotel stays. No item is too small and your donation is tax deductible whether it is an individual, company, or organization donation.
If you or the company you work for is able to give, please complete the attached Silent Auction Donation Form. You can print the attached document and mail it to me at St. Norbert College, 328 Cofrin Hall, 100 Grant Street, De Pere, WI, 54115 or fax it to 920/403-4098. You may also complete the document and e-mail it to email@example.com . All completed donation forms must be received by Monday, September 25, 2006. Please indicate whether you will be delivering the donation or if you require a pick-up.
Thank you in advance for your support of this event. If you have any questions or would like additional information, please feel free to contact me at 920/403-3490 or firstname.lastname@example.org. I look forward to hearing back from you.
Welcome New Members!
GMA SHRM welcomes the following members who joined our chapter in June.
Human Resources Generalist
The University Book Store
Rachelle D. Hady
Sun Prairie Area School District
Andrew E. Mattson
Human Resources Analyst
Kelly M. Schmig
Human Resources Assistant
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 .
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
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.
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.
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 email@example.com .