December 2006
 

 

 

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Table of Contents:


- By Anthony Dix, PHR GMA SHRM President-Elect

 
- IRS Issues Final Regulations for HSA Comparability Rules
By Adam Jensen, JD, GBA, FLMI, Virchow Krause Employee Benefits



- Website of the Month: Religious Diversity and Holiday Parties



- Networking – How Can I Make It Effective?
By Mike Leibundgut, Co-Director, Workforce Readiness Committee

Tips To Manage Presentation Anxiety
By Pat Seidel, Pat Seidel Consulting, LLC



- The Manager’s Guide to Employee Development
By Bill Griepentrog, MRA


From the National SHRM Bulletin Board…
Topic: New Employee Progressive Meetings



“Get Out of Your Own Way” - Shift Your Focus and Rejuvenate! - Our December speaker, Jodi Cohen Can Help!
By Meg Arneson, Communications and Marketing Committee

- Welcome New Members

- Community Events

- Movin' Up

 

 

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!

 


M
ark Your Calendar

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


2006 Compensation & Benefits Surveys are Now Available!
For more information including the order forms, click here to visit the Survey Information Page from the GMA SHRM website.

 

 

 

 


December 12 — Chapter Meeting

HR Rejuvenation - "Getting Fresh" with Jodi Cohen

Program Details

This program is sponsored by our Gold Parter Melli, Walker, Pease & Ruhly, S.C

Bring a dry food or wish list item to the December Chapter Meeting to benefit the Salvation Army of Dane County.

Wish list items include:

  • Personal-sized toiletries
  • Shampoo, conditioner, lotions, soaps
  • Madison Metro bus tickets
  • Disposable diapers
  • Twin sheets and pillow cases
  • Pillows
  • Toothpaste
  • Disposable razors
  • Deodorant
  • Baby lotion, baby shampoo and wipes
  • Large socks
  • Wash cloths and towels

 

- Community activities  
- 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 Anthony Dix, PHR - GMA SHRM President Elect

In November, Cassy VanDyke, Director of Communications and Marketing, and I attended the 2006 SHRM National Leadership Conference. We were part of a group of 1000 volunteers and chapter management professionals from 530 chapters who met in Washington DC to learn about the resources of SHRM and to add to our leadership skills and knowledge. 

The 2006 SHRM National Leadership Conference was a great opportunity to network, learn more about SHRM, share best practices with other chapters, and develop leadership skills. Some of the highlights included the messages from Susan R. Meisinger, SPHR, SHRM President & CEO and Johnny C. Taylor, Jr., J.D., SPHR, who serves as the Chair on the SHRM Board of Directors.

Sue Meisinger shared that SHRM represents over 210,000 members (12,000+ students, 84,000+ certified members), over 570 chapters, over 3,500 volunteer leaders (1,000 were at the conference), in over 120 countries.

As you may know, the mission of SHRM is to Serve the Professional, Advance the Profession (STP, ATP) – a mission that we strive to support at the local level. In order to Serve the Professional, SHRM is committed to providing information and tools; to help HR professionals develop skills, knowledge and careers; and to create a community for the exchange of ideas, develop relationships and increase knowledge. To Advance the Profession, SHRM strives to set the professional agenda and increase the recognition for how HR can contribute to business success. Sue talked about the four key strategies that SHRM is focusing on in the upcoming year: 1) investing in multimedia for members; 2) diversity awareness; 3) international relations; 4) SHRM branding.

Johnny Taylor delivered a moving keynote on courage in HR. He asserted that courage in HR is not typically a decision between right and wrong, but often is a decision between right and right. He told a moving story of a man who was faced with a challenge, and a decision between right and right, and through his courageous efforts, was able to touch the lives of so many people.

Johnny started his story with a statistic that in a recent study, 75% of business leaders sited finding and retaining talent as the #1 challenge. He then introduced a man named John Ficca, who was able to address this challenge by having the courage to start the Hands on Education program: http://www.handsoneducation.net/. I would encourage all of you to take a look at this website when you have some free time. After introducing John, Johnny introduced several students of the program. It was a moving experience to see learning disabled and physically disabled students with such positive outlooks, and so much elation to be in the workforce.

Johnny ended by quoting the proverb, “Four things come not back: the sped arrow, time passed, spoken word, neglected opportunity.” He asked, “What would you do if you were really brave today? Do it. Do this today, tomorrow, and eventually, develop a habit of being courageous.” I encourage each of you to heed Johnny’s advice, and consider what you can do today that is courageous.

Last, but certainly not least, the majority of the conference focused on best practice sharing amongst the SHRM chapters in the nation. The benefits and tools available to you will be highlighted in upcoming editions of HR InTouch. SHRM has a volunteer leader resource center on its website that is something we all should have bookmarked.  I encourage you to visit the site today: ttp://www.shrm.org/chapters/resources/.

I hope to see you at the December Chapter meeting and wish you and your families a very happy Holiday season!

Best Regards,

Anthony Dix, President Elect


IRS Issues Final Regulations for HSA Comparability Rules
By Adam Jensen, JD, GBA, FLMI, Virchow Krause Employee Benefits

Due to recent IRS final regulations, the rules for HSA (Health Savings Account) contributions have never been clearer. Or have they?

The final HSA Comparability Rules provide guidance under section 4890C of the Internal Revenue Code regarding employer contributions to HSAs. However, before getting too excited about the expanded flexibility in the rules, consider whether your plan allows employees to contribute to their HSA accounts on a pre-tax basis. If so, contributions to the HSA will be subject to the Section 125 Non Discrimination Rules, instead of the Comparability Rules.

Final HSA Comparability Regulations

The regulation states that employers who make contributions to an employee’s HSA must make “comparable” contributions to the HSAs of all comparable participating employees. To be comparable, employees must be participating in a HDHP (High Deductible Health Plan), and be part of the same employee category. The regulation establishes three categories of employees: (1) current full-time employees, (2) current part-time employees, and (3) former employees (excluding COBRA participants).

Within these employee categories, the IRS also creates guidelines for coverage categories. The employer must provide the same HSA contributions to employees within the same coverage level. The final regulation expands the coverage categories to four, including: (1) self-only, (2) self plus one, (3) self plus two, and (4) self plus three or more.

The final regulation clarifies that employers are permitted to make different contributions to employees’ HSAs, but only based on the categories as defined in the Code. The guidance also confirmed that collectively bargained employees are excluded from the comparability rules.

The comparability rules will apply to employer contributions made on or after January 1, 2007.

HSA Contributions In Relation to Section 125 Discrimination Rules

HSA contributions that are made through a Section 125 Cafeteria Plan are excluded from the Comparability Rules. Generally, if employees make HSA contributions through pre-tax salary reduction, the HSA contributions are technically treated as being made through a Section 125 Cafeteria Plan. The contributions are then subject to Non Discrimination testing (not Comparability Rules), the same as other Cafeteria Plan elections. Section 125 Cafeteria Plans cannot discriminate in favor of highly compensated and key employees.

How will you know if your plan passes the Non Discrimination testing? Check with your advisor or administrator. Most HSA administrators provide discrimination testing (sometimes for an additional fee) and can provide guidance on contribution changes if your plan does not pass the test.

You should also make sure you have a Section 125 Cafeteria Plan document which outlines the policies and procedures for making HSA contributions on a pre-tax basis.

Adam P. Jensen is a Senior Consultant with Virchow Krause Employee Benefits, LLC and has worked in the insurance and employee benefits industry since 1986. Adam specializes in providing regulatory compliance and plan design services for health and welfare plans and qualified retirement plans. He also advises executive clients on non-qualified deferred compensation issues.

 



Website of the Month: Religious Diversity and Holiday Parties

 If your company is like most, your HR department is responsible for planning social events, including the all-important holiday party. While most of us are finalizing the details at this point, the Tannenbaum Center for Interrelgious Understanding provides some good tips for HR professionals to incorporate in their plans. The tips suggest ways to respect religious diversity without putting a halt to an event that intends to build employee relations. In addition to the tips, the site also includes brief descriptions of the many holidays that occur during this time of year.

Click here to connect to the site.


Networking – How Can I Make It Effective?
By Mike Leibundgut, Co-Director, Workforce Readiness Committee

If you’re anything like me, when you decide to go to a networking opportunity, you feel a little apprehensive, maybe a little shy and probably not sure of where to start.

If so, below I’ve listed a number of reminders and/or simple ideas so you can get the most from your networking experiences:

Go into the networking event with a goal:

If you’re going for the food and drink, you might be missing the target a bit, think about why you’re going and set some goals.

  • Do you want to collect information on a certain HR topic or program?
  • Are you simply trying to meet HR contacts for future information sharing?
  • Are you looking for an opportunity to get involved in SHRM?
  • Is your current employer requiring you to expand your HR knowledge?
  • Are you a student that hopes to get an internship or new job?

Take at least 20 business cards with you to hand out:

If you don’t have any, get some! With the invention of computers, we can make our own if our employers don’t offer them.

  • When you introduce yourself, have a card in your hand and offer it to the person. Offering a card helps to ease the fear of forgetting someone’s name. Merely glancing at your business card reminds them.
  • If you get a business card in return, once the conversation ends, take a few moments to make some notes about that person on the back of the card – physical features, topic you discussed, city or part of town in which they work, anything to help to separate them from all the others you meet.
  • Once the event is over, keep all those cards you collected and start your own HR contacts spreadsheet and transfer the pertinent information into it.

Keep the conversation short with each person you meet:

This is tough because we “HR People” enjoy talking and can make it difficult to end a conversation without appearing rude. Try some of these ideas:

  • Once the person takes a breath, slip in this statement, “I understand you’re here to meet other HR contacts so I won’t take any more of your time. I enjoyed meeting you and thanks for sharing...”
  • You can always excuse yourself to use the restroom. You may not want to try this too many times in the same night, but do actually go to the restroom in case the person watches you leave.
  • Try excusing yourself to refill your liquid refreshment.
  • Introduce them to someone you already know or met that night. Once they strike up a conversation, politely excuse yourself and go meet someone else.
  • Avoid starting a conversation that requires a long explanation unless you’re looking for large amounts of information. For instance, don’t ask about someone’s health insurance programs. They can be very complicated and take a lot of time to explain.

Try not to hang around those you already know the entire event:

You can use your current contacts to get the ball rolling but sooner or later you need to venture out to meet new people.

  • You could ask those you already know to introduce you to those you don’t
  • You could politely meander into an existing conversation. It’s more comfortable to do this if you know at least one of the people in the group. This can be a little awkward if you decide to jump right in and interrupt. I like to simply hang around for a few minutes, nod attempting to get up to speed on the topic, smile, then look for the opening to introduce myself or add something useful to the conversation.

If you’re a little nervous about meeting people, remember this one important fact…EVERYONE IS! No matter how well spoken or seasoned we are, meeting new people can be nerve racking. We all have a comfort zone and we all know what it’s like to meet new people and forget a name 20 seconds later. We all know what it’s like to sit by ourselves and wonder if anyone will come up to talk with us. Be bold, go say hi to someone. They’ll be glad you did!


 

Tips To Manage Presentation Anxiety
By Pat Seidel, Pat Seidel Consulting, LLC

Your boss just asked you to present at this year’s conference. Great! You smile with confidence and say “thanks” for the great opportunity. Suddenly, you feel the immediate need to excuse yourself as you search for the nearest exit or bathroom. You are about to become very ill.

Don’t feel alone in the panic that you are experiencing. Some folks would rather sleep with snakes than stand in front of an audience and speak. So much can go wrong – true. But successful presenters know that like most things in life – a little preparation goes a long way. But how do you deal with the fear – the cold sweaty hands, the rapid heart beat, and the inability to open one’s mouth and have intelligent words spill out? Prepare!

Most presentation anxiety stems from lack of preparation. All components of your presentation fall into one of three categories, what you do before, during, and after. Focus on the “before” component (facility, equipment, audience analysis, and back up plans) and the rest will fall into place – usually. For a few of us, no matter how much we prepare, we still are overcome with paralyzing anxiety. My friend, Jim, is one of those few.

When Jim was in the second grade everyone had to take a turn leading The Pledge of Allegiance. Jim counted the days until it was his turn – although nervous, he was prepared. When he proudly stood to take his turn, the words he had rehearsed became confused and tangled. And as second graders do, they all laughed at him. Although Jim is now a successful executive in a large firm, every time he stands to speak he finds himself back in the second grade. My guess is Jim will always experience this anxiety. But there are things he can do to minimize it and so can you.

Understanding your fear is the first step toward managing it. Here are some of the common fears I hear my clients voice.

  • Not knowing the answer to questions
  • Appearing stupid
  • Dropping all my note cards
  • Fainting
  • Equipment problems
  • Boring the audience
  • No recall of the first words of your mouth
  • No one will be interested enough to ask a question

Corresponding Solutions For Above

  • No one does – admit it and move on with a promise to get back with an answer.
  • Do your homework on the topic, the facility, and the audience. Dah?
  • Number them and don’t become so dependent on them that you can’t carry on without them.
  • It isn’t going to happen. If it does, make sure you are carried out on a stretcher so everyone will feel sorry for you. Send a co-worker back later to pick up your stuff.
  • Check it out and do a dry run before the audience shows up to make sure everything is working. Have a contact/technical person on hand to help. Or at least get the number to call for help. If your equipment fails, do not stand there and fiddle with it. Move on. Consider a short break to get things back in working order, or have a quick group exercise prepared for your audience while you get things back in working order.
  • Don’t read your slides. Use stories, quotes, and analogies to add interest to your topic. Did I mention not to read your slides?
  • Memorize the introduction and have prompts written on your note cards. Rehearse it out loud in front of a mirror. Once you get through the introduction, you’ll be fine.
  • In the event no one asks a question, then you must have questions prepared to ask them.

Relaxation Strategies

  • Introduce yourself to a few folks in the audience before you get up to speak. This makes you feel some audience support. Pick out the most responsive listeners. They are alert, smiling, and ready to take notes. Look at them frequently to draw energy from them to boost your confidence.
  • Be there early enough to mingle, but not so early that you have too much time to get nervous. I never just “walk on stage” to present. I always check out the room before I present.
  • Have a few “one – liners” prepared just in case you do lose your place or become rattled.
  • Visualize yourself giving a great presentation.
  • Take a few deep breaths.
  • Drink lots of water, but not ice cold water. If you have a cold, ditch the menthol throat drops – they constrict the vocal cords.

Try to remember that not one person in the audience wants to see you fail. Not one. Your audience came to hear what you have to say. So what if you bungle part of the presentation? If they like you, they will forgive you. And besides, what’s the worst that can happen? You’ll do better next time.

For more information, check out www.patseidel.com.


The Manager’s Guide to Employee Development
By Bill Griepentrog, MRA

One of the most significant managerial activities is developing staff skills to perform jobs properly and ensure company success both today and in the future. Many of us, however, have lost capable staff members because we did not take the time to understand their career and development goals, did not take the time to give straight feedback that could have been crucial to career growth, or were unable to provide them with development opportunities beyond occasional attendance at a training program.

Research on workforce trends clearly indicates that development is a critical element in attracting and retaining talent. We also know that the best and the brightest are being heavily recruited while many employers report that the overall skill level of the new workforce is on the decline. MRA survey data indicates that one-quarter of employees in white-collar, and in both union and union-free work environments are not satisfied with their development opportunities. If all this is true, the result of losing even one or two of your best employees can have a devastating effect on a department or even a company.

The following are some ideas on what it takes to successfully coach your employees and assist them in their development:

Find out what they want to do.

A friend of mine who does a considerable amount of career coaching likes to begin with a new client by asking the question, “What are your career goals over the next five years?” As managers, we need to ask our employees the same question. We should not assume that the employee sees the same career path as we do. We need to carefully listen to their rationale, their assessment of their own skill level as it relates to how they think they are viewed by others, and their assessment of company culture and direction.

Find out how committed they are to their career goals.

It’s one thing to set goals but an entirely different thing to have the level of personal commitment to act on those goals over the long term. Some coaches describe commitment as the level of energy the individual is willing to put forth on looking at their own skills/abilities critically, seeking feedback from others, breaking old habits and learning new patterns of behavior. However we describe it, development is hard work that requires the active participation of the employee.

Help the employee select their top priorities.

Because development is hard work and requires time and energy, we need to ensure that the employee has a clear focus on a limited number (1 or 2) of development priorities. Look for opportunities to mesh personal goals with company needs if possible.

Help the employee develop an action plan.

A well-constructed development plan will directly support the employee’s top priorities and make use of different methods of learning new skills. While on-the-job assignments are generally considered to be the best way to develop skills, training programs/seminars, books, CDs and videotapes can also be of value. When using methods such as training programs, the employee may need some coaching on how what was learned in the classroom can be applied on the job. Even on-the-job failures can be valuable learning experiences when the manager helps the employee reflect on the situation and what could have been done differently to achieve desired results.

Employee development is crucial to the success of the business. It cannot be left to chance, but needs to be carefully planned by the employee, with effective coaching from the manager. While requiring both commitment and resources, effective development leads to improved business results as well as a company’s ability to attract and retain the best employees.

Bill Griepentrog is Director of Organizational Development at MRA. He brings over 25 years of management development/organization development experience to MRA and also has leadership experience in operations, customer service and sales in the for-profit arena. MRA provides over 2300 member organizations the talent, tools and training to effectively harness the power of their workforce: www.mranet.org; 800.488.4845.

 


From the National SHRM Bulletin Board…

Topic: New Employee Progressive Meetings

Posted : 11/16/2006 8:33:39 AM

Post: We are putting in place a program to address the needs of new employees. As part of the H.R. Dept. I will be meeting individually with each new employee on a 30, 60, 90, and 120 basis. Can anyone give me suggestions of what I need to address with these new employees at these particular stages of their employment. I know this is an aggressive plan but we want to pursue this as a means of employee retention. Thank you

Number of Replies: 6 by 11/20/2006 8:59:54 PM

 Posted Reply 1: We did the 30 60 90 day follow up on new employees.

We got together as a group and decided on where we felt the employee should be performance wise at each level. You will need the job description and the physician or manager, etc. to work through the performance areas.

Then we asked about what they liked about the job, what they felt could be improved and any suggestions overall they had or ideas they had. We also asked them, if when they picture our business do they think of an ex co-worker, boss, colleague that they could see making a nice transition into our environment. This would give us passive names to follow up with.

We also informed them at each meeting that this information was confidential and tailored directly to them, so they could feel comfortable in discussing items.

We also had a new hire pizza lunch. When we had new members of teams we would have a pizza lunch and ask that employees come to meet the new employees. This was a very non-stressful way of discussing the company, meeting people, etc. It made for a great stress reliever for all and a great way for new employees to meet some of the employees that they didn’t necessarily see on a daily basis or have a chance to develop a working relationship with.

Make this process fun not dreadful. Maybe give a little prize at each follow up meeting. Small articles of appreciation could can go a long way.

Posted Reply 2: Our program begins after 2 weeks of employment then 30 days, 60 days and 90 days, and 120 days. We developed a scorecard that is shared with the hiring manager for process improvement. The program includes follow up from the talent recruiter (2 weeks) follow by a 1 hour lunch meeting with the HRM. We did an assessment of new hires and new managers that provided us with the categories and competencies to address during the probationary period. Results have been super with a 100% new hires quality compared to 55% a year ago. The key of the program is that the ownership is shared with the hiring manager. Results are also shared with the VP of the area.

Hope this helps.


“Get Out of Your Own Way” - S hift Your Focus and Rejuvenate!
By Meg Arneson, Communications and Marketing Committee

At the December GMA SHRM Chapter Meeting, Jodi Cohen promises a delivery mode that includes improvisation, humor and interactive exercises. Her goal is to create an atmosphere that interrupts the self-imposed roadblocks of judgment and doubt, releases our creative thoughts, and replenishes our enthusiasm. She believes we are full of tremendous creativity and that her role is to create a space where people can “get out of their own way to learn strategies for communication, brainstorming and creating connections.” Because she believes that we learn by doing, all of her work is interactive, allowing individuals to try things on for themselves.

Why does lightening up and having fun at work positively affect productivity? “Laughter is easy to inspire and create in the workplace, it guarantees deeper breathing, and deep breathing alleviates stress,” explains Cohen. “We have a lot on our plates and are constantly asked to do more with less. Our brains can only function and focus for so long before they need to reboot and recharge. By shifting our focus even for a short period of time, we can reinvigorate ourselves so we are better able to be productive.”

The other important ingredients to Jodi’s presentations are her characters. “They’ll show up to portray issues and triumphs that SHRM people face—and they have the freedom to do and say the things that I myself would never say.” Jodi’s characters address issues that everyone thinks and feels but don’t often discuss, thus making it possible to name what needs to change, and share ideas on how to facilitate culture change.

We hope you will join us at our December program meeting.  To register, click here.


Welcome New Members!

CORRECTION: GMA SHRM welcomes the following members who joined our chapter in August.

Kirstin T. Antonio

Recruitment Coordinator

Covance Laboratories

Sarah Buck

Employee & Labor Relations Representative

UW Hospital & Clinics

Holly G. Coyle

Accounting Manager

Murphy Desmond SC

Heidi L. Duss

Human Resources Coordinator

First Weber Group

Matt J. Nechodom

Human Resources Representative

Parts Now, LLC

Rhonda Schemm

Human Resources Representative

Parts Now, LLC

Lisa M. Sherrard

Controller

Madison Golf & Development Group

Abby E. Zuehlke, PHR

HR Specialist

Clasen Quality Coatings

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

Jane Berg

HR Manager

St. Mary’s Hospital

Jodi L. Carey

Human Resources Representative

Famous Footwear

Chris P. Costakis

Vice President Operations

The Murphy Insurance Group

David McLean

HR Director

Inacom Information Systems

Teresa J. Scollon

Office of Diversity Affairs Director

Wisconsin DNR

Mary B. Weidenfeller

Manager of Administrative Services

Wisconsin Public Power Inc

Kelly L. Zidek

Human Resources Assistant

UW School of Medicine & Public Health



Community Events

12.07.06

ExecuNet Meeting, co-hosted by Career Momentum and Senger Business Consulting, 7:30 to 9:30 am, Clarion Suites Madison Central Hotel. Clara Hurd Nydam, President of Career Momentum will lead a discussion on “ Continuing Your Job Search Over the Holidays Without Being Stressed”. The meeting is intended for e xecutives who have experience in positions at $100K+ who are seeking to grow their network of peer contacts, Placement Consultants or Executive Coaches and Advisors who work with candidates at the $100K+ level and who plan to bring ideas and contacts to the table, and executives, employed or unemployed, who are seeking to improve their networking skills. ExecuNet Networking events are held throughout the country on a monthly basis. "Even in this age of internet job search, networking remains the primary source of opportunity for experienced professionals and executives ," according to ExecuNet Founder Dave Opton. To learn more or to register go to www.CareerMomentum.com/news-events or call 608-274-2430 .

01.09.07

Winter Series on Leadership: Getting the Most Out of Coaching Tools, hosted by Career Momentum, Inc., 7:30 to 8:30 am. Part of a series of free breakfast meetings on issues of leadership and organizational development, targeted to business managers and human resource professionals. The January meeting will focus on Creating Individual Development Plans and Developing Accountability. For more information and to register go to “News & Events” at www.CareerMomentum.com.

Movin' Up

Tom Crone and Jim Ruhly have been named Super Lawyers by Law & Politics. This is a peer-nominated award given to only 5% of Wisconsin attorneys. Crone and Ruhly practice labor and employment law with the Madison law firm of Melli, Walker, Pease & Ruhly, S.C., a 2006 SHRM Gold Sponsor (www.melliwalker.com).

 


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.
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Madison, WI 53718
(608) 204-9814
fax: (608) 204-9818
e-mail:
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