July
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HR InTouchThe Monthly Newsletter of the Greater Madison Area SHRM |
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In This EditionPresident's Message COVID-19 Resources Information for Madison Area HR Professionals Government Affairs & Legal Updates Protected Class and the Classifieds: Cautions for Job Advertisements Professional Development August 17, 2021 PDS: Start With the Vision: Six Steps to Effectively Plan, Create Solutions, and Take Action Stop Propping Up and Mopping Up After Your Managers! Compensation & Benefits Compensation Survey Now Collecting Data! Participate Now for Big Purchase Discount! Workforce Readiness, Diversity & Inclusion Diversity Observances in July
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Hi GMA SHRM Members,
July is the beginning of our new GMA SHRM Board year, which runs from July 1st through June 30th. I would like to introduce you to our new Board as we congratulate and welcome them to their new roles! Meet our 2021/2022 Board of Directors! Click here to view the full GMA SHRM Board of Directors
Information for Madison Area HR ProfessionalsGMA SHRM HR COVID-19 Resource Page This page has direct links to:
Government Affairs & Legal Updates Protected Class and the Classifieds: Cautions for Job AdvertisementsSubmitted from Brian P. Goodman, GMA SHRM Programming Member, Sarah J. Horner, and Storm B Larson, all Attorneys at Boardman & Clark LLP, a Platinum Sponsor
Job advertisements remain critical tools for employers as they attempt to rebuild and expand their workforces in a challenging hiring market, but these advertisements may invite legal risk if not drafted properly. The Wisconsin Fair Employment Act (WFEA) prohibits employers from: (1) printing, circulating, or causing to be printed or circulated any statement, advertisement, or publication; or (2) using any form of application for employment which implies or expresses any limitation, specification, or discrimination with respect to the protected classes covered by the WFEA. August 17, 2021 PDS: Start With the Vision: Six Steps to Effectively Plan, Create Solutions, and Take Action Keynote Presenter: Robert Shallenberger, U.S.A.F. Pilot Retired, CEO Becoming Your Best Global LeadershipWhen employees are asked for their biggest challenges, responses range from, "I feel overwhelmed with everything on my plate" to "We have this great opportunity, but we can't get everyone aligned." The answers span a wide range, but they all share a common issue– they need a planning process that is practical, manageable, and will help develop a way forward. During this hands-on and interactive program, each leader will tackle the most significant issue they are facing - personal or professional – then use the Six-Step Process to find a solution and develop a plan to solve it. This experience will provide a process you may use again and again in your personal and profession life! The Six-Step Process can immediately be taken back to your teams to address any issue until it becomes a part of your culture. Becoming Your Best Global Leadership firm has spent years researching more than 50 organizations to see how employees and leaders planned and problem solved to identify what worked and what did not. It was interesting to find less than 10% of leaders had a planning or problem-solving process. To close the gap an approach to planning, The Six-Step Process, was born. This program will utilize the Six-Step Process to give individuals and teams a process to solve their biggest problems and create a clear plan of who will do what by when in order to solve the problem. The Six-Step Process is the same process used by many successful organizations to solve their biggest challenges. While it will apply to any organizational problem or opportunity, people can also use it to solve any personal challenge they may be facing. This program will help participants:
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Stop Propping Up and Mopping Up After Your Managers!Submitted by Deborah Laurel, Co-Founder and Chief Learning Officer at The Peer Learning Institute Help Them Learn How to Do Their Jobs So That You Can Do Yours! If you are a human resources manager, you wear many hats. You are responsible for recruitment, selection, orientation, training, payroll, and benefits. You trouble-shoot employee and program issues. You handle employee grievances, discipline, and termination. And that’s just in the morning! Although not in your job description, you also find yourself doing what your managers don’t want to be doing- or mopping up after them when they mishandle a situation. There are certain managers that you continually spend hours advising, resolving issues that they should have handled, listening to employee complaints about them, and repeatedly filling the same positions because of constant turnover in their areas. Why do you keep propping those managers up? And why don’t those managers do their jobs? Why HR Steps In There are a few possible reasons why an HR manager might choose to do a manager’s (dirty) work. First, the HR manager knows that the manager made a mess of things before, and HR wants to avoid having to mop up after them again. This means that HR doesn’t trust that the manager either knows how to handle the situation or will do it well. Management training is clearly necessary. Second, the HR manager would prefer not to get the manager involved. This means that HR would like to avoid any possible unpleasantness or negative impact on their relationship with that manager. This is a sensitive matter that may or may not have a simple solution. Third, the HR manager has a problem with boundaries. This means that the HR manager is no longer clear about what tasks should really be performed by the managers. It would help if HR managers kept a log of the issues that they handle, determined those that are truly their responsibility, and clarified the issues that management should address. Why Managers Don’t Manage There are at least four reasons why managers don’t do their jobs. First, they may not feel that a particular task is their responsibility. This means that they do not have a clear understanding of what a manager’s role is. HR needs to clarify to the manager why the manager is the appropriate person to perform the task. Second, they may not want to perform the task. This either means that they don’t feel the task is worth the effort, are uncomfortable with the task, fear that they will be unsuccessful if they attempt it or are just plain unmotivated. In all cases, upper management needs to identify objective and measurable performance expectations and hold the manager accountable for achieving them. In addition, the manager may need training to build competence and confidence in the necessary management and interpersonal communication skills. Third, they know that they don’t have to do the task, because HR will. This means that they are not being held accountable for fulfilling their own responsibilities- and for some reason, HR is willing to step in. There is a role for upper management, as described immediately above. The HR manager should help the manager understand that HR can serve as a sounding board but will not step in to directly handle situations. Fourth, they don’t know how to perform the task. This means they lack the necessary skills and will need to develop them. Interpersonal Skills: The Missing Link and a Solution A lack of interpersonal skills is a major cause of the manager’s inability or refusal to do their jobs. Management requires effective interpersonal skills. This is true whether the manager is leading change, handling a difficult employee, giving performance feedback, providing coaching, creating a motivational environment, or building a team. Managers do irreparable damage to their working relationships with their peers, their employees, and their customers when they: lack emotional intelligence, cannot control their anger or their tone of voice, can’t make decisions, don’t delegate, don’t communicate clearly, don’t listen, don’t know how to collaborate, or don’t handle conflict or disagreements objectively or professionally. According to Harvard University researchers, 85% of job success comes from having well-developed interpersonal skills. If you want your managers to start doing their jobs, they will have to develop interpersonal skills and build the confidence to use those skills in their daily interactions. We Learn Interpersonal Skills Socially Interpersonal skills are social skills. They are best learned and practiced in a supportive social setting that provides ample opportunities for the managers to interact and test their new skills. Small in-house peer learning groups provide this social learning setting. Peer-based learning is a self-directed collaborative approach to skill development. Confidential discussions enable the managers to be open and honest about their issues and concerns. They benefit from hearing about each other’s previous failures and present successes. The managers learn with and from each other. They encourage, support, and hold each other accountable as they develop and use their new interpersonal skills to handle their specific shared management challenge. How the Managers Benefit Managers find that participation in peer learning groups makes a positive difference in both their ability to manage and their relationships with their peers. They feel more capable and confident to handle the management responsibilities that they used to avoid. Learning with and from their peer learning group members has created a stronger and more collaborative management team. The managers can rely on each other when they need to work through issues and identify alternative approaches to handle difficult situations. How the Organization Benefits Employees don’t leave organizations, they leave managers. Peer learning groups help managers develop the managerial and interpersonal communication skills necessary to ensure positive employee engagement, performance, and retention. Organizations that use peer learning for management development have 36% more net revenue per employee, 9% higher gross margin and are 4.6 times more likely to anticipate and respond effectively to change. How You Benefit You can focus on your other priorities and responsibilities. Your managers know how to do their jobs and you are no longer stepping in to do their jobs for them. There is a sense of relief because the managers are collaborating and supporting each other. There is also less stress because there are fewer employee complaints and grievances and less turnover. You no longer have to spend time propping up and mopping up after your managers. Return to Top Compensation Survey Now Collecting Data! Participate Now for Big Purchase Discount!
Workforce Readiness, Diversity & Inclusion Diversity Observances in JulySubmitted by Mary Vesely, Employee Engagement & Inclusion Manager at Fairway Independent Mortgage Corporation and GMA SHRM Director of Diversity
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Every year GMA SHRM honors a volunteer that has been instrumental in our success by sharing their talent, experience and time. This year we want to honor Jim Neustadt – even though he has “retired” in his work life, he certainly hasn’t retired from GMA SHRM. | Jessica | Grube | SHRM-CP | Lost Boys Interactive LLC |
| Kelly | Kazynski | Dental Implant Periodontal Specialists | |
| Storm | Larson | Boardman Clark | |
| Deborah | Laurel | The Peer Learning Institute | |
| Kristi | Sullivan | Windsor Family Dental | |
| Jessica | Sweet | A&J Property Restoration | |
| Brenda | West | Fickett Structural Solutions, Inc. |
Member Awards and Recognition
Have you recently earned a professional achievement award? If so, we want to hear about it.
If so, we want to hear about it. Send us an e-mail, and we’ll publish your good news in the next HR InTouch!
In Transition
If you are a member who is in between jobs, or who is currently employed but seeking new positions or career paths, write us a brief description of your skill set, areas of expertise, what you’re looking for, etc. Send us an e-mail. We’ll publish your information in the next HR InTouch.
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 .
