SHRM-Atlanta

FOR IMMEDIATE RELEASE 
Mary Lynn Miller, Chief Operating Officer
404.869.2568
mmiller@shrmatlanta.org

FOR ADDITIONAL INFORMATION
Jean Yahres, Association Director
404.760.8129
jyahres@shrmatlanta.org

Georgia’s Largest Human Resources Conference to Gather Hundreds for Education & Networking:  Hosted by SHRM-Atlanta October 17-18

Atlanta (September 15, 2011) – SHRM-Atlanta, the Atlanta Chapter of the Society of Human Resources Management, hosts the 21st Annual SHRM-Atlanta Human Resources Conference on October 17 and 18 at the Cobb Galleria Centre. Human resources professionals and other individuals with an interest in human resources from all over Georgia are invited to attend this two-day conference to network, learn and share ideas with other HR practitioners, as well as earn continuing education credits from the Human Resources Certification Institute (HRCI). The event is the largest gathering of the human resources community in Georgia this year; last year’s conference drew over 1,000 participants. Kat Cole, president of Cinnabon, presents the keynote address, “Transformational Leadership: Building Teams for Success through Times of Rapid Change,” on Monday, October 17 at 9:40 a.m.

The theme, “Working for a Better Atlanta,” spotlights Atlanta’s position as a vital economic center and the role of human resources professionals in shaping a more prosperous future. “The SHRM-Atlanta community has really come together to produce an unparalleled opportunity to meet and explore the critical issues – and opportunities – the HR profession currently faces,” said Mary Lynn Miller, SHRM-Atlanta’s chief operating officer. “Legislative changes and compliance, using social networking for recruiting, tackling recruitment and retention as the cost of providing benefits increases… we’re gathering the experts under one roof so HR practitioners at all levels find new insights and tools to improve their personal and company performance.”

Over 60 concurrent breakout sessions organized into seven educational tracks are planned. Confirmed speakers include leaders from MetLife, Merrill Lynch, Cox Enterprises, AARP and a number of other prominent corporations, consultancies and law firms. Tracks include: Business Acumen & Leadership, Law & Legislation, Total Rewards, Organizational Evolution, Talent Management, Diversity & Inclusion and HR Leveraging Technology.

The Resource Partner Showcase opens on Monday, October 17 at 9 a.m. and features over 100 exhibitors providing products and services to help human resources professionals work more efficiently. For the second year, the Technology Association of Georgia (TAG) presents “Tech Row,” a series of vendor booths representing TAG’s member companies providing products and services to the HR community. Admission to the Showcase is free and open to the general public.

A highlight of the agenda is the 2011 SHAPE Awards, taking place Monday, October 17, to recognize individual HR professionals and teams who exemplify the highest professional standards in the industry. Networking opportunities also include a roundtable breakfast held Tuesday, October 18 where conference attendees share ideas and knowledge about specific topics or areas of expertise.

Full-access, student and one-day registration rates are available, ranging from $230 – $650. Group discounts for five or more participants from the same organization are available. Admission to the Resource Partner Showcase (exhibition hall) is free. For detailed rate information, the full agenda and additional information regarding the 21st Annual SHRM-Atlanta Human Resources Conference, visit shrmatlanta.org.

About SHRM-Atlanta
SHRM-Atlanta, the Atlanta Chapter of the Society for Human Resource Management, was founded in 1965, and has current membership of over 2500 individuals. SHRM-Atlanta seeks to promote the professionalism of the Human Resources Management field by offering members a wide variety of professional development opportunities and a common forum in which to share ideas and experiences. Serving the Atlanta HR professional, SHRM-Atlanta provides opportunities for career development and community involvement both inside and outside of the Chapter. SHRM-Atlanta – Working for a Better Atlanta!
www.shrm-atlanta.org

On Twitter: @shrmatl
Conference hashtag: #shrmatl11

The Sponsorship Sales Team for SHRM-Atlanta is responsible for ensuring we have support from companies and organizations, both financially and operationally, to deliver the best workshops, conferences, training sessions and networking opportunities for HR professionals.  And we have been busy so far this year! We are grateful to the many friends of SHRM-Atlanta who have committed their support for 2011 and we are looking to them and to YOU to help us strengthen our offerings and building longer term, more partnership focused relationships.

What is a Partner? I’m very focused on partnership, it’s meaning and use in business vocabulary.  I’ve been known to say, maybe to a fault,  that we don’t get to declare ourselves partners, but that it is our customer that tells us that they consider us partners.    Whether it is as HR practitioners or sales people.  From a SHRM-Atlanta sponsorship standpoint, our goal should be to earn that title from our sponsors.   The value we bring to companies desiring to do business in the Human Resources field are looking to grow their business.  They are looking for ways to market their products and services to companies that will use their services.    Our goal is to understand how SHRM-Atlanta can help them do just that, really thinking about what is helpful, what is realistic and create sponsorship opportunities that will help them achieve their business goals.

What does SHRM-Atlanta have to offer?

• The number #1 value we bring to sponsors is an opportunity to participate and make an impact in the Atlanta business community by developing professional and personal relationships with HR executives who buy their products or services.
• We deliver well organized and effective Bi-monthly Chapter meetings and provide opportunities to share experiences with hundreds of HR professionals, and demonstrate their companies value and capability.
• Annual Conferences/Expos offer excellent opportunity to create awareness for companies, especially those that may not be as well known.
• Power Breakfasts and other special events create further opportunity to develop relationships with a senior level HR professional.

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Developing the relationship between SHRM-Atlanta and our Resource Partners is so critical to our success.  Year to year, meeting to meeting, relationship to relationship, Resource Partners bring tremendous value to SHRM-Atlanta and help us deliver on our goal of developing Human Resource Professionals.  Through learning sessions, product presentations, industry updates and well, yes…. Sponsorship!   Without their financial support, we are not able to provide the BEST IN CLASS meetings, conferences and networking opportunities SHRM-Atlanta is known for.

When businesses get involved in SHRM-Atlanta they do so for a variety of reasons…. community, giving back to the profession, supporting the development of future HR leaders, friendship….. and yes, to build their business!

So in 2011, we are making it our priority to reach out to companies and ask them:

• “How can we serve you better?”

• “What does a valuable relationship mean to you?”

• “What type of events or opportunities to market would be most beneficial to drive your business?”

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You Can Help: If you are a practicing HR professional and have companies that provide products and services to you (and who doesn’t), you can very easily ask them if they sponsor SHRM-Atlanta:

• If they do, THANK THEM!  And ask them how we can make that relationship more valuable.
• If they don’t ask they why not?  Ask them to get involved, participate and support SHRM-Atlanta so you can continue to build your world class HR organization.

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Such a simple thing to do.  HR professionals owe it to themselves, their company and yes even to SHRM-Atlanta to help us make this an organization that is committed to Building a Better Atlanta for Business!   And a final word on partnership.  Believe me when I tell you, I don’t take the word lightly…..  but I look forward to the day when the companies that support SHRM-Atlanta stop me at a meeting or conference or call me on the phone and say:

“Wow, SHRM-Atlanta is so crucial to my business, I am very grateful for our PARTNERSHIP!”

So to all SHRM-Atlanta Sponsors (and soon to be sponsors), Thank You.   I am grateful for your support of SHRM-Atlanta and I personally value your commitment, enthusiasm and friendship.

John Kalusa, PHR serves in the volunteer role as the EVP of Sales for SHRM-Atlanta.  John is the Director of Human Resources and Talent Acquisition at Scientific Games International and has over 20 years of management experience in a number of industries.  Since 2002, John has held a number of key talent acquisition and sales leadership roles in the IT Staffing, Leadership Development and Outplacement industries.  You can connect with John on LinkedIn and follow him on twitter.

Could it be that your organization is prevented from moving forward because of a lack of communication? If so, could it be that the lack of communication is born out of a desire to respect authority? Like many young Americans, I was taught that we are to respect those in authority. I still believe this. However, I now know “showing respect” doesn’t mean I idly keep silent and allow someone to blindly fail. For example, take the 1982 Air Florida plane crash outside Washington, DC.

The cold January crash provides a poignant illustration of how the errors of teamwork and communication can have devastating results. On takeoff, the 737 came down directly on top of the 14th Street Bridge, crushing four cars and killing 5 people. Of the 79 people on board, only four passengers and one Flight Attendant were pulled alive from the frigid waters of the Potomac River. These are the horrid facts, but why did this accident happen?

There are very few tragedies that grab our attention like plane crashes. Thankfully, commercial airline crashes are rare occurrences. Yet, when they happen they are unforgettable. “The kinds of errors that cause plane crashes are invariably errors of teamwork and communication,” writes Malcolm Gladwell in Outliers.  He continues, “One pilot knows something important and somehow doesn’t tell the other pilot.”This is what happened with the Air Florida crash.

The primary error Gladwell points out with the Air Florida crash revolves around “mitigated speech,” which, “refers to any attempt to downplay or sugarcoat the meaning of what is being said.”  Mitigated speech is communication that lacks confidence and authority. Mitigated speech is weak talk. Mitigated speech is talk that hints. Mitigated speech, regardless of the magnitude of the situation, is an attempt to communicate without a sense of urgency. Mitigated speech is deficient in clarity. Consider these examples of mitigated speech.

A mother may say to her toddler, “I would like for you to get out of the car.” This is mitigated speech because it is only a hint to the child to get out of the car. The child could understand the statement to be nothing more than a suggestion. Unmitigated speech would be, “Lydia, get out of the car right now!”  In the latter statement, there is no doubt what the mother is communicating to Lydia.

A basketball coach may send in a player with 35 seconds to go in the game. He could say, “Jay, if Reynolds gets the ball it might be a good idea to foul him.” That would be mitigated speech.  Jay, could reason that he doesn’t want to get charged with a foul and so let Reynolds move up the court unabated. The coach would have a far greater chance of getting his desired results if he was clear in his directive: “Jay, as soon as Reynolds touches that ball foul him and send him to the foul line.”

In the Air Florida crash the First Officer knew that the plane had a dangerous amount of ice on the wings. Four times, the First Officer spoke to the Captain about the danger. Yet, all four times, he used mitigated speech. Listen to the four statements:

“‘Look how the ice is just hanging on his, ah, back there, see that?”

“See all those icicles on the back there and everything?”

“Boy, this is a, this is a losing battle here on trying to de-ice those things, it [gives] you a false feeling of security, that’s all it does.”

Finally, after being cleared for takeoff, the First Officer gives his fourth statement: “Let’s check those [wing] tops again, since we’ve been sitting here a while.”

Sadly, the last words the First Officer says before the plane plummets into the river is “Larry, we’re going down, Larry.”

In researching this accident, and other airline tragedies, Gladwell makes a startling assertion. “Crashes have been far more likely to happen when the captain is in the flying seat.” He continues, “Planes are safer when the least experienced pilot is flying.”  Why would he make such a claim? “Because,” he writes, “it means the second pilot isn’t going to be afraid to speak up.” If the roles would have been reversed in the Air Florida cockpit, the Captain wouldn’t have hesitated to demand that the plane stay on the ground. Yet, because of the respect for the Captain’s authority and experience, the First Officer was reluctant to forcefully communicate his concerns. That reluctance cost 79 people their lives.

While they may not get the attention of a plane crash, the errors of teamwork and communication in our teams can have devastating effects on our success as organizations. In organizations, it is critical that co-workers, fellow board members and teammates exhibit mutual respect and trust. Yet, respect and trust cannot lull us into spineless silence or mitigated communication. Rather, the reverse is true. Mature respect and genuine trust opens the door to honest communication. Organizations improve by listening to the ideas and concerns of everyone on the team.

While the results of mitigated speech in one organization may not lead to the loss of lives, the losses can matter. An unwillingness to speak-up could be the difference between a vital employee staying or leaving to work for a competitor. A reluctance to share insight could lead to losing a key client. Sharing an idea via a hint, instead of a confident assertion, could lead to a missed opportunity for growth.

In our employee benefits firm the Account Managers–also known as Benefit Specialists—are the primary guardians of the relationship with our clients. They are charged with serving as the trusted advisor for the client, assisting them in making the best possible decisions with their benefits package. However, working in tandem with the Account Manager is a team of support staff serving as liaisons with insurance carriers, resolving the claim and billing issues of the client’s employees, and implementing technology solutions. This support team is encouraged to share their ideas on any way to improve processes and strengthen relationships. We know they have unique perspectives that only those in their position can see. Our success often depends on their willingness to boldly disclose their ideas and observations.

This type of open and bold communication can only take place in environments where trust and honest listening is valued. Our company President, Account Managers and COO encourage our team members to speak up. We welcome new ideas and innovation.

The Air Florida crash was a tragic event that led to critical changes in the training of pilots. Today, the First Officer is more likely to leap over mitigated speech and say something more like, “Larry, stop. We can’t fly with this much ice on the wings. Tell the ATC we can’t go.” The lessons have been learned in aviation; may they also be learned in your organization.

IDEAS FOR TEAM BUILDING DISCUSSION:

1. Introduce the discussion by asking the question, “If you were to get on a commercial airplane today and were given the option of having the most experienced or the least experienced pilot flying the plane, which would you choose?
2. Share the story of the Air Florida crash.
3. Team Leaders share commitment to provide an organizational atmosphere that welcomes innovation and constructive conflict.
4. To help the team understand “mitigated speech” ask them to share examples—real or imaginary—of mitigated speech outside of the team, (home, among friends, government, sports, etc.).
5. Ask team members to share examples, from the past, of when they should have exhibited more boldness and clarity in their communication on the team. Have them answer the questions, “Why didn’t you speak up?” “How should you have communicated your message?”
6. Finally, ask, “For the good of the team and our success as an organization, what should you communicate now?”

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This post provide guest blogger Jack W. Bruce, Jr., PHR.  Jack as Chief Operating Officer at BIS Benefits, (Alpharetta, GA), provides general oversight in Finance, HR, Operations, Team Building & Strategic Management for this employee benefits firm. His role is to continually lead the firm by proactively enhancing the service, communications, human resource assistance, and technology for the benefit of their clients. Jack has earned a Professional in Human Resources (PHR) designation and serves as VP of GEMs for SHRM-Atlanta. You can connect with Jack on Twitter (@jackwbruce) & on LinkedIn or follow his blog, Jack in the Team Box.