SHRM-Atlanta

By: Mark Butje

While some turn-over is unavoidable and to some extent even desirable, turnover among your top performers is largely avoidable. And it is certainly worth the investment. People don’t necessarily tell the whole truth in exit interviews about why they are leaving. Managers should, of course, know in advance who is leaving and why.

A high turnover rate is likely due to a combination of reasons. Thus, increasing employee retention also requires a combination of measures. An employee will be motivated to stay at a company when they feel comfortable, well respected, fairly compensated, and (dependent on position and character) see possibilities for growth and personal development. Here are some of the areas an employer can invest in to lower the employee turnover rate:

Information

It is clear that no manager can make informed decisions without proper information. HR or employee analytics can help management decide where to invest, identify the top performers, determine what employees need to best perform and what they value. Analytics also give provide a consistent way to monitor the results of any measure taken, HR analytics really are the ace up your sleeve.

Modern human resource management systems contain a wealth of information that can give managers and executives the insight needed to make the best possible decisions about the workforce.

Communication

A lack of (or poor) communication, both top-down and between teams or peers, causes frustration and misdirected energy. For HR departments, communcation is key and company communication can be greatly enhanced by publishing the company’s values, vision and mission. Provide easy access to the company handbook. Make use of the technology for employee self-service portals and performance appraisal systems and encourage employees to use these available resources.

Work environment

BusinessWeek cites that a “San Francisco design firm Gensler found that of more than 2,000 workers around the U.S., two-thirds believe they are more efficient when they work closely with their colleagues. But 30% said that their workplace doesn’t promote spontaneous interaction and collaboration—a sentiment that’s leading many companies to rethink the office environment.”

Widespread usage of social media and web 2.0 technologies has proven that these spontaneous interactions and collaboration are no longer limited by physical borders. Employee collaboration and business social networking have already demonstrated value in terms of improved employee performance, creativity, communication and informal learning.

Employee Recognition

Most companies reward employees and recognize a job well done with a combination of compensation and benefits. But there are many more tools in the employee reward arsenal. To compete in the global workforce environment, an effective employee recognition program is a necessity.

Successful recognition programs motivate workers in ways that increase their level of engagement. According to the Human Capital Institute (HCI), “best practices” for applying recognition programs include:

• Creating      a culture of recognition in the workplace that includes both formal and      informal methods of recognition.
• Making      sure that employees get rewarded in a way that is valuable to them by      providing a wide variety of recognition rewards. Emphasizing higher      quality performance, rather than just increased amount of effort.
• Recognizing      employees frequently to maintain consistent engagement.
• Ensuring      that rewards are linked solidly to business objectives and/or desired      business cultural values.

Training

Effective training and development programs are excellent instruments to reduce employee turn-over. When employees feel like their careers can develop no further at an organization, it is often time to leave. Good training programs can help your employees learn the skills needed for new projects and challenges, or even a higher position within the company.

Compensation and Benefits

Without an adequate and competitive package of compensation and benefits, it is difficult for any company to hire or retain top talent. The challenge for small-business owners is figuring out how much their competitors pay, and what package of benefits deliver the best retention results. If the main goal is to motivate talent to stay with the company, in other words to create ‘stickiness’, it is important to choose a balanced package of benefits from many available programs:

• Work/Life      balance: Holidays, paid time off,      flexible work arrangements
• Financial      security: Retirement plans, pensions,      disability insurance, life insurance
• Health      and medical insurances:      health insurance, dental, vision flexible spending or health savings      accounts, gym memberships
• Career      development/Personal growth:      Tuition reimbursement, onsite lectures, computer based training      subscriptions
• Other: Discounted auto, home, or pet insurance, savings clubs      for shopping, employee loan programs to purchase computers.

What do you think?  Does that list do a good job summarizing it?  Has your company offered any other benefits to help increase employee retention?

You can see Mark’s session, Make Your Talent Even More Talented: The Power of Learning in an Organization, at the 23nd Annual SHRM-Atlanta HR Conference at the Cobb Galleria Centre in Atlanta, on Monday, April 29 from 2:00 to 3:00 or stop by booth 207 to speak with a Sage representative!

Mark Butje is Director of Product Marketing with Sage and is responsible for positioning and product direction of the Sage Employer Solutions product offering, which includes the market-leading Sage HRMS brand.

Mark has more than 20 years of experience in the software and hardware industry and joined Sage in early 2010. Prior to joining Sage, Mark served in various marketing and product marketing roles at Apple, Gateway, Brodeur Marketing and medium size software companies in both the US and in Europe.  He holds a Bachelor of Science degree from the University of Utrecht, The Netherlands and is a published author, Product Marketing for Technology Companies (Elsevier Science 2005).

By:  Natasha L. Wilson, Esq., and Sumaya S. Ellard, Esq.

Senator Patty Murray (D. WA) and co-sponsor Senator Jeanne Shaheen (D. NH) recently reintroduced the Protecting America’s Workers Act (“PAWA”).  PAWA is designed to expand the protections and enforcement scope of the Occupational Safety and Health Act (“OSHA”).

PAWA increases OSHA protections to include state, county, municipal and U.S. government employees.  Moreover, PAWA increases whistleblower protections and improves OSHA reporting, inspection and enforcement. Specifically, PAWA increases coverage to include more of the 8.5 million federal, state, local government, and private sector employees that are currently outside of the Act’s protections.

PAWA expands whistleblower protections by including a number of procedural and administrative options that are unavailable under OSHA.  Significantly, PAWA authorizes private rights of action if an employer fails to comply with an order providing relief.  PAWA further allows complainants to move their cases to the next judicial stage if the appropriate administrative ruling body has not issued a decision in a timely manner.  The most significant change to procedure is the increase of the statute of limitations period from 30 days to 180 days for filing a complaint with the U.S. Department of Labor.  The longer filing period facilitates the filing of more retaliation cases previously foreclosed by the 30 day statute of limitations.

Moreover, PAWA increases the penalties for law breakers.  The bill authorizes felony charges for an employer’s repeated and willful violations of OSHA that result in a worker’s death or serious injury.   PAWA increases civil penalties and sets a minimum penalty of $50,000 for a worker’s death caused by a willful violation.

PAWA increases OSHA’s enforcement by mandating the investigation of all cases of death or serious incidents of injury of two or more employees.  To that end, PAWA includes provisions requiring employers to take measures to protect against the spoliation of evidence.

Overall, PAWA clarifies an employer’s duty to provide a safe worksite. It amends the General Duty Clause to include all workers on the site and clarifies employer responsibility to provide necessary safety equipment.

Employers should stay abreast of PAWA’s movement in Congress because if it is passed PAWA could significantly impact employers by increasing the breadth of OSHA’s application to employers that were never previously covered, increase civil penalties for violations, expand employee protections and rights, and impose heightened safety guidelines.

Natasha L. Wilson and Sumaya S. Ellard are Attorneys in the Labor & Employment Practice Group in the Atlanta office of the law firm Greenberg Traurig, LLP.  Please stop by Exhibit Booth 201 in the Resource Partner Showcase to learn more about the firm and the services they provide.  Their colleagues will also present during this year’s SHRM conference.  David Long-Daniels and Brett Lane will present the topic “Gender Stereotypes and LGBT Employees – Turning a Powder Keg Into a Respectful Workplace,” on April 29, 2013 at 3:30 pm.  Todd Wozniak and Pete Hall will present the topic “Whistleblower & Retaliation Law Update,” on April 30, 2013 at 3:00 pm.  Natasha, Sumaya and the Greenberg Traurig attorneys look forward to meeting you at the 23rd Annual SHRM-Atlanta HR Conference.

Natasha L. Wilson focuses her practice on labor and employment law and devotes her legal practice to representing management in all aspects of employment law, from prevention and compliance issues to arbitration and litigation. She has litigated a wide variety of employment issues on the federal, state and local levels before courts and administrative agencies. Natasha works closely with her clients to provide counseling and consultation on employee matters, policy revisions, litigation prevention, and the implementation of sound employment practices.

Prior to joining the firm, Natasha was an associate with one of the largest law firms in the Southeast. Her prior litigation experience includes representation of clients in environmental and toxic tort defense and general business litigation. She also has experience in white collar criminal defense and corporate investigations, electronic discovery and digital information. Before entering law school, Natasha worked as a television journalist for seven years.

Sumaya S. Ellard focuses her practice on labor and employment matters. She has advised employers on Fair Labor Standard Act (FSLA) classifications and has represented clients in wage and hour issues. Sumaya has counseled employers on various employment laws, policies and employee matters, including separation and settlement agreements along with discrimination, harassment and retaliation matters. She has represented clients in discrimination cases involving age, race, gender, religion and national origin.

By Jeff Tobe CSP

Most HR professionals worldwide agree that customer service has a lot to do with what they do!  Who told you that?  It’s NOT TRUE! You are not in the customer service business but you ARE in the customer EXPERIENCE business. A negative experience will hurt your department or your organization but a positive experience—shared with others—is one of the most powerful tools available to you.

We have all heard of the phenomenal experience offered by Nordstrom—an upscale department store chain found in major cities around the U.S. There has even been a book written about their outside-the-lines customer experiences.  I wanted to share my own experience.

I walked into Nordstrom in the Dallas Galleria intent on purchasing a pair of running shoes I knew they carried.  After being approached by a friendly (but not overly-friendly) salesperson named James, he asked me a series of questions about my desire for that particular shoe.  By analyzing my answers, James convinced me that another shoe was far more appropriate for the multi-use needs that I had.  He went to get me the shoes to try on.

James returned with nothing in his hands and a disappointed look in his eyes.  He informed me that he was out of stock but that he could order them and have them delivered to me.  Quite honestly, I didn’t want the shoes that badly.  I am a ‘instant gratification” kind of guy and if I couldn’t have them now, I could find them back home.

James persisted. “Mr. Tobe, are you going to be in the Mall for awhile?”

I hesitated but informed him that I planned on having lunch before I left.  He replied, “Let me try to find the shoes.  Come back when you are finished eating.”

I agreed and left thinking that this was odd.  There is only one Nordstrom store in Dallas, so how could he produce my shoes in the next 45 minutes?

When I returned, James was beaming.  He had the shoes!  As I tried them on I noticed a price tag on the box from an athletic shoe store also found in the mall; a competitor!  James had gone to the other store, purchased the shoes and had them ready for me.  Not only that, but the price on the tag was $2.00 more than the price James was quoting me.  When I inquired as to why he had done this, he replied, “Mr. Tobe, it is worth the effort and the extra $2.00 to make sure you come back to us next time you are in Dallas”

Needless to say, I had no choice but to buy the shoes right then and there.  More importantly, I have now shared this example with 100’s of people in my recent workshops and keynotes.  And now I am sharing it with 1000’s of you!

You see, if you believe you are in the customer service business, you are looking for a satisfied customer (internal and external).  But, once you make the leap to customer experience thinking, you are now looking for a more loyal external customer and engaged internal customer.

A recent poll conducted by the Gallop Organization found that only 43% of Americans are engaged at what they do every day in their jobs.  Most employees have the attitude that “Customer Service is NOT my job” but by changing their focus, employees begin to understand that their daily contribution—no matter how small—is part of the customer experience. When that happens, we have found that engagement can increase by 2-3 times!

The bottom line is that HR has to be the EXPERIENCE CATALYST in the organization.  It is a natural place for the focus to change.  In an effort to have a bigger say at the table you have to make the shift from being the HR department to becoming a strategic partner.  The experience mindset will start the ball rolling.  Like my Nordstrom salesperson James, you just need to shatter the stereotype people EXPECT to have with you.

Certified Speaking Professional, Jeff Tobe shows organizations how to design and implement the ideal customer experience.  His newest book, ANTICIPATE: Knowing What Customers Need Before They Do, is one of the hottest business books on the market today.  Jeff will be presenting at 23rd Annual SHRM-Atlanta HR Conference on Monday April 29^th at 3:30pm.  To get more information on Jeff, visit his website at www.JeffTobe.com or follow him on Twitter @JeffTobe

By: Allison O’Kelly

In the past couple months, two particular announcements got attention and prompted intense debate from both employees and business leaders—Yahoo and Best Buy’s decisions to halt their alternative and flexible work programs. Each shared similar reasoning behind the change, citing more face-time would bring each of the wavering organizations together. But why are corporate CEOs viewing alternative work solutions so myopically? Stopping all remote work is not the solution for bringing a company together.

There is a common misconception among business leaders that “workplace flexibility” is just a concessionary benefit for employees that comes at a cost to employers. But like many things, it is fear of the unknown that propagates perception. In truth, the benefits to employees translate to strong, measurable positive outcomes for companies. They go hand in hand, and as skilled workers and professionals in general become more of a premium, organizations that offer progressive workplace programs will remain highly competitive. What we are seeing play out today is the pursuit of short-term results, which may help with shareholders now, but not their most important asset in the long run: human capital.

An article in The Houston Chronicle cited five steps to making ethical business decisions, and this one seemed particularly relevant: Consider the effects of your decisions on all stakeholders. Decisions are often made to address one or a small number of issues, such as revenue growth, cost control or client-specific issues, but it is important to realize the wider implications of your decisions on everyone affected. Business decisions made in the best interest of stockholders, for example, can have effects on employees, clients, suppliers, people living and working near your operations, the natural environment and even future generations of people. Consider how stakeholders will be affected if the decision turns out the way you plan, and how they will be affected if things go wrong.

Certainly some face time and in-office collaboration is good practice for having everyone understand the big picture and strategic direction, meet with team members, and foster innovation. But those things don’t stop when employees are given a little bit of say over how they work and when they are most productive. If implemented correctly, alternative work options don’t reduce speed and quality; countless workplace studies have actually proven the opposite. The premise of ROWE, for example, is built on empowering employees to succeed and be more productive … however, it does need to be managed and managed well. I think this may have been part of the problem.

Flexible work options have long moved past the effusive HR conversations for moms who need to pick their kids up from school. It is a human capital and business strategy integral to the fundamental shift in how businesses operate today and particularly in the next 5-10 years. Where do you see this work trend leading?

You can see Allison’s session, The ROI of Workplace Flexibility, at the 23nd Annual SHRM-Atlanta HR Conference at the Cobb Galleria Centre in Atlanta, on April 30 from 1:45 to 2:45 pm.

Allison O’Kelly is founder/CEO of Mom Corps, a national professional talent acquisition and career development firm, with a focus on flexible and alternative work options. She has been noted as an expert, advocate and consultant on the subject of workplace flexibility and alternative work options. Her ideas and experience have been quoted in the national press and she currently serves as an expert contributor for Huffington Post. She was named to Ernst & Young’s Entrepreneurial Winning Women Class of 2012. You can find her at @AllisonOKelly and @MomCorps.

By: Aegis Sciences Corporation

Synthetic cannabinoids are designer chemicals that mimic the effects of THC, the active component of marijuana. These compounds are commonly purchased in head shops, tobacco shops, various retail outlets, and over the internet.  However, these compounds are structurally unrelated to THC and cannot be detected by marijuana drug tests. For this reason, use of these products has become very popular among drug users seeking a “high” without the danger of being caught by drug testing programs.

Most synthetic cannabinoids are marketed as drug-laced herbal incense products called “Spice,” “K2,” “Black Mamba,” and others. These products are designed to be smoked or otherwise ingested, despite listed warnings on the packaging. There are thousands of synthetic cannabinoids, and manufacturers may choose to fortify their products with any one of these chemicals and retain the marijuana-like effects. Unfortunately, there is already evidence that manufacturers are switching the compounds laced in their products, likely in effort to avoid detection.

The most commonly-referenced synthetic cannabinoids are JWH-018 and JWH-073. Several European countries have banned JWH-018 and at least some of the related agonists. On November 24, 2010, the Drug Enforcement Agency temporarily placed five synthetic cannabinoids into Schedule I of the Controlled Substance Act, including JWH-018, JWH-073, JWH-200, CP-47, 497, and cannabicyclohexanol. The ban went into effect on March 1, 2011.

Drug testing for synthetic cannabinoids poses a very great challenge.  Each cannabinoid’s agonist likely has a unique pattern of absorption, distribution and metabolism as well as its own unique urinary excretion profile. It has been shown that the urinary metabolites of synthetic cannabinoids are not the same as those of marijuana and, therefore, cannot be detected by conventional immunoassay screen and confirmation methods. To detect these compounds, new analytical methods must be developed for each compound and its metabolites.

To speak with a representative or to learn more about Aegis Sciences Corporation, be sure to visit booth number 431 in the Resource Partner Showcase at SHRM-Atlanta’s Annual Conference April 29 & 30 at the Cobb Galleria Centre in Atlanta, GA.

Aegis Sciences Corporation founded as a sports anti-doping laboratory at Vanderbilt University, Aegis Sciences Corporation has evolved into a full service forensic sciences company providing toxicology and consulting services to sports organizations, medical examiner systems, crime laboratories, physicians, corporations and other organizations throughout the U.S. and the world.

By: Karen Tinker, President, USA Mobile Drug Testing of NE Georgia

What is an MRO? An MRO is a Medical Review Officer. An MRO is defined as a licensed physician who receives laboratory results, has knowledge of substance abuse disorders, and has appropriate medical training to interpret and evaluate an individual’s positive test result together with his or her medical history and any other relevant biomedical information. Only individuals hold either a Doctor of Medicine (M.D.) or Doctor of Osteopathy (D.O.) degree may serve as MRO’s for federally regulated programs. The MRO is the gatekeeper protecting the rights of the ordering organization and the donor.

Why is the MRO so important? Simply stated, the MRO provides a critical element in your drug testing program-the final review of results!

Keep in mind a positive laboratory test result does not automatically identify an employee or job applicant as an illegal drug user! An individual with a detailed knowledge of possible alternative medical explanations is essential in performing this final review. This final review is required in the Mandatory Guidelines for Federal Drug Testing Programs initially published in the Federal Register on April 11, 1988 (53 FR 11970-11989) and revised in the Federal Register on June 9, 1994 (59 FR 29908-29931). It is also required by 49 CFR Part 40 for mandatory drug testing required of DOT regulated employees. Also many states require require both DOT and non-DOT drug tests be reviewed by an MRO.

**BEST PRACTICE: Always use an MRO regardless of whether you are required to do so by your state or federal regulations. Protection from liability and fairness of the drug testing process should be considered.

Keeping it current:

• Employee provides urine sample via instant device. Company employee reading the test results (not fully trained in most cases) sees the results window shows the employee is positive for BAR-Barbiturates and BZO-Benzodiazepines. Is this company representative really qualified to confirm this as a positive results (no formal training) and take disciplinary action? Or maybe this was a pre-employment test and this person would not be extended a job due to this result? Could there be a medical reason for this? Sure the person could be taking a prescribed medication in the BAR or BZO family that doesn’t effect his ability to perform X job as long as he is taking it as prescribed an MRO would report this result as NEGATIVE.

**BEST PRACTICE: All non-negative instant tests should be a) sent to a certified lab using GC/MS technology to ensure the reliability and accuracy of the initial result and b) all confirmed lab results should be reported to an MRO for verification prior to being transmitted to the employee and the company. Protection from liability and fairness of the drug testing process should be considered.

• Company conducts an onsite instant test and a lab based drug screen for all new hires. Said company relies on a “negative” instant test to start processing new hire paperwork, scheduling orientation, etc to get that spot filled quickly while lab based results are processed. In a fast paced, hectic work environment judgement calls are made. Company conducts instant test and positive result comes back on the results panel. New hire says “I have a prescription for that”, “I take X for my back”. Inexperienced/Untrained Company Representative believes the new hire and pushes along with the paperwork, orientation etc (despite company policy)…..knowing the lab results will be back shortly and will “confirm” what this nice new hire explained! Well funny that the lab results, confirmed through the MRO came back positive for Cocaine. The moral of this story is follow your company policy and DON’T take action or inaction based on an unconfirmed drug test result.

This topic could continue for a good bit, so if you have additional questions regarding MRO services or other questions regarding Drug Free Workplaces don’t hesitate to reach out to us at 678-804-7515.

Remember the use of a MRO greatly enhances the validity and reliability of the overall drug testing process. This ensures fairness to the donor and offers additional protection to the employer should future legal action arise due to a “positive” drug test where donor may have actually had a legitimate medical explanation. It is the job of the MRO to ensure the integrity of the drug test, and without the MRO, there is NO assurance of this integrity, and no court should uphold a positive test result, not reviewed by an MRO!

Is your policy in up to date?

Are you using an MRO?

Have you taken action on an unconfirmed positive drug test?

USAMDT firmly believes in a defensible drug testing program and the use of an MRO is always required when we provide testing services for our clients!

To speak with a representative or to learn more about USA Mobile Drug Testing, be sure to visit booth number 116 in the Resource Partner Showcase at SHRM-Atlanta’s Annual Conference April 29 & 30 at the Cobb Galleria Centre in Atlanta, GA.

This post is written by Karen Tinker, CPC of USA Mobile Drug Testing of NE Georgia (USAMDT). Karen is a DATIA Certified Professional Collector (CPC), Certified Designated Employer Rep Trainer (CDERT) and Territory Manager for USAMDT.  USAMDT services Metro Atlanta businesses, schools, non-profits, Athletic Associations and individuals who need help navigating the complicated world of drug and alcohol testing and compliance.

“As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them.”

John F. Kennedy

“Do as I say not as I do” is ‘old school,’ as Millennials will tell you. We all know that people in our organizations watch leaders very carefully to know what is real and acceptable behavior. There is so much written and discussed about ‘engagement’ but what do we really do versus just talk? As I tell my clients, you can collect all the survey data you want but the “so what” is what you do about it, the follow-through. The best gift we can give employees, then, is to model behavior that reflects a belonging, learning and contributing (BLC) culture that truly engages people.

What is a BLC Culture? It is a culture in a company in which people want to “belong,” “learn,” and “contribute” to the success of the business. What are some actionable steps that you can take?   

 Everyone wants a sense of belonging, that’s why we belong to families, civic and religious organizations. It’s why many people, just like the individuals in your business who chose to come to work for you, work for companies. Here are some steps you can take to create a culture of belonging:

1. The first day employees show up for work, have someone there to greet them, introduce them to others, and give them the lay of the land. (“Hi and here’s your work area” doesn’t count.)
2. Each morning when you see an employee, say “Good morning.” (You’d be surprised how many people tell us their boss doesn’t acknowledge their presence.)
3. Make sure employees understand their roles and responsibilities as well as your expectations. (Handing them a job description doesn’t qualify as achieving this action item.)
4. Sponsor business functions that include employees’ families. (Make them voluntary, as some employees would rather spend their time away from work—away from work people.

Everyone wants to continue to learn, grow and develop. In these fast changing times, you can’t afford not to. From a company standpoint, customers want higher quality, faster and more cost-effective products and services, which translates into employees producing higher quality products and services more effectively and efficiently. That requires continuous learning. Remember the definition of insanity: “Doing the same thing over and over again and expecting different results.” Here are some actions for providing a learning culture:

1. Provide feedback on performance to employees on an ongoing basis. (Saving it up for the surprise end of the year performance evaluation is counterproductive.)
2. Sending employees to training is only one way to develop people (and not always the best way). Consider coaching, shadowing, temporary assignments and participation on problem solving teams.
3. Delegate one of your responsibilities that has become routine to you but that would be new and challenging to your employee.
4. After returning from a learning experience, ask the person to teach others who would also like to learn. (And what a great return on your investment.)

Lastly, everyone wants to know that their coming to work everyday makes a difference. They develop pride in knowing that they have contributed to helping the company achieve its goals and move toward its vision. Below are some ways that you can provide a sense of contribution:

1. Articulate clearly how the individual contributes to the success of the business. (“Here is how what you do matters…”) And then do it over and over again as they continue contributing.
2. Thank people for a job well done. (An attitude of “Why should I thank them; they get paid to do their jobs,” gets you compliance. It buys you arms and legs, not people who want to go the extra mile.)
3. Give timely, well thought out performance evaluations. (The message you send to your employees when evaluations are not timely and well thought out is that they are not a high priority for you. Just think about how important feedback on your performance is to you.)
4. When individuals go the extra mile, write a personal note to them, take them to lunch, put a memo in their personnel file, recognize them at a staff meeting, present them with a certificate—just to name a few ways. (Remember personal likes and dislikes about being rewarded.)

Happy Holidays!

 Jane S. Goldner, Ph.D. is president of The Goldner Group LLC, a firm that works with clients to create a successful culture that attracts, engages, and retains top talent. She is the author of Driven to Success: A 10-Point Checkup for Achieving High Performance in Business and is a frequent keynote speaker on that topic. www.thegoldnergroup.com

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

Do you really know what your managers and employees are thinking or how they feel?  Even if what they feel or think is not true (in your mind) the thoughts and feelings are THEIR perspective.

I’ve recently been working closely with a few organizations and I have to tell you….it has been an eye opener.  I decided, along with my content in my sessions, I would add a survey.  This survey is done via email and is sent to my managers and supervisors to give them a chance to vent anonymously.   So far….my upper management and CEO’s have been a little surprised.  I have also found that my managers and supervisors are a little reluctant at first to email me there responses.  But once they get started….well things just come out!

I ask my managers to be open and honest because they may assume that the upper management team already knows what is going on, but I tell them, they don’t always know and many times, at least in my experience, are shocked when they hear the feedback.  So food for thought upper management, HR and CEO’s…my two questions are:

1. What is one major disciplinary problem you would like solved? or What are one or two Executive Team issues you would like to see resolved (personal or professional)?
2. What is one policy or process you would like to see changed or altered?

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After the survey questions are answered and revealed are all the issues resolved?  Absolutely not!  But here is what I have learned with working with so many organizations big and small, the managers at least got to be heard and the upper management and CEO’s are informed.  It’s called communication!  Some issues have actually been easily solved.

I understand that many of my organizations I work with are going through major changes and cut-backs but you still have to stay in touch with your people.  I challenge upper management to open themselves up and find out EXACTLY what their people are thinking and feeling…you may be shocked too…but you may be pleasantly surprised!

Let me know how your questions worked!

Be prepared for a roller coaster ride with me…climbing uphill with knowledge-based work and rolling downhill into playful and fun activities that help you apply and retain what you have learned. – Candy Whirley, Owner, SBG Services, LLC, (http://www.candywhirley.com/blog/).

Please join us next week, on March 15, for the SHRM-Atlanta Buckhead GEM Meeting at Ruth’s Chris Steakhouse.  Enjoy some great networking, and learn “What Employers Should Know About the EEOC.”  Plus, you can earn 1 HRCI credit hour!

Topic Details: The United States Equal Employment Opportunity Commission (“EEOC”) is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of that person’s race, color, religion, sex, national origin, age, disability, or genetic information. In promoting equal employment opportunity in the workplace, and through its investigative and litigation efforts, the EEOC strives to eradicate all forms of employment discrimination.   With the advent of new laws, regulations, recent court decisions, and nationwide initiatives, it is important that employers understand the EEOC’s mission, enforcement mechanisms, and its objectives for the future.

Speaker: James Cerwinski, EEOC Trial Attorney
Date: Tuesday, March 15, 2011 (11:00 a.m. – 1:00 p.m.)

Location:
Ruth’s Chris Steak House
3285 Peachtree Road, NE
Embassy Suites Buckhead
Atlanta, GA 30305

Agenda:
11:00 a.m. – Networking/Announcements/Lunch
11:40 a.m. – Speaker Presentation

Registration: Click This Link!