Milwaukee Commerce magazine - Spring 2021 by MMAC

MILWAUKEE COMMERCE Spring 2021 - Volume 100, No. 1 From the President

Our commitment to you

The New Shape of Work Casey Tate Mahoney, Mercer PAGE 14

Scaling Talent Challenges

Your company’s No. 1 concern pre-pandemic? It’s back: How you can develop, attract and advance talented employees

Q&A: Chytania Brown, Employ Milwaukee & John Kissinger, GRAEF PAGE 20

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Christopher Banaszak (dept. chair), Brittany Lopez Naleid, Michael Gentry, Shannon Toole

In a rapidly evolving workforce, talent drives success. At Reinhart, we understand that one of a business’s most important assets is its people. That is why our experienced Labor and Employment attorneys bring to bear a broad range of talents for our clients on today’s most pressing labor-related matters, including the adoption of effective remote work programs. As you navigate today’s changing workforce, our team is here to help you set up a remote work program or audit your existing remote work practices to account for these critical new realities.

reinhartlaw.com · 414.298.1000 MILWAUKEE · MADISON · WAUKESHA · WAUSAU · CHICAGO · ROCKFORD · MINNEAPOLIS · DENVER · PHOENIX

2 | Milwaukee Commerce, SPRING 2021

Employers and Employees Want Remote Work to Stick Around Post-Pandemic When the pandemic hit, many employers asked themselves, “how do we stay in business if people have to stay home?” The solution for many, where feasible, was a rapid shift to remote work. And, despite having to learn on the fly, remarkably, employers have made teleworking a viable option. One workforce study found that 83% of employers and 71% of employees have found that remote work has not hindered their success. Although vaccinations continue to roll out and many offices are reopening, remote work is here to stay. Over 80% of both employers and employees say that they want some form of remote work to continue. Both have seen the advantages that come with remote work. Those advantages include more flexibility for employees, increased equity and child care support, and fewer geographical barriers when recruiting new talent, the last of which may be particularly true for younger workers. One recent

study found that employees who are between 18 and 24 years old are 14% more likely to prefer a remote work option than other employees. While remote work has many advantages, there are several potential pitfalls that employers should take care to avoid. For instance, remote employees who work out-of-state may have different rights under other state or local laws than employees who live near the office. This may raise wage and hour issues such as differing standards for the minimum wage, classifying employees, and reimbursing expenses. Likewise, tracking hourly remote work presents additional challenges. Another potential pitfall related to teleworking is data security. Remote working environments are more vulnerable to data breaches than on-site workplaces because employers cannot control everything about an employee’s home office. Brittany Lopez Naleid bnaleid@reinhartlaw.com 414.298.8215

Still, employers must ensure that authorized employees can communicate and store encrypted and confidential data remotely. As in the wage and hour context, the standards for data security or trade secret protection, and for enforcing confidentiality agreements, differ from state to state. Employers’ remote work policies should account for these challenges and anticipate how employees will nonetheless effectively perform their work remotely. Remote work options will continue to be valuable when recruiting and retaining talent. Making plans to accommodate that reality now can reduce potential liability later. These include: (1) establishing a remote work policy, (2) accounting for remote work in existing policies, and (3) understanding what additional state or local laws apply with regard to remote employees.

Michael Gentry mgentry@reinhartlaw.com 414.298.8715

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CONTENTS // How MMAC supports your talent strategies A company can only go as far as the innovation and motivation of its employees can take it. And we know that finding and keeping those talented employees is one of the things keeping you awake at night. MMAC has heard your concerns and is responding. In this issue, we lay out the resources, research and opportunities for collaboration that can help our Milwaukee Region employers stay ahead of the curve.

Turn to MMAC & M7 to support your talent needs

by Susan Koehn - MMAC/M7 Talent & Industry Partnership 08

The New Shape of Work

Flexibility and a culture of care are here to stay. How do you adjust? by Casey Tate Mahoney - Mercer 14

Health care institutions collaborate on talent What can your industry learn? by Chris Jenkins - MMAC 18

How can your company engage with Employ Milwaukee?

Q&A with Chytania Brown - Employ Milwaukee and John Kissinger - GRAEF 20

‘This is an all-hands moment’

City Forward Collective’s five-year plan to improve access to high-quality schools by Isral DeBruin - City Forward Collective 23

Volume 100, No. 1 - Milwaukee Commerce (USPS 546-370, ISN 07466706) is published four times a year by the Metropolitan Milwaukee Association of Commerce (MMAC), 275 W Wisconsin Avenue, Suite 220 | Milwaukee, Wisconsin 53203 Periodicals postage paid at Milwaukee, Wisconsin. Subscriptions $5 per year for members, included in dues. POSTMASTER send address changes to: Milwaukee Commerce - MMAC/Andrea Medved - 275 W Wisconsin Avenue, Suite 220 Milwaukee, WI 53203 Jonas Prising, MMAC Chairman Tim Sheehy, MMAC President Chris Jenkins, Editor (cjenkins@mmac.org) Carrie Gossett, Creative Director (cgossett@mmac.org) Anna Reaves, Graphic Design (areaves@mmac.org) Jane Backes, Advertising (jbackes@mmac.org)

Talent strategy fuels Stella & Chewy's growth Learn about their talent strategy By Jennifer Kovacich - Stella & Chewy's 27

In Every Issue: Upcoming Events Member Milestones Staff Directory Membership Message New MMAC Members

31 35 37 37 38

Thank you to our advertisers Reinhart Boerner Van Deuren Associated Bank Wintrust Commercial Banking Delta Dental of Wisconsin JCP Construction

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2 6 12 16 18

Wipfli LLP Edvest College Savings Plan National Exchange Bank & Trust Current Electric Co. Zoological Society of MKE

22 24 26 28 29

Sikich LLP Building Advantage First Midwest Bank UnitedHealthcare Wells Concrete/Spancrete

30 32 34 36 38

MMAC’s commitment to helping you solve talent challenges

// Tim Sheehy President of MMAC

oming into 2020, the year of COVID, the region had roughly 35,000 unfilled job openings. During the pit of COVID, the region lost 100,000 jobs, with unemployment jumping to 14%. As this goes to print, we have recovered to 6.2% unemployment.

in manufacturing will need to change in the next 3-5 years as the industry transitions to digital. And that’s just one industry of so many that are being disrupted. Keeping the Milwaukee Region competitive requires an all-hands effort on several fronts.

This was clearly a year of abrupt job losses, especially in hospitality, entertainment, travel and leisure. Our economy has a way to go before jobs in these industries fully recover. But what has come screaming back as the top concern for most employers … is talent. The most pressing concern from our member companies is hiring and retaining employees with the right skills to fill open positions. In addition, the work itself is evolving. According to a recent ManpowerGroup report, 49 percent of all roles

In this issue is an overview of how MMAC and M7 are engaged in helping you to prepare, attract and advance talent. This includes the impending launch of a new digital talent resource portal that will connect employers to experts and information to help address your talent challenges. To inform your talent recruitment and retention strategies, we’ll also provide an overview of the rapidly evolving expectations that workers are voicing (spoiler alert: flexibility is here

to stay, and diversity and inclusion are more important than ever). We’ll look at the education pipeline and City Forward Collective’s efforts (read more on page 23) to help the next generation reach its full potential. And we’ll introduce an industry-led reskilling effort to address high-need positions in health care – perhaps providing a model of collaboration that companies in other sectors can follow. For more than 160 years, MMAC has been here to help our members solve their challenges. And while the nature of those challenges continues to evolve, our commitment has not wavered. Just as we worked to listen, learn and lead during the pandemic, we’ll do the same with the long-term challenges we face on the other side.

49%

of all roles in manufacturing will need to change in the next 3-5 years as the industry transitions to digital.

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According to some studies, a typical business loses about 5% of annual income due to one infuriating cause: fraud. The Association for Financial Professionals (AFP) notes that “81% of organizations were targets of payments fraud in 2019. This is the second highest percentage of reported fraud attacks/ attempts since 2009 …” Combatting fraud is, understandably, one of the top priorities for large and small business alike—no matter the industry— and it is for Associated Bank as well. With increasing levels of sophistication, we know that cybercriminals are leveraging social media to commit phishing and other social engineering attacks. This means it’s essential to remain on high alert about your use of LinkedIn, Facebook and Twitter. Don’t overshare key details about your company via these channels. Another major concern is business email compromise, when an attacker gains access to company email for the purpose of defrauding the company, its employees or customers. Keep your passwords strong, to help keep criminals at bay. And, not to be discounted as a fraud trend of the past, check fraud remains an

ongoing concern. In fact, some estimates put check fraud attempts as doubling between 2016 and 2018.

Only ACH transactions from authorized parties within the designated dollar limits will settle to your business account.

Through a multi-pronged approach, Associated Bank is helping our clients combat these risks: through our cyber defense center, a dedicated fraud prevention team, regulatory oversight, the help of our peers and our suite of treasury management products that help specifically with this task.

ACCOUNT RECONCILIATION

Through positive pay, positive pay with positive payee verification and ACH capabilities and account reconciliation, Associated Bank has tools to help you mitigate risk.

POSITIVE PAY

This tool helps identify fraudulent items when they appear on your account. Through the Associated Connect® online platform, you can review suspicious items before they’re paid and return checks that appear to be fraudulent. Payee positive pay adds another level of protection by verifying the information in each check’s “Pay to the Order of” section.

Enhance audit controls and reduce fraud risk with Associated Bank’s Account Reconciliation Service. Reconcile one or multiple business accounts with our sophisticated account reconciliation services, increasing efficiency and accuracy. Choose from three levels of service: full, partial or deposit reconciliation. Your organization’s fraud prevention toolkit should include: staff training, payment controls, security defenses and internal controls. Let Associated Bank help you in this fight. We’ll help you understand how these tools can help you reduce risks in all areas of your company’s day-to-day operations. Contact a relationship manager at Associated Bank today. Adam Lohman Senior Vice President, Fraud Surveillance Manager

ACH BLOCKS AND FILTERS

ACH blocks and filters are mechanisms for preventing unauthorized ACH (automated clearinghouse) transactions from posting to your bank accounts.

Member FDIC. All trademarks, service marks and trade names referenced in this material are the property of their respective owners. Associated Bank, N.A. Member FDIC. Equal Opportunity Lender. (2/21) P02968

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Turn to MMAC & M7 to support your

TALENT NEEDS A // Susan Koehn

t MMAC and the Milwaukee 7 Development Partnership, we invest in talent solutions because talent is a key driver of economic growth under any market conditions. Given the disruption of COVID-19 and rapidly developing trends during the recovery, these efforts now take on additional urgency. As always, we are here to support you.

VP of Talent & Industry Partnerships

As we emerge from the worst of the pandemic and hiring continues to ramp up, a comprehensive talent pipeline strategy is as important as ever. And you may need to revisit your priorities. Companies that cut back on college interns during the pandemic may have redirected talent development dollars to support their remote workforce. Investments in automation may have moved up the priority list, requiring additional training, upskilling and new role definitions.

Supervision of a remote or hybrid workforce requires enhanced leadership skills as well as a new approach to performance management. Nationally, the value of skillsets in healthcare and information technology is on the rise, and job prospects for those without postsecondary training or credentials have diminished. Companies competing for high-demand niche skillsets may have to experiment with nontraditional talent acquisition methods.

JOB POSTINGS VOLUME IN MKE REGION UP OVER PANDEMIC LEVELS //

Source: Emsi Job Posting Analytics

2021 trends

2020 trends

75K 70K 65K 60K 55K 50k 45K 40K Mar1

Mar 4

Mar 7

Mar 10

Mar 13

Mar 16

Mar 19

Job postings data for M7 region comparing March 2020 with March 2021. This March, job posting volume was up an average of 26.5% over the same month in 2020, the early days of the COVID-19 pandemic.

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Mar 22

Mar 25

Mar 28

As an employer, what can I do to engage future talent? BECOME A TALENT MAGNET TO ATTRACT & RETAIN

Fortunately, the Milwaukee region is rich with helpful resources: public, private, and community-based. There is no shortage of local expertise to help. We can connect you.

Talent resources to help solve your challenges

In order to reach more employers with information about regional workforce trends and solutions, we launched a monthly information session – Talent Solutions 101. Find the next

session via the events calendar on MMAC.org. Later this year, we will launch our online Talent Solutions Directory, which will serve as a resource to MMAC member companies and the community at large. Employers will find partners with a wide variety of expertise, including recruiting talent from outside our market, building an inclusive culture, onboarding new employees, outplacement and so much more. Learn about how you can

• Focus on marketing your company as an “employer of choice” in a crowded marketplace. Does your website engage young and diverse audiences? Are job postings written to attract candidates? • Use place-based materials that promote MKE as an attractive place to live/relocate. • Market your company and careers where work-ready talent is congregating –in young professional groups, alumni groups. • Increase retention rates by rebooting your onboarding strategies, on-the-job training programs, ERGs, and consider providing career mentors to new hires.

- Continued on page 11

MANPOWERGROUP EMPLOYMENT OUTLOOK SURVEY // Hiring intentions for Milwaukee-Waukesha-West Allis, WI MSA

Increase Decrease Maintain Unsure

NEO

Q2 2021 Current

27%

66%

24%

Q1 2021

22%

62%

13%

Q2 2020 Y-over-Y

26%

73%

25%

Q-over-Q

Source: www.manpowergroup.us/meos

ManpowerGroup’s most recent quarterly Employment Outlook survey shows an optimistic hiring outlook for the MKE Metro area in Q2 of this year. 93% of employers surveyed plan to maintain or increase headcount in Q2. Only 3% expect to lay off employees. In state-to-state comparisons, Wisconsin employers reported the most optimistic Q2 outlook in the U.S.

NEW APPROACHES COULD INCLUDE: • Consider seeking organizations that

train and place non-traditional sources of talent: veterans, women who left the work force during the pandemic, underemployed workers, or previously incarcerated individuals.

START EARLIER, REACH STUDENTS & THEIR INFLUENCERS IN THE EDUCATION PIPELINE • Work with college and university career services departments to attract new graduates or soon-to-graduate prospects. Participate in on-campus recruiting events. • Explore corporate partnership models like innovation incubators or business challenges. • Hire an intern. In 2016, 62% of college interns ended up as permanent hires.

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Talent needs meet talent solutions Are you an employer looking to solve a talent challenge? One of the key benefits of MMAC membership is access to trusted tools, information and referrals that help your business grow. When it comes to talent, the solutions you need are as close as your fellow members. We’re developing a Talent Solutions Directory to help you find and connect with the resources you need most. Whether you are looking to develop emerging talent through internships and career exposure, need to upskill your current workforce, or recruit for highly specialized positions, this tool will provide a curated database of service providers.

www.mmac.org/TalentSolutionsDirectory.html

Are you a Talent Services Provider? The MMAC Talent Solutions Directory helps you reach thousands of business leaders searching for innovative products and programs. By purchasing an annual listing, you will be able to: • Provide in-depth details on your company or organization • Enhance your offering with graphics, video, social media • Make direct connections through individual contact information

Get started on your listing today at www.mmac.org/TSDlisting.html

Service Providers can be listed in three major categories:

Attract:

Help companies recruit candidates from in or outside the region to fill immediate openings

Advance:

Develop engagement, retention and company culture or prepare employees for the next step in their careers through upskilling

Prepare:

Help grow the talent pipeline and ensure tomorrow’s workers are ready for the jobs of the future

Questions or concerns? Contact Alexis Debliltz - MMAC Talent Director at adeblitz@mmac.org

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The mix of occupations may shift by 2030 in the post-COVID-19 scenario.

Previously, MMAC/M7’s virtual Talent Matters series focused on the adaptions businesses needed to make during the pandemic. This summer, it will tackle strategies for leaders and HR professionals to better engage with current and future employees.

- Continued from page 9 promote your organization as a regional talent solution on page 10. In 2020, we repositioned our Talent Matters workshop series to address job shifts related to COVID-19 and adaptations companies need to make. In 2021, we will address timely topics on workplace culture, the employee experience, your employer brand and how to upgrade your talent attraction strategy. While the long-term effects of disruption in 2020-21 remain to be seen, MMAC and M7 will continue to work to align education and workforce development, regionally, with forecasted demand in our high-growth industries. When COVID-19 threw a wrench in our ability to deliver in-person business tours to MPS 7th graders through MMAC’s longstanding Be the Spark program, we began adapting the model to provide access to more students and support to integrate virtual experiences with classroom instruction. Through a federal grant administered by the state Department of Public Instruction, MMAC and M7 will lead a collaboration with K-12 and higher education partners, bringing the voice

Estimated change in share of total employment, post-COVID-19 scenario, 2018 to 2030 Decrease -8.9% -1.0

and resources of industry to the table to drive career pathway development in high demand areas, such as Advanced Manufacturing, Digital Technology, Patient Care, Financial Services and Construction. Through our work in the talent space over the past several years, MMAC and M7 have developed a collaborative approach that brings industry partners together to identify shared workforce challenges where a collective effort is more effective than one employer could achieve alone. Based in leading-edge tools such as design thinking, the process we use to facilitate collaboration is similar to the way companies design the products they make or how a startup gets off the ground. Our CareerX pilot program in manufacturing is a good example of the kind of employer-led project designed with sustainability, continuous improvement and growth in mind. The MMAC and M7 approach is employer-led, data-driven, structured in process, and scaleable. We’re here to serve your needs and help our region have the talent required to drive our continued economic prosperity.

-0.4

-0.1

Increase 0

0.1

0.4

Occupational category

1.0 2.7%

United States

Health aides, techs, care workers STEM professionals Health professionals Managers Business/legal professionals Creatives and arts management Transportation services Educator and workforce training Properity maintenance Community services Builders Mechanical installation and repair Customer service and sales Food services Agriculture Production and warehousing Office support The pre-COVID-19 scenario includes the effects of eight trends: automation, rising incomes, aging populations, increased technology use, climate change, infrastructure investment, rising education levels, and the marketization of unpaid work. The post-COVID-19 scenario includes all pre-COVID-19 trends as well as accelerated automation, accelerated e-commerce, increased remote work and reduced business travel. Source: McKinsey Global Institute analysis

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PARTNER WITH WISCONSIN’S BANK ® FOR BUSINESS

Visit townbank.us/partnerships to see how we’ve helped local businesses like yours. As a bank based here in Wisconsin, we know how important local businesses are to our economy. That’s why our expert team is focused on getting to know our clients, so we can provide customized solutions and personalized guidance to help you achieve your goals. We’re ready to partner with you to support your growth.

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From entrepreneurial endeavors to global corporations, every type of business can benefit from a strong cybersecurity strategy. Here are some things to concentrate on to help keep your business safe. 1. Implement cybersecurity training for all staff Educating your employees about cybersecurity is the first step to ensuring your business is protected against fraud. After completing training, employees will have a better understanding of commonly used tactics and scams, so they can identify fraud before it impacts the company. 2. Segregate duties and implement dual control When you segregate duties, you assign the separate steps of a task to multiple people. This ensures that no individual has complete control over an important process, reducing the risk of fraud or theft. Similar to segregation of duties, dual control requires two separate entities to gain authorized access to information or complete a task. This ensures one person is not able to access materials or information without the cooperation of the other.

3. Practice out-of-band authentication Always use a separate authentication channel to verify the identity of customers, employees, and clients. For example, if you are communicating with someone via email, ask them to verify their identity over the phone. This makes it more difficult for cybercriminals to commit fraud, because it requires them to compromise two separate channels of communication. 4. Include fraud in the disaster recovery plan Just as you’d prepare for a natural disaster or financial crisis, it’s important to plan your company’s response to a data breach or fraudulent activity. Outline how you will recover lost data, secure your networks, and communicate with law enforcement.

5. Research the value of fraud insurance and cyber insurance Fraud insurance can be customized for your business to reduce your liability in the event of fraud. Talk to your insurance company about reputational harm from cybersecurity attacks, or business interruptions that lead to income loss. And, if fraud does occur, does your insurance company reimburse you for ransom payments to regain control of your data files and computers, or reimburse you for the funds that were fraudulently transferred? 6. Utilize positive pay services Positive pay services can detect forged, altered, and counterfeit checks before the money leaves your account by comparing the check register uploaded by the business to what is presented to the bank. If there’s a discrepancy, the bank holds the check and notifies the business owner for verification.

Lauren Hess Vice President, Treasury Management Wintrust Commercial Banking at Town Bank, N.A. www.townbank.us/

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The New Shape Flexibility and a culture of care are here to stay.

A // Casey Tate Mahoney Partner and Milwaukee Office Leader at Mercer

(414) 559-7606 casandra.tate.mahoney@mercer.com

ccelerated by the COVID-19 pandemic, fundamental changes in how we live and work are in motion. Now more than ever, supporting the wellbeing of our communities, organizations and employees is critical for the success of our Milwaukee businesses and people. The new shape of work embraces sustainability, flexibility and equity, and as a result, empathy and economics are at the forefront. Organizations that can pivot and adapt in a people-centric way will not only survive -- they’ll thrive.

Your 2021 people insights Redesign for future realities Sustaining an infrastructure that can transform quickly, with leaders who can communicate transparently, creates agility and support during these pressing times. Strategic planning and insight into employees’ skills and motivations can help deliver empowering results as well. The ability to redefine jobs, realign retirement expectations and reignite responsibility are top of mind when creating a profitable, attractive place to work. Flex work hours Making remote working possible with productivity still intact requires focus on the how and what is done. In the Mercer flexibility study, 83% of respondents indicated they will implement flexible working at a greater scale post-pandemic. Ultimately, executing flex hours will mean creating unique employee experiences and understanding the needs of your organization and your people.

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U.S. leaders tell us what’s next// • 83% of companies will evolve their flexibility strategy. • 74% of CFOs intend to make the shift to remote work permanent. • 77% of employees say they are fully productive working from home. • 61% of executives say using talent analytics to inform decisions is the HR trend that has delivered the biggest impact. • 45% of executives use or are considering diversity, equity and inclusion metrics in future incentive plans.

The career crunch affected everyone in 2020.

of work

How will this play out now?

Baby Boomers are delaying

How do you adjust?

retirement

72% intend to work past retirement age, but only 37% feel adequately supported

Gen X feels unable to advance

55% say opportunities to progress in their careers are limited because employees are working beyond retirement age

As you assess flexibility, ask yourself: What is possible? Desirable? Sustainable? Race to reskill Viewed as the top people activity most capable of delivering a return on investment, reskilling can meet talent shortages and ensure livelihoods and sustainability for the entire workforce. This leads to a future of matching employees to work streams based on skillset compatibility rather than current job titles. Embrace digitalization With immense data now at our fingertips, it’s paramount to combine our intuition with analytics to create future strategies. Organizations that have implemented digital transformation, including technology that enables connectivity and collaboration, have shown to be more resilient during the pandemic. Using data can help answer meaningful questions, such as the top three analytics requests from the C-suite: • Why is one team performing at a high level and another struggling? • What are the key drivers of engagement in our organization? • To what extent are there gender and/or race/ethnicity pay inequities? Energize the employee experience With a hypercompetitive talent market, people want to work at companies that offer the ideal interaction, whether that’s a warm person-to-person conversation or a quick technological transaction.

Gen Y can’t step up or sideways

Only 47% feel there is a supportive structure for employees to go through a career change

Gen Z expects to move quickly

43% want to be eligible for a promotion after being in a given role 12 months or less, and 53% think their company policy reflects this timeline

- Continued on page 17

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Consumer Trends in Dental Plans When providing a dental plan for your employees, often it is helpful to consider current trends in your area in addition to the coverage your staff is seeking. The most popular alternative to amalgam “silver” fillings is posterior composite (tooth-colored) material. The main advantage of composite material is that it’s tooth colored and hardly noticeable to the naked eye. Currently, many dental plans cover the composite resins (tooth-colored fillings) for the front six teeth. However, when patients receive a filling on their back molars, often insurance will require them to pay the upcharge to cover it as tooth-colored, as opposed to amalgam (silver). The current best practice is to cover

16 | Milwaukee Commerce, SPRING 2021

all teeth at the composite level. In Wisconsin, 92% of all fillings performed by dentists are composite resins. Many dentists are no longer offering amalgam fillings, as there is concern amongst the public that amalgam has mercury that could cause health issues. This has yet to be proven, but both patients and dentists are choosing composite resins. Be sure to review your dental plan and consider the coverage level that best suits your employees’ preferences and needs.

Jackie Bloomer Sales Executive Delta Dental of Wisconsin

- Continued from page 15 Businesses that create a culture of care and listening are better equipped to deliver enriching experiences, and it’s good for business. Companies that exceed their performance goals are three times more likely to have employee experience as a core part of their people strategy.

An opportunity to keep your people top of mind is to focus on “moments that matter” — emotionally charged milestones in employees’ individual journeys that have a significant impact on outcomes. This can create a sense of belonging and celebration while remote. From navigating a life change, like having a baby, or adjusting to a new role, your people want to feel supported and seen.

Diversity, equity and inclusion analytics will be a top priority for U.S. companies in 2021. Discontinuing gender and race inequities will prove vital to attractiveness and future resilience.

Where to start? You may be curious how to kick start the new shape of work at your organization, or how to continue it. Use these tips to begin to visualize the future.

Most in-demand skills for a post-pandemic world

2020 According to employees

• Innovation • Complex problemsolving • Interpersonal skills

According to HR • Digital marketing • Data visualization • UX design

Look at your own data.

• What changes are needed to maintain or accelerate productivity while also giving employees flexibility? • What skills do your employees currently have and how can you help advance those skills to benefit both their career paths and your organization? • How does talent flow through your organization? What's your retention rate, promotion rate and are there gaps at critical roles? • Are you bringing in diverse candidates? • What insights are your employees sharing about how they feel about the organization? Have you cut the data by demographics?

Assess your ability to accommodate flexibility.

• Is your culture supportive of flexibility — in career paths, work hours and location, and types of work? • What type of flexibility is possible and sustainable long term? • Take Mercer’s readiness assessment to determine where you are on the journey to the new shape of work. Are you reacting, planning, reinventing? This seven-question quiz is a quick way to find out.

Start with experiences that can adapt quickly and easily.

• How can you improve the onboarding experience or your remote technology set-up? Are there other moments that matter that can be adjusted to become more efficient and engaging? • Talk to an expert about where you are on your journey, and the best way to meet your company’s and employees’ needs.

2025 According to employees

• Innovation • Global mindset • Digital leadership

According to HR • Agile transformation • Design thinking • Entrepreneurship

Source: 2021 Mercer Global Talent Trends report

For additional information, resources and perspectives, visit mercer.com

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Our health care institutions are collaborating on talent. What can your industry learn?

O // Chris Jenkins MMAC Director of Communications

n a Friday in early March, an initial cohort of nine students completed a 10-week classroom portion of a new accelerated medical assistant training program. The following Monday, those students -- already hired and being paid by one of four Milwaukee Region health care institutions – immediately began an intensive four-week clinical rotation with their new employer. Meanwhile, a new cohort began the classroom program. Once they complete the program, students will be ready to begin work as a medical assistant – addressing one of the highest-need positions in the health care industry in 14 weeks, when

traditional programs often take two years. “Our goal is to make this model stronger and stronger with every class that we get and continue on with this, because it definitely will be filling a need,” said Kathy Karshna, Executive Director of the Center for Healthcare Careers of Southeastern Wisconsin. “We don’t see the shortage of medical assistants ending anytime soon, so having this additional pipeline that we can provide is an exciting thing.” Launched in December, the medical assistant training program was the latest step forward for the Center for Healthcare Careers – a collaboration

What can we

build for you?

Commercial – Residential – Community

18 | Milwaukee Commerce, SPRING 2021

(414) 372-7300 jcp-construction.com

among four Milwaukee Region health care institutions to promote careers in the industry. And if competing institutions in the health care industry can collaborate to grow their talent pipeline, why wouldn’t it work for other Milwaukee Region industry sectors? In 2014, chief human resources officers from Froedtert, Children’s, Aurora (now Advocate Aurora) and Ascension met for dinner to discuss how they might work together on workforce development. “Knowing that we all compete for talent, but how might we think about building a talent pipeline together? Especially with an emphasis on diversity, and working in better partnership with the community,” said Tom Shanahan, Chief Human Resources Officer at Children’s Wisconsin. “That’s really how it started.” The idea of building a unique model for talent development quickly overcame any apprehension about collaborating among institutions that were used to competing for talent. “Why can’t we have a collective voice? And why would we compete in building talent into the pipeline?,” Shanahan said. “Very quickly, we knew that this was really unique. We don’t know of many models like this in the country. And we purposefully started working together to talk about the possibilities.” There were other challenges, including funding, governance structure and legal reviews. A grant from JP Morgan Chase was an early win. Today, the center focuses on promoting interest in health care careers. Through a website and other materials, they lay out

career pathways to help those with an interest in health care get a better sense of where their career might go. The center serves as a hub for engagement efforts with high school students, including career fairs, a summer internship program and other careerbased learning experiences. “We’re really focused on the entry-level up to mid-level careers in health care, and we create those pathways,” Karshna said. “Our message is, you can enter those pathways anywhere you want. You can enter at the very beginning, you can enter in the middle. But the message is, where you start might not be where you finish. There are so many opportunities in health care, and the systems are supportive.” The medical assistant program is the center’s first attempt at doing their own training, made possible by a grant through the Advancing Healthier Wisconsin endowment, which was formed by the Medical College of Wisconsin. Employ Milwaukee also is a partner. They hope to train 100 medical assistants by June 2022, and potentially expand the program from there. They do not, however, intend to compete with technical and four-year colleges – they need to hire all of their graduates, too. Instead, the accelerated program is designed to appeal to non-traditional students who may already have started a family and can’t afford to be out of the workforce and going to school for a full two years. There is no tuition, and students are paid by the institutions that hired them while they’re in training.

can we do with this model and how can we continue it for other career areas,” Karshna said. “Not everything is applicable for an accelerated career model like this. I don’t think we’d want to train registered nurses in an accelerated model. But there are other entry-level, and above entry-level, positions that we’re considering for this. That’s why we’re taking so much feedback from our students and trying to mold this model as quickly as we can. Because we’d like to expand it in the near future if we can.” And if other industries wanted to use this as a model for collaborating to develop more talent for in-demand career, what can they learn from the health care institutions’ experience? “I think the underlying theme for the Center for Healthcare Careers is the power of partnership,” Karshna said. “That you can accomplish so much more together. You put aside your competitiveness. You have a common goal, you have a common mission. You focus on that, and you can really creatively address these things by coming together and coming up with new ways of doing things.” Added Shanahan: “Remain curious about what possibilities exist, and be patient. Collectively, keep an open mind to how we might continue to evolve. You’ll end up with better processes that are more efficient, and make a difference for the community as much as your business.” Read more about the center: healthcareerswi.com

“We’re just finishing our first class, and we’re already talking about what mmac.org mmac.org| 19 | 19

How can your company engage with Employ Milwaukee?

// Chytania Brown President & CEO, Employ Milwaukee

// John Kissinger President & CEO, GRAEF

Under the leadership of Chytania Brown, who became Employ Milwaukee’s President and CEO in 2020, the county’s workforce development board has emphasized industry participation and finding funding outside the federal government – all while transitioning its programming to virtual during the pandemic. As employers seek solutions for their talent challenges, Brown wants them to be aware of what the agency can do and how more companies can get engaged. Milwaukee Commerce recently spoke to Brown and John Kissinger, President and CEO of GRAEF, a former Employ Milwaukee chair whose company remains engaged with the organization.

Q: When you look across the country at how a large metro workforce development board tends to function, how do you see Employ Milwaukee as being different and innovative in its approach? Chytania Brown: “What we’ve always tried to do at Employ Milwaukee is have diversity in our (funding) portfolio. We like to do creative things and we like to stretch our reach. “And then we have industry advisory boards. Many workforce boards are

20 | Milwaukee Commerce, SPRING 2021

moving in that direction but that’s something that Employ Milwaukee created 3-4 years ago. We have employers with us at the table and we’re looking at, what are their needs so we can gear up the training to develop that talent pipeline. “We’re always looking at, how do we create more industry-led training? We have the employer at the table, as well as the tech college or university. We’re not afraid to try things or pilot something.”

Q: John, how have you seen Employ Milwaukee evolve? John Kissinger: “It has evolved a great deal since I got involved in 2009. At that time, we had a continuing issue with something that happened when Employ Milwaukee provided training for some welders. Although this had happened much earlier, the story persisted that we didn’t mesh with industry. That was something we had to deal with to change the image some employers had of Employ Milwaukee. We worked hard, through industry advisory boards, and

involving our own board members, to better understand the needs of employers not just those of the Department of Labor. “There’s been a lot of progress. But it’s still always a challenge. People think, ‘Just train people who used to fix copiers to run a CNC machine.’ It isn’t that simple.” Q: What are some of the challenges in reskilling? CB: “Sometimes you don’t know what you don’t know. Me trying to explain to you this job pays $20 an hour, the money might look good but I don’t know what that (job) is. And then there are people who might want that job, but because of restrictions from that employer, they may not be eligible to do it because they have a background. What we’re also finding are job descriptions with criteria that are not necessarily needed, and end up screening out a lot of eligible people.” Q: Are companies taking another look at job descriptions, and whether certain positions should require a college degree? JK: “I think it has to change. That’s part of the issue of why we have some pockets of unemployment. We have requirements that are not necessary.” Q: How can an employer get engaged with Employ Milwaukee? CB: “We need to have 51 percent business representation on our board, so that’s definitely one way. Our industry advisory boards are another great way, because those are very beneficial for weighing in when we’re projecting.” JK: “We train people for construction, we train people for financial work, we train people for health care. If you’re in those industries, we can help you find people. We have done hiring programs with particular employers to help them get subsidies for on the job training, or get a combination of funds to help them find and train workers. Q: What’s the future of apprenticeships? CB: “I see more and more of that.

We’ve been working with our Bureau of Apprenticeship Standards where we’re looking to build the career pathways by using youth apprenticeship, bridging that gap to a pre-apprenticeship, and then to a registered apprenticeship.” Q: What role does transparency play in building Employ Milwaukee’s reputation? CB: “We all have shared goals: a thriving economy that leads to family-sustaining jobs, and employers having the talent they need. Having an understanding of what each of us do and coming together for common goals, that’s where transparency to me is so necessary – just telling our story. We do a lot. Customized training, on-thejob training. There are so many ways that we can help employers build their talent pipeline. But often times, there’s still a disconnect with what Employ Milwaukee can do for them.” Q: What would you say to employers who might have concerns working with you because of government bureaucracy? JK: “If the employers will invest a little effort, it’s not that difficult. It can be very helpful.” Q: What’s your hope for the future? CB: “I really want to serve more jobseekers and meet the needs of employers better. I want what we do to be bigger than numbers served and money received. How do we change the community that we are responsible for serving?” JK: “You have people who have a job, but you would like to train them for a better job. You have people who are dislocated. You have people who have never worked or are returning from incarceration. My hope would be that would have enough resources someday to deal with all of that. But right now, it forces us to make value judgements. You have better success with certain types of workers, and you get measured on success. It makes it hard sometimes to solve some of the harder problems.”

Employ Milwaukee Business Services & Solutions // To ensure the southeastern Wisconsin employers have a skilled and educated workforce, The Employ Milwaukee Business Services & Solutions Team works to drive skills development and training; tailored candidate recruitment; customized hiring events; and innovative training solutions.

Contact information:

www.employmilwaukee.org (414) 270-1728 biz.services@employmilwaukee.org.

Employer Unemployment & Rapid Response Resources

Information and resources for those considering or experiencing temporary or permanent layoffs.

Other online services

• Review labor market information • Post jobs and search candidates whose experience and education match your position requirements. • Human Resources professionals - Info on hiring incentives - Request customized assistance for training current staff - Learn about Unemployment Insurance and Worker’s Compensation programs

mmac.org | 21| 21 mmac.org

against rising cyberthreats, improving how they serve clients, and increasing internal capabilities and efficiencies.

How to use PPP2 funds to upgrade technology The Consolidated Appropriations Act, 2021, established a second draw of the Paycheck Protection Program (PPP). Eligible borrowers who already received a PPP loan from the first draw can apply for a second-draw loan. Brand-new borrowers can also apply for PPP2, including 501(c)(6) organizations. With PPP2, organizations have the opportunity to put much-needed funds not only toward payroll but also areas that evolve the organization’s capabilities, efficiency and productivity. PPP2 has expanded what borrowers are allowed to use PPP loan funds for. One of the most significant covered costs are payments made for software and cloud computing services. For many organizations, the COVID-19 pandemic highlighted a stark need to enhance technology systems. And those needs vary — enabling remote work, protecting

Fortunately, organizations that have struggled in the past with finding the budget to enhance their technology are able to use up to 40% of their PPP2 loan to implement cutting-edge tech for everything from sales to HR to finance/accounting. Here are three areas to get started in:

1. Business software and cloudcomputing services

This technology can improve your operations, how you’re able to deliver products and services, and how you interact and build relationships with customers and clients. Software includes customer relationship management (CRM) solutions, enterprise resource planning (ERP) systems, business intelligence (BI) tools and even solutions that can improve your cybersecurity and security risk management.

2. Accounting and financial management software

Another significant area is software for accounting, processing payments and

tracking payroll, expenses, supplies, inventory and records. This is especially important because you are required to account for your PPP funds, which makes tracking your expenditures critical. You can simplify your finance and accounting processes and track expenditures with a modern financial system that improves processes and productivity, reduces operational costs, and gives you and your leadership team real-time access to financial information. Plus, financial software can greatly simplify and enhance the value of reporting.

3. HCM software

One last area you can dedicate PPP funds to is human capital management (HCM). HCM software assists your organization in areas such as payroll, time and expense, employee benefits, hiring and onboarding, and HR. It delivers accurate workforce insights, flowing measurable data into reports that are easy to use and understand, even for data and analytics novices. And it streamlines processes to improve organizational efficiencies and profitability.

Invest in your future

From PPP loan forgiveness to ERTC, Wipfli can help you plan for your revitalization. Get stimulus support today. wipfli.com/PPP

22 | Milwaukee Commerce, SPRING 2021

A lack of highperforming schools and negative learning outcomes disproportionately affect students of color."

‘This is an all-hands moment’ City Forward Collective’s five-year plan to improve access to high-quality schools

// Isral DeBruin Isral DeBruin is the Director of Strategy & Communication for City Forward Collective. To learn more and support their efforts, visit cityforwardcollective.org.

he Milwaukee Region’s future can only be as strong as its schools. And even before COVID-19 exacerbated and accelerated existing challenges, most Milwaukee students did not have access to a high-quality school.

During the pandemic, City Forward Collective responded by quadrupling its training programs for teachers and school leaders; raising $1.15 million in relief funding for schools; and acting as a liaison between Milwaukee’s health department and schools across the city.

“This has been our city’s biggest problem for decades,” says Patricia Hoben, who leads Milwaukee education nonprofit City Forward Collective. “COVID-19 has made it much, much worse.”

Now the organization is embarking on a wholecity plan to dramatically increase the number of high-quality school seats available to Milwaukee families. The strategy puts a Milwaukee spin on a set of approaches already road-tested in other cities where students have made tremendous gains over the past decade, including Chicago, Denver, Indianapolis, New Orleans and Washington D.C.

A lack of high-performing schools and negative learning outcomes disproportionately affect students of color. This represents a significant threat to the future economic vitality of the region, which will depend greatly on cultivating a new generation of skilled employees to sustain our regional workforce. Struggling schools also are a recruitment liability for businesses trying to lure talented employees from outside our market, as education options are a major quality-of-life indicator for workers considering relocation.

“It won’t be easy, and we have a long way to go,” says Hoben, who previously founded the Carmen Schools of Science and Technology, a network of high-performing charter schools. “But other cities have shown us that progress is possible, and they’ve shown us how to achieve it.” Continued on page 25

mmac.org | 23 mmac.org | 23

Saving for higher education amid uncertainty Uncertain times like these present the opportunity to review your employee financial wellness programs to help encourage savings and financial planning. I remember opening Edvest college savings accounts for my two children right after each was born. Our savings were initially quite modest, yet made a big difference. If these uncertain economic times force employees to save modestly, it’s OK. It will pay off for them like it did for my family. Edvest is Wisconsin’s direct-sold 529 college savings plan. These plans are flexible and smart options that factor in a family’s financial standing, risk tolerance and children’s ages when developing a customized investment plan. My family even used the accounts as a powerful financial literacy tool for our kids, who played an active role in their college savings by investing money from birthdays, graduations and jobs.

Many Wisconsin employers now offer Edvest at Work, allowing employees to make monthly contributions through automatic payroll deduction. There are no set-up costs, and Edvest provides all customer support and employee education. You can even match a portion of your employees’ contributions and be eligible for a state tax credit. Please consult a tax advisor for the applicable maximum tax credit. TIAA-CREF Individual & Institutional Services, LLC, Member FINRA, distributor and underwriter for the Wisconsin College Savings Plan. Linda Lambert Financial Capability Director, Wisconsin Department of Financial Institutions College Savings Program More information: Edvest.com.

EDVEST AT WORK Help your employees continue the Wisconsin tradition of higher education With higher education being one of the largest investments a family makes, getting started with Edvest at Work is a great way for your employees to achieve financial security. Edvest at Work is a free financial wellness benefit that helps your employees plan their family’s future in a responsible manner without burdening your organization with unwanted costs, fees or contracts.

To learn more, speak with Wisconsin College Saving Consultant, Khaleel Ali | 414-410-0009 | khaleel.ali@tiaa.org Attend an Edvest at Work Webinar | 888.338.3789 | Edvest.com/benefit TIAA-CREF Individual & Institutional Services, LLC, Member FINRA, distributor and underwriter for the Wisconsin College Savings Plan. 1290922

24 | Milwaukee Commerce, SPRING 2021

Continued from page 23

Barriers to student success

Starting in the early 1990s, Milwaukee pursued a school improvement strategy focused on increasing options available to families to create a school marketplace that would drive improvement through competition. Today, just 56 percent of Milwaukee’s 118,700 publicly funded students attend a school operated by Milwaukee Public Schools. The remaining students attend a mix of public charter schools and private schools that participate in Wisconsin’s tuition voucher programs, and a small percentage enroll in neighboring districts. While the city’s school options have evolved to offer a wide variety of choices for families, the governance structures overseeing those options have not kept pace. Systems for things like school funding, data reporting, facilities, and performance accountability still largely reflect a bygone era when nearly all the city’s students attended MPS. “Our school landscape is cluttered with low-quality and under-enrolled schools,” Hoben says. “In many instances, inefficiencies are sapping tax dollars before they reach the students for whom they were intended.” Hoben says Milwaukee needs an updated governance structure that fosters better coordination across its three main education sectors and ensures more equitable access to public funds and resources.

Other key issues must be resolved:

• The city’s education ecosystem has become too complex to reasonably expect parents to navigate it without support. Limited information clouds the school choice process, reducing market efficiency. • Milwaukee faced a teacher shortage before the pandemic, and it is

likely to become worse. For years, enrollment in traditional teacher training programs has been declining statewide to some of the lowest levels ever recorded. • Milwaukee’s teacher corps is disproportionately White (70%) compared to the city’s overall demographics (35% White) and especially the city’s student population (11% White). A strong research consensus shows that students benefit significantly when they have teachers who share their racial and/or ethnic identities.

A strategic, whole-city approach Over the next five years, City Forward Collective will:

• Increase the number of Milwaukee students attending high-quality schools by creating a philanthropy fund to invest at least $1 million per year to grow the number of city students attending autonomous, high-quality schools by 5,000. Grants will support the costs of expanding and replicating existing high-quality schools, the launch of new schools, and the improvement of promising schools.

• Improve the diversity and effectiveness of teachers and school leaders. The organization will initially aim to increase teacher diversity from a city-wide average of 20 percent Black and Latino teachers today to 40 percent within five years. A range of programmatic and grant investments will provide training for aspiring school leaders and support to schools actively working to recruit and retain teachers of color. A citywide multimedia campaign focused on teacher recruitment is already underway. • Ensure conditions in the city’s education ecosystem are right to sustain these gains by employing a mix of grassroots community organizing and advocacy work. This means training and resources for parent leaders to better navigate the city’s education ecosystem and advocate for change. The organization will also push for policy shifts to modernize Milwaukee’s education ecosystem and ensure sustainable funding levels. “We’ve got a plan, but accomplishing it will require significant support from every corner of our city,” Hoben says. “Because of the pandemic, the need has never been more urgent. This is an allhands moment for our city.”

mmac.org mmac.org| 25 | 25

WHAT IS VALUE?

While listening to a news commentator define “value,” reference was made that price is what you pay, but value is what you receive. Likewise, selling can be divided into two distinct categories, transactional and transitional. Transactional tends to be order-oriented and associated with commodity-type products. Transitional is driven by developing a long-term connection with clients. A key component is client retention, facilitating repeat opportunities and deepening the overall relationship. Value is essential to maintain longer-term relationships. The strength of any relationship is a mutual commitment to trust and a belief in fairness creating win-win opportunities for all involved.

Transitional transactions promote client loyalty and a commitment to improving ways of doing business focused on client success. Clients who see at least part of their success to be driven from the value provided by a business relationship have a propensity to share that value with others driving business to those entities that provide value to their clients. Delivery of high-touch services at the lowest price is not sustainable. Price without value may result in instant gratification but delivers no sustainable benefit or relationship. As a southeast Wisconsin community bank, National Exchange Bank & Trust is deeply rooted in core attributes which give us the ability to meet client expectations through Transparency, Communication, Knowledge and Trust.

We partner with you TO PROVIDE VALUE Transparency, Communication, Knowledge and Trust

Taking care of

BUSINESS. 26 | Milwaukee Commerce, SPRING 2021

nebat.com/business

(262) 523-1000 | W239 N1700 Busse Rd., Waukesha

Member FDIC

Talent strategy fuels Stella & Chewy's growth // Jennifer Kovacich Human Resources Director for Stella & Chewy's

Premium pet food manufacturer Stella & Chewy's is expanding its Oak Creek headquarters — a $67.7 million project expected to create 245 jobs over the next three years. Milwaukee Commerce talked to Human Resources Director Jennifer Kovacich about the company’s strategy for talent attraction and retention. Milwaukee Commerce: How would you describe your approach to attracting and retaining talented employees?

in terms of attracting talent, but retaining our talent. We’ve also had to look at parallel industries – what is a transferable skill?

Jennifer Kovacich: It is a multi-prong approach. We have some positions which we have local talent available, especially with some of our manufacturing roles because there is a stronger base of talent here.

We have added to our recruiting resources to ensure we are dedicating the necessary time to getting the best talent for our open positions. Our hiring managers are flexible and incredibly patient because they know that putting the right process into place and going through all of those steps is very important.

For other positions, you have to expand your pool and be flexible with your expectations. Do they have to be located in Wisconsin? Maybe not. Maybe you get to a flexible work arrangement. We’ve had to do that not only

MC: How are your talent recruiting and retention efforts changing? What will you have to do differently in the future? Continued on page 29

mmac.org| 27 | 27 mmac.org

Let Current Electric help you design and build your next project At some point in time, you may find yourself needing to expand or renovate your business or home. Whether you are just upgrading a few cosmetic items at your house or building an expansive addition onto your business, you will need to take the time to consider the electrical systems that are involved. With new technologies and an overwhelming number of contractors to select from, there are several items that you will need to consider. While the standard way to build of hiring an architect or engineer to help with the design process before going to an electrical contractor to bid on your project is still used, many contractors like Current Electric have become experts at electrical design/build projects.

28 | Milwaukee Commerce, SPRING 2021

A design/build project is one where you can reach out directly to Current Electric to help you through the process of putting your thoughts and ideas on paper, discussing value-added options with you, and ultimately implementing the design into a completed project. Current Electric is here to assist you in navigating the codes and standards to help make sure that receptacles, lighting and controls are installed in the correct locations. We can offer upto-date LED lighting solutions for any type of facility and provide high tech wireless lighting controls. We will also assist you to make cost effective decisions to keep your project on budget and complete it on schedule. Call us today to discuss your electrical dreams!

Brandon Barlament Senior Estimator/Partner, Current Electric callcurrent.com 262-214-5598

Continued from page 27 JK: We have to create more of a talent pipeline. You can’t rely on traditional methods. It’s a net-zero effect when you go take someone from another company. We have a very strong belief in internal promotion, especially within our plant. So growing our general laborers into skilled positions, then into leads and supervisors. We hired training resources to make sure we are developing that internal pipeline, and making sure that those individuals know what's available inside and outside of production. Maybe they’re interested in getting into supply chain or quality. It’s making sure that we show them a career path, offer them development opportunities and put that program

into place for them. We also have ESL classes. We do have a large Spanish-speaking population, and the ability to be bilingual helps their opportunities to grow within the plant. MC: What efforts are you most proud of at Stella & Chewy’s? JK: When I started five years ago, we did not have a dedicated HR department. I’m proud to help grow it into a company that has high employee engagement and ranks among the best places to work. When I get an email from an employee copying me and our CEO saying thank you so much for my bonus, for the lunches you provide or for employee appreciation week, it’s everything that went into emails like that.

MC: What keeps you awake at night? JK: Making sure that we are doing all the right things for our employees. We have a very strategic approach to what we do, and we have a very defined set of priorities. So focusing your attention on that, but also making sure that everything else is done correctly. If somebody emails me or calls me at 3 in the morning and says ‘I need this,’ that’s important to them. It’s making sure that things don’t get lost in the shuffle -- and making sure that we are putting into place things that are sustainable. It needs to be right for today, but it also has to be right for six months or a year from now.

THE ZOOLOGICAL SOCIETY OF MILWAUKEE welcomes companies that want to support the Society and the Milwaukee County Zoo in meaningful ways.

We offer a variety of ways to partner with us that puts your business in a positive position to create memorable connections across desirable demographics. Get your brand in front of up to 1.1 million visitors a year and reach the largest membership of almost any nonprofit in the state.

BECOME A CORPORATE MEMBER! Join the Society’s Platypus Circle and support our mission to conserve, educate and support the Milwaukee County Zoo. Your employees will enjoy special benefits including transferable membership cards, invitations to VIP events, rental discounts and more. Go to BeAPlaty.org to learn more. SUPPORT US WITH A GRANT The Society offers recognition and significant engagement to companies that support our mission through our grants program. Opportunities range from school-based programs for underserved youth to local and global wildlife conservation to capital investments. To learn more, contact Angie Doucette at 414-918-6152.

PARTNER WITH US AS A SPONSOR

From black-tie fundraisers to family-fun events, we will help put your business in the spotlight. Marketing partnerships with the Society and the Zoo can: •

Boost your brand by associating with one of Wisconsin’s

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Demonstrate corporate commitment to our community

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top family attractions

Engage employee volunteers or host key customers

To learn more, contact Patty Mills at 414-918-6185.

8614C21

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Evolving Security

Cybersecurity and IT compliance requirements, including defense contracting standards and privacy regulations, are evolving. The increasing number of events related to next-generation malware and advanced persistent threats are forcing the industry into a position to meet security challenges head on. Here are a few changing requirements to keep top-of-mind: Due to the Defense Federal Acquisition Regulation Supplement (DFARS) requirement not gaining the adoption that the US Department of Defense (DoD) wanted, the DoD is moving to the Cybersecurity Maturity Model Certification (CMMC). CMMC will be fully in place between now and 2025. Key items include: • Compliance must be shown BEFORE a contract is awarded.

• There will be five levels of the pass/fail compliance. • ALL contractors must achieve specified certification level. Government bodies are recognizing the need to enforce protections around personally identifiable information (PII) to safeguard against identity theft and misuse. California is at the forefront of privacy regulations after recently passing their legislations, the CCPA and CPRA. Few states have similar legislation in place now, but many states are drafting or considering similar legislation to protect consumer data privacy. Josh Sanders Senior Manager, Technology Sales Sikich LLP

• Compliance must be validated by a certified CMMC Third Party Assessment Organization.

PROTECT CONTROLLED UNCLASSIFIED INFORMATION WITHIN YOUR SUPPLY CHAIN Achieve DFARS and CMMC compliance with Sikich LLP.

info@sikich.com | 877.403.5227 30 | Milwaukee Commerce, SPRING 2021

Wednesday, May 26, 2021 | 8AM-11:45 AM KEYNOTE SPEAKER 8:15-9:15AM

Amy Liu VP & Director of Brookings Metropolitan Policy Program Sponsored by

The COVID-19 crisis has placed the leaders of Southeast Wisconsin at a crossroads of balancing short-term challenges with long-term uncertainties and opportunities. Join us virtually to discuss strategies around talent, innovation, business development and community as we continue to strengthen our regional economy.

A national expert on cities and metropolitan areas, she will translate research and data into actions, including: • Insights into Brookings Metro Recovery Index and economic trends comparing Milwaukee to peer metros and nationally • COVID-19’s impacts near and long term toward equitable growth • What leaders can do to double-down on equitable recovery, suggested strategies and best practices KEYNOTE RESPONSE

Building an Inclusive Economy: Region of Choice Diversity & Inclusion Initiative

The Region of Choice Initiative was launched by the MMAC and M7 with a goal to increase Black/Brown talent by 15% and Black/Brown management by 25% by 2025. TALENT TRENDS 9:15AM-10AM

BREAKOUT SESSIONS (CHOOSE ONE) - 10:15AM-11AM

VIRTUAL NETWORKING 11AM-11:45AM

Regional Talent Forecast, Labor Market Shifts & the New Future of Work

1. MKE’s Place in the Global Economy: Trends Impacting Corporate Investment & Job Creation

Join us for virtual networking in Showboat, a virtual platform for facilitating natural face-toface conversations.

- Rebekah Kowalski VP, Manpower Manufacturing at ManpowerGroup

Followed by panel of talent developers discussing priorities and strategies in response to the new labor trends. Sponsored by

Sponsorship available* - Jason Hickey President/CEO, Hickey & Associates - Brad Migdal Senior Managing Director, Cushman & Wakefield

2. Intelligence, Insight & Innovation for an Ever Changing World

Questions? Contact MARJORIE YOSHIDA at myoshida@mke7.com

Sponsorship available* - Dr. Craig S. Fleisher Chief Analytics Officer, Aurora WDC

Attendees can move freely through the 2-story 3D environment, see, hear and speak with attendees, communicate with direct message and much more!

*Interested in sponsorship? Contact KAREN POWELL at kpowell@mmac.org or 414/287-4166

3. Regional Career Pathways Collaborative meeting

mmac.org mmac.org| 31 | 31

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32 | Milwaukee Commerce, SPRING 2021

“As the CEO of a growing business, I know supporting professional development in our team is an investment in our company’s future. Here’s what two team members shared about their experience:

‘The Emerging Leader Series explored workplace communication, behavioral styles and problem-solving skills and mindsets you cannot pick up on your own.’

‘This course was profoundly beneficial as we were left with invaluable insights to foster engagement, commitment, and collaboration.’

This is a great series, and we look forward to continuing with the program.” - GARY ZIMMERMAN, CEO of Creative Business Interiors

Learn why this high demand and limited seat program is the upskilling tool you have been looking for in 2021.

79% of CEOs say a lack of key

skills is threatening the future growth of their organization

// Aleta Norris Principal & Co-founder of Living as a Leader

Unlock the power of your people.

Why do people leave their jobs?

The Emerging Leader Series is a process, not a program or an event -- a crucial distinction from other professional development opportunities. The Series offers outstanding content and a multifaceted approach for high-performing individual contributors who have not yet moved into a formal leadership role.

Research consistently shows that leadership development opportunities are considered a top retention initiative for both Millennials and members of Generation X. Some of the most successful retention tools are those surrounding meaningful learning and professional growth and development. Living As A Leader and MMAC are partnering to bring an important development process to your talented leaders.

It includes six core workshops - accompanied by small-group coaching - that is designed to develop participant’s skill to effectively interact with and influence others.

The emerging top talent of today is looking for: • Challenging and meaningful work • To be valued • A flexible schedule • Development opportunities • Effective leadership support

Next series will begin on May 25, 2021.

Recurring dates and time: Fourth Tuesday of every month from 8AM – 12 PM (Virtual Meetings)

mmac.org mmac.org| 33 | 33

34 | Milwaukee Commerce, SPRING 2021

Member Milestones NOVEMBER 2020 TO JANUARY 2021

MMAC strives to be your partner, resource and ally in doing business in Milwaukee. Your renewal is the ultimate source of feedback on our mission to improve Metro Milwaukee as a place to create jobs, invest capital and grow business. Thank you for your investment.

115 years

Fred Usinger, Inc.

100 years

Baird Capital Partners Robert W. Baird & Co., Inc.

90 years

Selzer-Ornst Company

85 years

Greater Milwaukee Assn of Realtors

80 years

Carpenter Brothers, Inc.

75 years

Rexnord Rexnord Industries LLC

70 years

Husch Blackwell LLP

65 years

Megal Development Corporation

60 years

Cardinal Stritch University Hydrite Chemical Co. PBBS Equipment Corporation

55 years

Metropolitan Associates

50 years

Graceland Cemetery H.O. Bostrom Company, Inc. Milwaukee Brewers Baseball Club

45 years

Rite-Hite Company LLC

35 years

BBC LTG/Dash Enterprises, Inc.

25 years

Applied Spectrometry Associates, Inc. The Bartolotta Restaurants

20 years

Carini’s La Conca D’Oro

15 years

Grant Thornton LLP Mortenson Patriot Partners SCM LLC Penfield Children’s Center

10 years

360 Direct Able Access Transportation Corporate Group, Inc. Harrigan Solutions Just Service, Inc. North American Fulfillment RITUS Corporation TopLine Results Corporation Xcel Energy

5 years

Associated Builders and Contractors, Inc. Casablanca Casablanca-Brookfield CDH Creative Marketing Resources Cristo Rey Jesuit High School Graphicolor Printing Great Lakes Dragaway Reputation Partners Sid Grinker Restoration, Inc. Teach for America - MKE The QTI Group WI Center for Manufacturing & Productivity WI Underground Contractors Association, Inc.

“Often the concerns of smaller entities can be overlooked or ignored. The MMAC with its large member base can be a force to be reckoned with or at least not so easily pushed aside – which is why we have been members for 75 years.” - Frederick Anderson is President/CEO at Wenthe-Davidson Engineering Co. located in New Berlin that has 225 employees.

1 year

160 Driving Academy Acts Housing All Organics Recycling Aramark Uniform Services CleanPower LLC Colorful Connections Entrision Etek Precision Manufacturing Forward Space LLC GoTech IT Solutions Investors Associated LLP LAB Midwest Lift Products, Inc. Pak-Rite Sargento Foods, Inc. Staffpros The Brewer Company LLC The Retreat Wisconsin Construction Laborers Union

Support your fellow members by doing business together.

mmac.org/directory.html

mmac.org mmac.org| 35 | 35

Tips to Help Stay Safe When Accessing Medical Care With the start of a new year, many Wisconsinites may be re-prioritizing their health, including scheduling appointments with health professionals.

//Dr. Donna O’Shea Chief Medical Officer of Population Health Management, UnitedHealthcare

Those visits are important given that some procedures were previously delayed. In fact, an estimated 41% of Americans have avoided medical care because of COVID-19. To help stay as safe as possible when accessing medical care, here are tips to consider:

Limit Exposure Risks.

Public health recommendations to help limit the spread of COVID-19 are important to follow, including: • Wear a high-quality mask, such as a tight-fitting, multiple-layered cloth covering. • Avoid crowded waiting areas and you may be asked to wait in the car before your appointment. • Limit the number of people you bring with to your appointment (or do not bring anyone). • Expect to have your temperature checked and share information about potential COVID-19 symptoms. • Evaluate virtual care options offered by your health plan or care provider.

Prioritize Screenings.

The number of preventive screenings, such as cancer checks, has declined by 43% amid the pandemic. Medical services to consider prioritizing include: • Preventive screenings, including colonoscopies and mammograms. • Chronic condition management, including for high blood pressure and diabetes. • Medical emergencies, such as chest pains or injuries to the head, should be treated as quickly as possible at an urgent care center or ER.

Focus on Oral Health.

Oral health is important before and after a medical procedure, as germs in your mouth may grow while you are in the hospital and increase your risk of hospital-acquired infections. Oral health guidelines include: • Brush your teeth for up to two minutes twice per day, rinse for 30 seconds with a mouthwash and floss daily. • Stay hydrated to help avoid dry mouth, while limiting sugary snacks. • Other than in places where there is “intense, uncontrolled community transmission” of COVID-19, people should continue routine oral health care, including cleanings. Working to improve your health is important amid COVID-19, so considering these tips may help you stay safe while returning to in-person care appointments.

Centers for Disease Control & Prevention, 2020, Delay or Avoidance of Medical Care Because of COVID-19–Related Concerns — United States, June 2020 | MMWR (cdc.gov) Journal of National Medical Association, 2020, Declines in Cancer Screening During COVID-19 Pandemic (nih.gov) National Library of Medicine, 2016, Oral Health and Hospital-Acquired Pneumonia in Elderly Patients: A Review of the Literature - PubMed (nih.gov)

36 | Milwaukee Commerce, SPRING 2021

is here to serve our members. Our team of experts is ready to help!

Gain guidance on your toughest challenges. TALENT INDUSTRY PARTNERSHIP

CORP. EXPANSION & ATTRACTION

How can your membership help you achieve your 2021 goals? As I transitioned from 24 years of sales into my new role, COVID hit. Yet during the onset of the pandemic, I quickly realized our members needed calm from the storm.

EQUITY & INCLUSION

My engagement team likely reached out to you or someone at your business for one purpose – to listen and serve.

ECONOMIC TRENDS & RESEARCH

FEDERAL, STATE & LOCAL GOVERNMENT

SMALL BUSINESS & MEMBERSHIP

Now our region is on its way to a strong recovery. And while my colleagues are working on mission initiatives like employee diversity, talent attraction and retention, and government advocacy – my role as Director of Member Engagement is to CONNECT YOU to the resources that help your business thrive.

Bret Mayborne 414/287-4122 bmayborne@mmac.org

Steve Baas 414/287-4138 sbaas@mmac.org

Stephanie Hall 414/287-4121 shall@mmac.org

Our membership benefits are as diverse as our members and their unique needs.

Susan Koehn 414/287-4136 skoehn@mke7.com

Jim Paetsch 414/287-4171 jpaetsch@mke7.com

Julie Granger 414/287-4131 jgranger@mmac.org

Andrew Davis 414/287-4141 adavis@mmac.org

Corry Joe Biddle 414/287-4137 cbiddle@mmac.org

Grow your peer networks. ETHNICALLY DIVERSE BUSINESSES

EXECUTIVE ROUNDTABLES

FOOD & BEVERAGE INDUSTRY

Marjorie Rucker 414/287-4172 mrucker@mmac.org

Whitney Maus 414/287-4130 wmaus@mmac.org

Shelley Jurewicz 414/287-4143 sjurewicz@fabWI.com

HISPANIC COLLABORATIVE

INTERNATIONAL TRADE

THE NETWORKING FORUM

Nancy Hernandez 414/287-4118 nhernandez@mmac.org

Katie Henry 414/287-4123 khenry@mmac.org

Denise Salamone 414/287-4165 dsalamone@mmac.org

Gain exposure for your business. ADVERTISING & MEMBERSHIP

MEDIA RELATIONS

EVENTS & SPONSORSHIPS

• We have channels to connect CEOs to their peers – like our newly formed Leadership Council and ongoing CEO Exchange. • Our Executive Roundtables deliver monthly small group advisory sessions to work on your issues and opportunities. • We support your business development with lead generation support in our Networking Forums. • To strengthen your bottom line, we can help you with cost-savings on your health insurance. I’ve dedicated most of my career to serving our MMAC members – and I’m passionate about your success and am ready to respond to your needs. What can MMAC do to support you? Contact me to find out!

Jane Trenchard-Backes Chris Jenkins 414/287-4114 414/287-4152 jbackes@mmac.org cjenkins@mmac.org

Karen Powell 414/287-4166 kpowell@mmac.org

Barb Smith 414/287-4173 bsmith@mmac.org

mmac.org mmac.org| 37 | 37

New MMAC Members NOVEMBER 2020 TO JANUARY 2021 Biocut Systems

Lou Malnati’s Pizzeria - Fox Point

Serendipity Labs Wauwatosa

Erin Swanson, Business Development Associate 8219 W. Bradley Rd. | Milwaukee, WI 53223 biocutsystems.com ...................... (815) 575-2142

8799 N. Port Washington Rd. Fox Point, WI 53217 www.loumalnatis.com ................. (414) 446-3500 Restaurants

David Noel, Lab Manager 11220 W. Burleigh St., Ste. 100 | Wauwatosa, WI 53222

Bobb Joseph, Business Development Executive 227 South St. | Waukesha, WI 53186 www.icshelpsyou.com ................. (414) 431-7025 Computers, IT & Technology

Lou Malnati’s Pizzeria - Greenfield

Lippert Flooring & Tile

Lyft, Inc.

Shawn Selk, VP of Finance and Accounting N89 W14260 Patrita Dr. Menomonee Falls, WI 53051 www.lipperttile.com .................. (262) 437-9300 Contractors

Karyssa Jackson, Community Organizer 185 Berry St., Ste. 5000 | San Francisco, CA 94107 www.lyft.com Technology Professional Services

Lou Malnati’s Pizzeria - Brookfield

Linda Leikness, Managing Director 126 N. Gjerston St. | Stoughton, WI 53589 www.nvngia.com ....................... (608) 698-9254 Financial Services

ICS, LLC

Amit Klass, Market Partner - Wisconsin 15795 W. Bluemound Rd. | Brookfield, WI 53005 www.loumalnatis.com ................ (414) 930-4500 Restaurants

38 | Milwaukee Commerce, SPRING 2021

4751 S. 76th St. | Greenfield, WI 53220 www.loumalnatis.com ................. (414) 310-4600 Restaurants

NVNG Investment Advisors LLC

www.serendipitylabs.com/us/milwaukee-wauwatosa

(414) 391-5658 Professional Office Space

Enterprise Consulting Jay Gentle, Channel Sales Director 7900 W. 78th St., Ste. 430 | Edina, MN 55439 www.enterpriseconsulting.net ........... (952) 448-2300 Business Technology Management Solutions

First Federal Bank of Wisconsin Brooke Noboa, Executive Assistant PO Box 1198 | Waukesha, WI 53187 www.ffbwi.com .................................. (262) 542-4448 Banks

i.c.stars |* Milwaukee

ProBrew

Fiddleheads Coffee

Sarah Dollhausen-Clark, Executive Director 411 E. Wisconsin Ave., Concourse Level Milwaukee, WI 53202 www.icstars.org ............................... (414) 837-4131 Education

Jim Spyers-Duran, Director of Operations 21800 Doral Rd. | Waukesha, WI 53186 www.probrew.com .................... (262) 278-4945 Brewers

Mahnaz Marcy, Head of Marketing 790 N. Water St. | Milwaukee, WI 53202 www.fiddleheadscoffee.com ..... (414) 210-4509 Coffee/Tea-Retail

Keystone Click

TechniBlend

Nicholas Financial

Jim Spyers-Duran, Director of Operations 21800 Doral Rd. | Waukesha, WI 53186 www.techniblend.com ............... (262) 278-4929 Batching and Blending Systems

Melissa Richards, Branch Manager 800 W. Layton Ave. ,Ste. D | Milwaukee , WI 53221 www.nicfn.com .......................... (414) 377-7199 Financing

The Fox Company, Inc.

Nō Studios

Julie Brennan, Executive VP 11000 W. Becher St. | West Allis, WI 53227 www.thefoxco.com ....................... (414) 321-4700 Printers

Lisa Caesar, COO 1037 W. McKinley Ave. | Milwaukee, WI 53205 www.nostudios.com ...................(914) 588-0241 Events

Lori Highby, CEO & Founder 207 E. Buffalo St., Ste. 300 | Milwaukee, WI 53202 keystoneclick.com .......................... (414) 810-6650 Marketing Communications

Precision Door Service Brian Hennings, Owner N57 W13556 Reichert Ave., Unit 11 Menomonee Falls, WI 53051 wisgaragedoors.com ..................... (262) 373-9804 Garage Doors

Principal Financial Matt Martens, Managing Director 10361 W. Innovation Dr., Ste. 300 Wauwatosa, WI 53226 www.principal.com/wisconsin ....... (608) 219-7159 Financial Services

The Kubala Washatko Architect Kevin Hardman, Director of Business Development W61 N617 Mequon Ave. | Cedarburg, WI 53012 tkwa.com ..................................... (262) 377-6039 Architects

Deville Technologies LLC Paul Krechel, Sales Director 9550 58th Place, Ste. 450 | Kenosha, WI 53144 www.devilletechnologies.com ....... (262) 359-1616 Food Processing/Manufacturing

Support your fellow members by doing business together.

mmac.org/directory.html

mmac.org | 39

Interested in advertising in the next issue of Milwaukee Commerce?

Periodicals Postage

PAID

Milwaukee, WI

Contact Jane Trenchard-Backes at 414/287-4114 or jbackes@mmac.org

Details at mmac.org/advertising.html Milwaukee Commerce magazines are printed by:

275 W. Wisconsin Avenue, Suite 220 | Milwaukee, WI 53203

40 | Milwaukee Commerce, SPRING 2021

Milwaukee Commerce magazine - Spring 2021

Articles inside

MMAC’s commitment to helping you solve talent challenges