December 2021 Digital Issue of HR Professionals Magazine

Volume 11 : Issue 12

TM

www.HRProfessionalsMagazine.com

SHRM

Certification

Update

Guide to Compensation and Performance Management 2022

Compensation Trends Biden’s

Vaccination Mandate

Libby

Sartain, Director

Donate

SHRM Foundation Board

to the SHRM Foundation!

Will the Great Resignation End the Annual Performance Review?

Keeping up with changing laws is a full-time job, and you’ve already got one.

EMPLOYERS AND LAWYERS, WORKING TOGETHER Ogletree Deakins is one of the largest labor and employment law firms representing management in all types of employment-related legal matters. The firm has more than 900 lawyers located in 53 offices across the United States and in Europe, Canada, and Mexico.

www.ogletree.com BIRMINGHAM OFFICE

MEMPHIS OFFICE

420 20th Street North Suite 1900 Birmingham, AL 35203 205.328.1900

International Place, Tower II 6410 Poplar Avenue Suite 300 Memphis, TN 38119 901.767.6160

2 0 21

Join our monthly webinars to earn SHRM and HRCI recertification credits.

Bringing Human Resources & Management Expertise to You

92% of executives say it will be important to hold a SHRM certification in the future. www.HRProfessionalsMagazine.com

Features 4 note from the editor

Editor Cynthia Y. Thompson, MBA, SHRM-SCP, SPHR Publisher

The Thompson HR Firm, LLC Art Direction

Park Avenue Design Contributing Writers Jared Alexander Shawn Boyer Denise Cabrera Kevin Cleys Harvey Deutschendorf Alissa DeWitt Amy Schabacker DuFrane Brad Federman Dee Anna D. Hays Blair and Bruce Johanson Katie Towery Nancy Woolever Alexis York

Contact HR Professionals Magazine: To submit a letter to the editor, suggest an idea for an article, notify us of a special event, promotion, announcement, new product or service, or obtain information on becoming a contributor, visit our website at www.hrprofessionalsmagazine.com. We do not accept unsolicited manuscripts or articles. All manuscripts and photos must be submitted by email to Cynthia@hrprosmagazine.com. Editorial content does not necessarily reflect the opinions of the publisher, nor can the publisher be held responsible for errors.

HR Professionals Magazine is published every month, 12 times a year by the Thompson HR Firm, LLC. Reproduction of any photographs, articles, artwork or copy prepared by the magazine or the contributors is strictly prohibited without prior written permission of the Publisher.

All information is deemed to be reliable, but not guaranteed to be accurate, and subject to change without notice. HR Professionals Magazine, its contributors or advertisers within are not responsible for misinformation, misprints, omissions or typographical errors. ©2021 The Thompson HR Firm, LLC | This publication is pledged to the spirit and letter of Equal Opportunity Law. The following is general educational information only. It is not legal advice. You need to consult with legal counsel regarding all employment law matters. This information is subject to change without notice.

5 Profile: Libby Sartain, Director SHRM Foundation Board 6 SHRM Certification Update 8 5 Actions HR Should Execute Today to Take 2022 by Storm 11 Donate to the SHRM Foundation

Compensation and Performance Management 12 Never Make These 9 Mistakes with Exempt Employees 16 The Performance Appraisal: Please Let it Die 18 Battling the Great Resignation: Re-imagining Your Compensation and Benefits 22 Compensation Trends for 2022

Talent Management and Recruiting 14 Bringing Mothers Back Into the Workplace 30 Communication is Key to Engaging Frontline Employees as They Return to Work 46 5 Questions Emotionally Intelligent Leaders Ask Themselves Every Day

Employee Benefits 24 Specialty Drugs Continue to Bring Hope and Concerns 35 Living Your Best Life Means Having Life Insurance

Employment Law

10 Wimberly Lawson’s Tennessee Workers Compensation Handbook 35 Congratulations to Kimberly Hodges, Recipient of SHRM-Memphis HR Labor & Employment Attorney of the Year 38 The Status of Federal Vaccine Mandates Under President Biden’s Covid-19 Action Plan 40 Will the Great Resignation Signal an End to the Annual Performance Evaluations?

Top Educational Programs for HR Professionals 9 New People Manager Qualification – SHRM’s PMQ Training 15 Save 20% on HRCI Courses in 2021 with Code HRPro2021 20 The Coach Approach to Leadership 28 University of Memphis: The Only AACSBAccredited Academic Training In HR Management in the Memphis Metropolitan Area 29 The Gold Standard for Professional Development 32 Former Cops Teach HR Leaders How to Avoid or Survive Violent Incidents 34 Save the Date for our December Webinars 48 WGU Tennessee HR Program Fully Aligned with SHRM Curriculum

Industry News

26 2021 SHRM-Memphis HR Excellence Awards 36 12th Annual WT SHRM Human Resources & Employment Law Fall Conference 42 2021 NOLA Annual Conference 44 Highlights of the 4th Annual Supervisor and Manager Conference January Issue features 2022 U.S. News Best Lawyers in Labor and Employment Law Plus Updates on Employee Benefits and the Latest on HR Management and the Pandemic Deadline to reserve space December 15 www.HRProfessionalsMagazine.com

3

a note from the editor

It is the season of giving. Please remember to make your annual donation to the SHRM Foundation this month! The SHRM Foundation offers scholarships, grants, and awards that help HR professionals gain the skills they need to take their career to the next level and make impactful changes in the workplace that lead to positive social change.

Many awards were distributed throughout the year which addressed one of the SHRM Foundation’s key programming priorities, preparing emerging HR professionals to be the Next Generation of HR Leaders, and developing leadership and professional potential to make HR a field of endeavor.

It is an honor to feature Libby Sartain, Director of the SHRM Foundation Board, on our December cover. You can read her exciting career profile on Page 5. Near and dear to her heart, is the Foundation’s programming designed to inspire and empower the next generation of HR leaders and awarding scholarships and professional development grants to educate and develop students and HR professionals.

November was one of the most exciting months this year since the pandemic began. We had the opportunity to cover the 12th Annual WTSHRM Fall Conference in Jackson, TN and the 2021 SHRM-Memphis HR Excellence Awards. Our 4th Annual Supervisor and Manager Conference was the best ever! See the highlights of all these events in this issue!

We are featuring compensation and performance management this month. I know you will love reading the latest trends in compensation. Is the annual performance evaluation dead? Take advantage of these experts who can help you with your compensation pitfalls as you are preparing your 2022 personnel budget.

Our focus in January 2022 will be employment law as we feature the U.S. News Best Lawyers in Labor and Employment Law. We are bringing you four exciting complimentary webinars in December that you don’t want to miss. They are all pre-approved for HRCI Business Credit and SHRM PDCs. See the exciting topics on Page 34. Watch your email for your invitation to each of these exciting events!

Wishing everyone a beautiful holiday season with your loved ones!

cynthia@hrprosmagazine.com @cythomps

4

www.HRProfessionalsMagazine.com

Libby on the cover

SARTAIN

Director, SHRM Foundation Board

SHRM has been part of Libby Sartain’s life almost from the first day she thought about a career in HR. She first joined a SHRM (ASPA) student chapter in 1976 at SMU as an undergraduate majoring in Organizational Behavior and was also a member of the student chapter at North Texas State University while in graduate school in Personnel Administration and Industrial Relations. She was VP of both chapters and graduated with a BBA and MBA. She later joined the Dallas Human Resource Management Association (DPA) as a young HR professional and went on to volunteer in many chapter roles before being elected to Chapter President in 1988. From there, she became active with SHRM on a national level serving in numerous volunteer roles and board positions. She was Chair of SHRM in 2001 during a time of great transformation on the board, and Chair of SHRM Foundation in 2019/2020.

During her time on the Foundation Board, she led the board’s work in establishing a new mission with caused based philanthropy resulting in successful fundraising from a myriad in different partners and sources.

SHRM Foundation is now delivering programming and initiatives empowering HR to lead positive social change impacting all things work and providing solutions that address challenges in workplace inclusion.

Also, near and dear to her heart, is the Foundation’s programming designed to

inspire and empower the next generation of HR leaders and awarding scholarships and professional development grants to educate and develop students and HR professionals. She is rolling off the SHRM Foundation Board after 9 years of service at the end of this year.

“SHRM and SHRM Foundation were there as a place to learn, a place to become involved and contribute, a place to share, and a place to network throughout my career. SHRM helped me advance by keeping me up-to-speed or even steps ahead of some of my peers. I had access to the latest research and information on trends, the regulatory environment and on what was working well in HR. And, the SHRM Foundation, gives me a chance to give back to a profession that I view as a calling.”

“I have watched and participated as SHRM evolved with the HR Profession.

I grew along with it. When I started, we were Personnel Administrators, hoping for our place in management. I left full-time corporate work as a Chief People Officer with a place in the C-Suite. I am now in the boardroom as a director. The work evolved and grew in impact, and the business world finally began to realize what we had known all along; that is, our people are our most important asset and not having the right talent in place can pose the greatest risk.”

Libby Sartain is now an independent corporate director and active business advisor after a distinguished 40-year career in human resources. As CHRO of both Yahoo! and Southwest Airlines, Sartain led significant business transformation initiatives. Both Yahoo! and Southwest were listed on the Fortune 100 Best Companies to Work for in America and the Fortune 500 during her tenure.

Sartain is probably best known for her expertise on building effective corporate culture and for being a pioneer in employer branding and the worker experience. Sartain coauthored several popular books in HR and leadership topics, including, “HR from the Heart”, “Brand from the Inside”, and “Brand for Talent”. She is a frequent speaker and is often quoted in the business media as a thought leader in human resources.

Sartain is a director of ManpowerGroup and AARP, SHRM Foundation and Chairs the AARP Foundation. Sartain was named a Fellow of the National Academy of Human Resources (1998) and is an NACD Board Leadership Fellow in 2018. In 2020, she was honored by the National Association of Corporate Directors (NACD) in the Directorship 100, as a top 50 director.

She formerly served on the boards of Shutterfly and Peets Coffee and Tea. She has served in the role of Chair of the Compensation Committee for all 3 publicly traded companies.  www.HRProfessionalsMagazine.com

5

SMRM CERTIFICATION SHRM-CP | SHRM-SCP

SHRM Certification’s Seventh Year in Review: Preparing in 2021 for 2022 and Beyond

By NANCY A. WOOLEVER

No one thought 2021 would be status quo compared of the 2020 world situation caused by the pandemic. For SHRM certification, now in its seventh year of operations, the rapidfire challenges that needed solving in 2020 evolved into a smoother cadence of trouble-shooting minor issues for candidates. This allowed us to turn our attention toward the future. 2021 became the year of being responsive to the evolution of the practice of HR—a story told to us by thousands of HR professionals across the world who participated to help update the SHRM practice analysis that drives the SHRM Body of Competency and Knowledge (SHRM BoCK). Continuing the mantra of ‘listen and learn’ SHRM completed its latest practice analysis to inform SHRM certification exams of the future starting in 2022. The practice analysis informs the SHRM BoCK; the SHRM BoCK drives the test blueprint for the SHRM certification exams. A year of learning occurred this year.

As you might imagine, some things also did not change in 2021. With the resurgence of the variants of the coronavirus, 2021 brought a new slate of candidate-related matters to manage in a creative way to make sure SHRM certification candidates were able to achieve their career goals by earning the SHRM-CP or SHRM-SCP credential.

While 2020 was The Weird Year, 2021 can be characterized as The Year of Doing Things Differently for Good Reason. And that good reason is the profession is changing—so we must also change the SHRM certification exams to keep pace with the HR profession and remain relevant and timely.

SHRM-CP and SHRM-SCP-certified HR professionals continue to state that the SHRM certifications are the certification that is most relevant to the work they do each day. Research completed in 2021 also shows that HR executives have very positive perceptions of SHRM certifications. 81% state that holding a SHRM certification increases the chances of securing a job in the field, and 92% of these executives state that it will be important to hold a SHRM certification in the future. All the more reason to implement changes that resulted from the latest global practice analysis.

6

www.HRProfessionalsMagazine.com

It was true in 2020 and it is still true in 2021. To remain successful, to offer a testing program with a high degree of reliability, validity and integrity, and to continue to satisfy the needs of aspiring SHRM certificants, SHRM focused its efforts in three key areas. First, understand how to keep SHRM certifications relevant and timely. Second, determine how to best support each HR practitioner’s professional development and career journey. And finally, accomplish this by leveraging creative ways for HR pros to contribute their expertise without the need to convene in-person for the safety’s sake.

Leading the Charge Leads to Change This year, thousands of HR professionals across the globe—some SHRM-certified, some not—enthusiastically engaged with SHRM through a variety of virtual opportunities, workshops, focus groups and survey research efforts to help SHRM define the practice of HR in its current state. The 2020-2021 Practice Analysis completed in June 2021 not only provided evidence on how the profession is changing, it also redefined and refocused the importance of building inclusive workplaces. This will likely come as no surprise to anyone. Diversity, equity and inclusion (DE&I) emerged as a discipline HR professionals do every day, not just an important topic that HR professionals know. DE&I is infused in every single component of an organization’s workplace and workforce. The social movements of the past several years paid a large part in this most recent and dramatic shift, but it is something that has been changing slowly for the past 20 years. Newer concepts like diversity of thought and sense of belonging emerged from the latest practice analysis as integral components of DE&I that can no longer be overlooked if an organization wishes to remain competitive and attractive to applicants. Indeed a 2021 SHRM research study also showed that applicants do not want to work for an organization where DE&I is not important. Concepts like thwarting intolerance, removing barriers that cause conscious and unconscious bias, equal access to opportunities for all regardless of background or individual characteristics, and actively providing opportunities for all to contribute to an organization’s success emerged as practices that bear witness to competent behavior in action for HR professionals—in other words, ‘this is what good performance looks like in practice’ according to thousands of HR professionals all across the world.

SHRM also continued to leverage the voice of the customer to make improvements to the testing experience that will go into effect in 2022. Customer feedback identified some roadblocks to success for them. Later this month, SHRM will be formally announcing changes to the structure of the exams. Why? Because customer feedback and influence told us that there were some processes that needed a second look. SHRM conducted three interwoven research studies in 2021 to gather the data needed to figure out multiple key concepts that impact the customer’s testing experience: the optimum number of questions to ask; the optimum amount of time for the exam that allows a minimum of 90% of examinees across all subgroups of examinees to complete the exams in the time allotted without rushing; the best way to articulate how to choose the right exam and understand the eligibility requirements in an unconfusing way; and, to determine what all this evidence shows in terms of supporting a candidate’s success toward passing the SHRM-CP or SHRM-SCP exam. The most compelling component of these research studies, however, was this: can we make changes without affecting the reliability and validity of the SHRM certification exams and without diminishing the accuracy of testing results. The answer to both was shown through the research to be “yes.” 2021 helped SHRM understand that it is still important, now more than ever, to listen to customers, allow them to provide you feedback, take the feedback and decide how to incorporate it into the future of the SHRM certification testing program—without changing the integrity, reliability, validity of the exams or the accuracy of the results.

Some things will change in 2022, but many things will not change in 2022, the most important of which (to candidates especially) is the option to test from home or the home office. When the pandemic made its unfortunate world debut, just about everyone had to take the exam from home. But live, remote proctoring is here to stay—with one very important safeguard. SHRM is committed to the highest levels of test security; we have not experienced security breaches as some other testing programs, unfortunately, have. We constantly monitor what is ‘going on with testing’ during the exam windows, and we have already decided that the first hint of an anomaly that will affect test security will trigger whether or not live, remote proctoring remains part of the permanent solution-set for SHRM-certification candidates worldwide.

For now, however, it’s an integral part of the lexicon. Between 55% and 60% of candidates prefer to test from home. It is a major customerexperience satisfier.

Driving Results—Also Here to Stay This snapshot shows how SHRM certification continues to grow. It continues to be the primary choice of over 80% of candidates who seek an HR generalist certification from the available options. Just like in 2020, SHRM certification again experienced significant growth.

• SHRM education team continues offering virtual instruction for certification preparation, and this fall reintroduced live, in-person instruction via seminars and through educational partners worldwide for aspiring certificants who prefer in-person learning.

• Renewals continued at a very high renewal rate. 75% of SHRM-certified HR pros renewed their SHRM-CP and SHRM-SCP credentials through the recertification process again in 2021.

• Advance Your Organization work-projects linked to the SHRM BoCK increased in popularity. This idea was borne out the concept of ‘using your e-mail inbox and outbox as a recertification pipeline.’

• SHRM made it easier to connect learning outcomes from professional development programs to complete work projects to improve the certificant’s workplace by debuting a new program called the “Better Workplaces, Better World” recertification package. The natural first choice of this new program was a package created to apply concepts learned through SHRM’s Inclusive Workplace Specialty Credential to complete work projects that improve the workplace.

• SHRM’s network of preferred providers through which SHRM-CPs and SHRM-SCPs can earn professional development credits (PDCs) increased to well over 3400 providers. The program has grown by 10% so far this year— and the year is not over.

• 90% of SHRM certificants report they plan to recommend SHRM certification to colleagues.

The Story Will Continue Later this month, I hope you will explore the SHRM Certification website, shrmcertification.org, to learn more about the evidencebased changes that will take place effective with the May 2022 testing window. More is also planned in terms of making recertification more easily accomplished and the processes streamlined. And our dedication to helping military service personnel, veterans or transitioning-toveteran status military service personnel and military spouses continues as we grow programs geared toward these aspiring HR practitioners.

The next steps include helping these special groups connect the dots to understand how their time-in-service translates to a new career in HR. SHRM is excited to see what the future holds! If you are considering HR certification and like what you’ve read here, please join the SHRM family in 2022 by earning your SHRM-CP or SHRM-SCP.

• More than 34,000 individuals took the exams in the first two testing windows in 2021.

• About 4,000 more are scheduled to take the exam this month in December.

• More than 1,400 HR students in their final year of study in an HR degree program that teaches the concepts described in the SHRM BoCK took the exams in 2021, representing 400% growth year over year.

Nancy A. Woolever, MAIS, SHRM-SCP Vice President, Certification Society for Human Resource Management mailto:Nancy.Woolever@shrm.org www.shrm.org

www.HRProfessionalsMagazine.com

7

5 Actions HR Should Execute Today to Take 2022 by Storm

By JARED ALEXANDER

If you’re in HR, you know change is a prominent part of your job description. As we move into a new year, it’s important to reflect on your organization’s policies and procedures that are still performing well, edit those that are outdated or unnecessary, and add some that are gaining importance.

Why wait until New Year’s? Here are 5 actions HR should execute today to take 2022 by storm.

Increase Technology Investments Mobile solutions in recruiting and hiring are must-haves and will grow in importance next year and beyond. Applicants expect a faster, richer, more intuitive and responsive candidate experience that only technology can provide.

By streamlining ease of use and strategically broadening the communication avenues into mobile, businesses help make the candidate comfortable and confident from the beginning.

From the other side, mobile technology provides extensive information about the user and the process itself. This is important because data is being used more often to make business decisions. Using data metrics in recruiting and hiring empower HR to make logical, fair, and unbiased decisions.

By logging how each candidate performs at each stage of the hiring process, data helps spot issues that would have taken much longer to uncover otherwise.

TAKE ACTION! Start researching and investing in technological solutions to achieve greater productivity and an expanded candidate experience.

Expand Diversity and Inclusion Initiatives Diversity and inclusion are always important and essential for a modern, high-functioning workplace. Creativity and ingenuity stem from different points of view, and a company’s culture grows and thrives when 8

www.HRProfessionalsMagazine.com

people from different genders, races, ages, and religions participate. There’s no downside to focusing on making your organization more diverse and inclusive.

TAKE ACTION! Start at the very beginning by using diverse job boards to uncover a larger talent pool. Highlight your company’s commitment to diversity in your branding and on your website’s career page. Further advance your initiative by asking for diverse referrals, conducting training, and encouraging mentoring programs.

Hone Drug-Screening Policies Once upon a time employers screened for marijuana just like other drugs. Depending on where your company is located, those days are either already gone or fading fast.

This doesn’t mean you should eliminate marijuana screening altogether. It’s true that there are states and cities that have legalized cannabis and prohibited screening for marijuana use during the employment screening process. Still, there are valid reasons to continue screening for recent marijuana use such as pre-access, postaccident, or reasonable suspicion- just like you would for recent alcohol use.

TAKE ACTION! Look at your current drug screening policy and make edits to keep it relevant and compliant with current laws, while still protecting your workplace.

Devote Efforts to Compliance The stakes are too high to be lax with vague or inconsistent compliance processes.

Adhering to strict and consistent compliance processes is always a smart practice for HR. Understand and follow all FCRA guidance, maintain proper documentation, set consistent processes, and conduct hiring and onboarding in a relevant and fair manner. Avoid the salary history question and adhere to the “ban the box” laws in the cities and states where you operate. Send pre-adverse and adverse action letters

to applicants who you choose not to hire in whole or part because of information returned on their background check.

TAKE ACTION! Closely review your compliance standards and make sure everyone involved in the hiring process knows how to follow them every single time.

Implement COVID Testing HR is tasked with finding solutions to human issues, and the pandemic falls into this category. Research COVID testing options to create a healthier workplace by developing a comprehensive program for your organization. New and changing testing requirements must be addressed to keep your business as safe as it can be.

TAKE ACTION! Put low-tech (questionnaires, temperature checks) and high-tech (rapid tests, daily apps, monitoring) measures in place to ensure you meet all requirements for testing and reporting to protect your business from the spread of COVID.

Constantly making sure your HR best practices are in place and working well can seem tiresome, but look at it as a distinct opportunity. Staying in tune with the trends and regulations keeps your company ahead of its competition. Start putting these plans in place and you’ll be miles ahead at the start of the new year.

Jared Alexander

Background Screening Thought Leader jalexander@datafacts.com Datafacts.com

To learn more visit MLeeSmith.com/tnwc-handbook

The Tennessee Workers’ Compensation Handbook, 13th Edition,

by Wimberly Lawson Attorney Fred Baker, is the comprehensive resource for anyone who interacts with the Tennessee Workers’ Compensation System. It is designed for HR personnel, attorneys, paralegals, risk managers, claims adjusters, mediators, benefit managers, claims analysts, and judges. Now fully updated and edited in 2021, the Tennessee Workers’ Compensation Handbook, 13th Edition, gives clear, authoritative guidance that will help you navigate the challenges of the new Tennessee Workers’ Compensation landscape. Please call or email Brenda Copeland at (931) 372-9123 or bcopeland@wimberlylawson.com for more information and to order your copy.

Packed with crucial compliance and practice guidance to help you manage the sweeping changes to Tennessee workers’ compensation laws.

New 13th Edition!

The new 13th edition covers: • New COVID-19 presumption for emergency rescue workers; • Case law updates for injuries caused by exposure to elements; • Guidance on effect of ODG Guidelines on medical necessity; • Clarification on application of Statute of Limitations defense; • Changes to eligibility standards for Vocational Recovery

Assistance; • Recent case law changes on attorney fee awards; • Legislative updates for contractor liability;

• Effect of new Claims Handling Regulations; • And much, much more!

www.wimberlylawson.com

FREDRICK R. BAKER is a Member in the Cookeville, Tennessee, office of Wimberly Lawson Wright Daves & Jones, PLLC, which he joined in 2001. His law practice includes an emphasis in workers' compensation and employment discrimination, as well as ADA and FMLA compliance. Fred is the Editor of the Tennessee Workers' Compensation Handbook, published by M. Lee Smith Publishers. He is also Legislative Co-Chair of the Upper Cumberland Society of Human Resource Management, and is Tennessee's representative for the National Workers' Compensation Defense Network. Fred has an AV Preeminent® Rating - which is the highest possible rating given

by Martindale-Hubbell, the leading independent attorney rating entity. He is also listed in The Best Lawyers in America® in the field of Workers' Compensation Law/Employers, was named 2022 LAWYER OF THE YEAR by Best Lawyers for Workers' Compensation Law/ Employers (Nashville Region), and is listed in Mid-South Super Lawyers® in the area of Workers' Compensation. He received his Bachelor of Arts degree in Philosophy, summa cum laude, from Transylvania University and his law degree, magna cum laude, from the University of Tennessee.

10

www.HRProfessionalsMagazine.com

StrategicPriorities

The world of work is changing

At the SHRM Foundation, we mobilize the power of HR to lead positive social change in the workplace. We are committed to addressing the health, economic and social disruptions impacting work, workers, and the workplace.

Our programs and resources have never been more critical. Our strategic priorities are focused on a reimagined workplace where our vision is realized of a world of work that works for all. HR professionals have an indispensable role in accelerating the recovery of work and workers by providing innovative and timely evidence-based solutions and resources for employers and employees across the globe. Support for these resources are urgent and only made possible by the generosity of corporations, foundations, and individuals like you.

3 out of 4

Your contributions support the following:

HR professionals report work from employees hired from untapped talent pools perform the same or better than other employees.

Source: SHRM Foundation/Walmart: Beneath the Surface: A Unified Approach To Realizing The Value Of Untapped Talent

Building Inclusive Workplaces

Support for Emerging Professionals

76% of people believe companies should be doing more to support the mental health of their workforce Source: Workplace Intelligence report by Dan Schawbel, in partnership with Oracle

Workplace Mental Health & Wellness

Skill Building: Preparing People for Today’s and Tomorrow’s Workplaces

~2x

The HR profession is expected to grow nearly twice the average rate of growth for ALL other occupations.

Source: Bureau of Labor Statistics

Learn more at SHRMFoundation.org

The SHRM Foundation has mission driven programs to mobilize, elevate and empower HR as a social force to lead positive change in the workplace

Give today donate.shrmfoundation.org

Never Make These 9 Mistakes with Exempt Employees Employers with exempt employees should ensure they comply with federal and state rules for classifying and paying them, or risk jeapordizing that employee's exempt status.

The federal Fair Labor Standards Act (FLSA) requires employers to pay most employees overtime pay for all hours worked in excess of 40 in a workweek (some states require overtime in additional situations). The FLSA allows for exemptions from the overtime requirement for certain employees who work in administrative, professional, and executive jobs (known as exempt employees). To be considered "exempt," these employees must generally satisfy three tests: • Salary-level test. Employees must receive a salary of at least $684 per week.

• Salary-basis test. With very limited exceptions, the employer must pay employees their full salary in any week they perform work.

• Duties test. The employee's primary duties must meet certain criteria.

Even if an employee initially satisfies the tests for exempt status, you can later jeopardize this classification with improper pay practices.

Here are 9 mistakes to avoid when paying your exempt employees: #1: Docking salary for poor performance, such as an employee who failed to deliver an important project on time.

Exempt employees must generally receive their full salary regardless of the quality or quantity of work performed, provided they work any part of the workweek. You can't make deductions to exempt employees' salaries for performance issues. #2: Reducing their salary for misconduct without having a written policy.

Under federal rules, you may make deductions from exempt employees' salaries for unpaid disciplinary suspensions of one or more full days imposed in good faith for serious misconduct, such as sexual harassment, workplace violence, drug or alcohol use, or for violations of state or federal laws. However, the suspension must be imposed pursuant to a written policy applicable to all employees. #3: Making a deduction because they attend a two-hour parent-teacher conference.

Under the FLSA, when an exempt employee is absent for personal reasons (other than sickness or disability), you may make deductions from their salaries for full-day absences but are prohibited from making partial-day deductions. #4: Requiring exempt employees to work the day before and after a company holiday in order to receive "holiday pay."

To help reduce absenteeism around holidays , some employers require non-exempt employees to work the day before and after the holiday to receive holiday pay for a day off, unless they scheduled the time off in advance. This type of policy can't be applied to exempt employees.

If you choose to close for a holiday, exempt employees must generally receive their full salary as long as they work any part of the workweek.

12

www.HRProfessionalsMagazine.com

#5: Reducing salaries for emergency closings.

When the company closes for less than a full workweek for weather or other emergencies, exempt employees must still receive their full salary. #6: Violating limits on using bonuses to meet the salary requirement.

Employers may satisfy up to 10 percent of the federal salary requirement ($68.40 per week) with nondiscretionary bonuses, incentive payments, and commissions. For each workweek, you must pay the exempt employee on a salary basis at least 90 percent ($615.60 per week) of the standard salary level. The remaining portion of the required salary level (up to 10 percent) may be fulfilled through payment of nondiscretionary bonuses or incentive payments as long as the payments are paid at least annually. #7: Paying part-time exempt employees less than $684/week.

Part-time employees may be classified as exempt, but they must still receive a weekly salary of at least $684 (as well as meet the duties test for the exemption). #8: Reducing exempt employees' compensation for sick days.

You may reduce exempt employees' salaries for full-day absences due to sickness but generally only if the employee receives paid sick leave.

In this case, the employee wouldn't generally see a reduction in actual compensation. Instead, any reduction in salary is offset by the paid sick leave received.

Note: Under federal rules, deductions may be made for full-day absences due to sickness before the employee has qualified for the paid sick leave plan or after the employee has exhausted the leave allowance under the plan. For example, an employer's sick leave plan provides each employee with 10 paid sick days per year. An employee must work for the employer 90 days before becoming eligible for paid sick leave. In this example, under federal rules, a deduction of one or more full days may be made from the salary of an exempt employee who is absent due to sickness: • Before the employee becomes eligible to participate in the sick leave plan (such as, in the initial 90 days of employment); and • After the employee has exhausted the 10-day leave entitlement under the sick leave plan. #9: Failing to ensure compliance with state requirements.

Many states have their own tests and rules for employees classified as exempt from overtime. For instance, some require higher salaries and/ or prohibit employers from using bonuses to satisfy part of the salary requirement.

Employers with exempt employees should ensure they comply with federal and state rules for classifying and paying exempt employees and avoid improper deductions and other practices that may jeopardize the employee's exempt status.

www.HRProfessionalsMagazine.com

13

Bringing Working Mothers Back into the Workforce

By AMY DUFRANE

No doubt the COVID-19 pandemic impacted all of us in many ways, but it was often working women who bore the brunt.

From March to September 2020, 2,651,000 women left the workforce in contrast to 1,705,000 men. In September 2020 alone, 865,000 women dropped out– four times the number of men did. As childcare and educational systems collapsed, millions had to sideline their careers when left without support.

There was already a problem before the devastation created by the global health crisis. Women comprise almost half of the U.S. labor force. According to the U.S. Bureau of Labor Statistics (BLS), approximately 71% of mothers are in the workforce.

Researchers have determined that 41% of working women are the sole or primary breadwinner in their household.

This valuable talent pool is disproportionally represented in low-wage service jobs, lack accessible childcare and tend to shoulder the majority of at-home responsibilities.

Considering these harsh facts, it’s hard to dispute the existence of a motherhood penalty. Sadly, in 2021, many organizations still operate as if it’s the 1950s - out of sync with today’s reality.

Stereotypes about mothers and fathers abound, presenting barriers to women during their childbearing years.

Many women are denied leadership roles because employers assume that family commitments preclude them from giving their all for demanding jobs. The high cost of childcare forces women out of the workforce, especially hourly wage earners.

Few employers have mastered flexible schedules and guaranteed paid leave remains elusive.

I haven’t even begun to tackle the biggest point of disparity: the earnings gap. Mothers who work full-time are paid an average of 70 cents for every dollar a father makes.

Racial and gender wage inequities have been further aggravated by the pandemic with Black mothers paid 52 cents and 14

www.HRProfessionalsMagazine.com

Latina mothers paid 46 cents compared to one dollar paid to white male colleagues. Wage inequities combined with lost earnings have made bad situations worse, deepening generational financial insecurity and suffering.

Another major issue for working mothers is the lack of affordable childcare. The childcare system perpetuates the earnings gap, relying heavily on an underpaid, primarily female workforce.

Between February and August 2020, mothers of children 12 and younger lost 2.2 million jobs compared to the 870,000 jobs lost among fathers. Childcare availability remains a problem as many centers shutdown and show no signs of re-opening. Schools that served as childcare safety nets have also been inconsistent in supporting mother’s availability to work.

Are there some glimmers of optimism? Not quite. The most recent BLS report showed that women gained 57.3% of the 531,000 jobs added in October 2021. However, before the pandemic started, women’s labor force participation rate hadn’t been this low since 1988. Many of the readers of this article weren’t even born yet. Despite being lauded as essential workers – holding up key sectors such as healthcare – hard won progress has slipped away.

Healthy economic growth thrives on diverse talent pools and women’s gains in the labor market helped create an economy that – according to some researchers – is $2 trillion larger than it was in 1970.

A Pew Research Center study published in October 2020 revealed than the share of mothers who said it would be best for them to work full-time dropped from 51% to 44%.

Ensuring this talent pool remains in the workforce means shoring up work/family infrastructure and putting proactive programs in place.

Make Flexible Work the Norm, Not An Anomaly: Labor shortages are deepening, and the workforce is being reshaped as a result. Of 52 economists surveyed by The Wall Street Journal in October 2021, 22 of them predicted that participation would never return to pre-pandemic levels. Welcoming working mothers back into the workforce means making it easier for them to engage under flexible work arrangements that recognize their needs.

Compensation Matters: Well-evidenced in the leisure and hospitality sector, compensation matters. On average, these sectors historically featured lower wages. The recent onslaught of hiring bonuses and increased wages has improved job-seeker receptiveness. In the first six months of 2021, the leisure and hospitality sector accounted for nearly 50% of the 3.3 million jobs added in the U.S. Imagine what pay raises can do to improve gender parity. Plus, childcare subsidies as a company benefit can encourage working mothers back into the workforce.

Commit to a Culture of Caring: Making diversity, respect and inclusion non-negotiable means they are experienced by all workers in a company’s everyday culture. Micro-aggressions towards working mothers aren’t new: eye rolls and off-handed comments might seem innocuous; they are not. When a working mother comes into the workplace balancing on what feels like a house of cards, a caring employer can ensure their retention and progression within the organization.

What is HR’s role in bringing working mothers back into the workforce? Similar to their de facto – and rather sudden role – as COVID czars, they’re in a unique position to generate action.

First, take an unflinching look at what’s not working for working mothers in the business. Set forth clearly defined strategies that have leadership support to help tackle systemic problems. By adjusting to the new demands of a redefined labor market, real opportunities will be created. It’s indisputable that employers cannot afford to have women drop out or reduce their participation in the workforce and HR is at the forefront of taking up the charge.

Amy Schabacker Dufrane, Ed.D., SPHR, CAE, is CEO of HRCI, the world’s premier credentialing and learning organization for the human resources profession. Before joining HRCI, she spent more than 25 years in HR leadership and teaching roles. She is a member of the Economic Club, serves on the Wall Street Journal CEO Council, is a member of the CEO Roundtable, and is on the board for the Columbia Lighthouse for the Blind. Amy holds a doctorate from The George Washington University, an MBA and MA from Marymount University, and a BS from Hood College.

Save 20% on HRCI® Courses in 2021 CERTIFICATE IN DIVERSITY AND INCLUSION IN HR MANAGEMENT The three courses comprising our certificate were developed in accordance with the International Organization for Standardization’s guidance on diversity and inclusion for organizations (ISO 30415:2021).

• Fostering an Inclusive Culture

• Assessing Diversity and Inclusion

• Hiring and Retaining Diverse Talent Earn 12 general HR credits towards any of HRCI’s eight credentials, including SPHR® and PHR®.

Visit learn.hrci.org and use code HRPro2021 to claim your discount at checkout.

HRCI’s learning catalog features 250+ courses and certificates.

This offer will expire on December 31, 2021 at 11:59 pm ET and cannot be combined with any other promotions.

www.HRProfessionalsMagazine.com

15

The Performance Appraisal:

Please Let it Die

By BRAD FEDERMAN

Performance management officially began in the 1920’s when companies started moving toward mass production. At the time, operational efficiency was the focus. Time and motion studies were deployed and work was dictated by the most efficient method possible.

They changed to frequent conversations and feedback aimed at performance development rather than performance evaluation. These future-focused conversations center on progressing in one’s career and their aspirations.

As the economy moved forward and changed, so did our approach to performance management. In the 1950’s traits such as loyalty became the centerpiece. Personality-based appraisals came into fashion.

However, this left a great deal up to subjectivity and overtime the workplace realized it was not connected to productivity or performance.

Cargill Cargill has also decided to abandon annual reviews and ratings and move towards frequent on-the-job conversations. They went even further by rewarding managers for demonstrating good coaching practices, proactively sharing best practices, training people on holding two way conversations, giving feedback and coaching, and an accountability process for practicing the principles needed to make this effort successful. The result: 70% of Cargill employees feel valued because of these conversations.

Performance management continued to evolve. In the 1960’s Management by Objectives (MBO’s) became the popularized approach. Companies were interested in what someone might be capable of in the future and meeting their current objectives. However, there was still a great deal of concern regarding objectivity and fairness, and we saw court cases challenging these systems.

All the noise from the current approaches led to change in the 1970’s.

Psychometrics and rating scales were thought to be the answer. Forms would make the process more objective. As things progressed, multirater feedback, also known as 360 Feedback, was popularized in the 1980’s. With time, our performance management processes have continued to evolve, but for many the appraisal still lives on. However, a few companies intend to change that. Let’s look at some of those pioneers and where they are taking performance management.

Adobe In 2012, Adobe made a strategic direction to abandon the performance appraisal. They studied the time it took to “tick the boxes” and write the narratives. The time it took to go through the appraisal exercise was 80,000 hours -- the equivalent of 40 full time employees! Instead, they decided to replace the appraisal with frequent one-on-one check-ins.

Work cycles determine the actual frequency, and ratings are no more.

They not only saw an increase in engagement, but voluntary turnover decreased by 30%.

Deloitte They scrapped their appraisal process in 2015, a system that took over 2 million hours of work time to complete across the company. They replaced the appraisal with weekly check-ins centered on SMART goals and priorities allowing them to provide timely coaching. These check-ins are supplemented by quarterly meetings reviews focused on the future, not the past.

Accenture They decided forced ranking and yearly evaluations were no longer the road to travel down and ditched the traditional ways in 2015.

16

www.HRProfessionalsMagazine.com

General Electric They were not only a fan of the traditional appraisal, but the poster child for force ranking. But in 2015 they dumped it into the figurative trash bin. Why? They said the “Rank and Yank” created problems with teamwork and employee engagement, promoted unhealthy competition, and caused burnout. They too have replaced the appraisal with frequent feedback and touchpoint conversations focused on near-term goals supplemented with an end-of-year reflection rather than evaluation.

What we are seeing is a shift from an event-based approach to an on-going effort. But this shift is even more profound. We are swinging from a past-referenced approach (what you have done) to a futurereferenced approach (what you can or will do). This change completely alters our thinking and relationships. It means that we are moving from a correction and evaluative mindset to a progress-driven mindset.

We are recognizing that performance appraisals attached to compensation have negative consequences. It becomes an exercise of negotiation. The employee is desiring to gain more money and the company wants to stay within a budget. Employees are less likely to have a real conversation because it can hurt their chances for a raise or a bonus, and managers must justify their compensation decisions. It colors the entire conversation. Removing compensation from a direct relationship with the appraisal allows us to drive and promote learning and allow coaching to become the centerpiece of performance management.

Why is this happening?

Change. Organizations are experiencing more change than ever and the speed of change has increased as well. To keep up we must be agile. Traditional performance appraisals do not allow for that type of flexibility.

Learning. Because of change employees must constantly be in learning mode. They must focus on progress and staying ahead of the curve.

Traditional performance management approaches do not appropriately account for this need.

Flatter organizations. Organizations are now more centered on networks and relationships. They are flatter and less formal. They rely on trust more than authority and hierarchy. Employees need support and collaboration more than bureaucratic structure.

Agility, Speed, Adaptability, and collaboration are now the name of the game. Companies that recognize this change and alter their approaches will win going forward.

What to focus on: Alignment. Maintaining alignment in this new world is difficult. It is one of the main reasons that frequent check-ins matter. Without the frequent check-ins, it is too easy for an employee to get lost, take a wrong turn on a project, veer from the team, lose sight of what is important or worse, feel unsupported and worry about falling behind.

Learning through feedback is paramount.

Feedback. Employees hate surprises. They should never have to ask, “Where do I stand with you?” Managers need to be willing to provide consistent and regular feedback. Remember that praise is also feedback. Employees learn and succeed from recognizing and focusing on their strengths. Constructive feedback is also important. However, most managers struggle to productively give constructive feedback.

Remember the feedback should focus on learning not evaluation.

Employees need to know you are on their team.

Coaching. One of the most important aspects of being a manager is coaching. Unfortunately, many people largely see coaching as telling, advising and sharing. Of course there are times when that may be necessary. But coaching -- great coaching, anyway -- is all about helping people think through things. Finding ways to help your employees reflect is a centerpiece of strong coaching. Coaching is more about asking good questions than anything else. No one ever learned anything difficult or mastered a new skill or challenge because someone gave them the answer or did it for them. When we use our expertise for coaching we are reducing bench strength rather than building it.

If we are being honest with ourselves we will recognize the dramatic shift that is occurring. We will also recognize the change we must embrace within our organizations. This is more than doing away with a form.

This is much larger than unlinking compensation from an expensive yearly exercise. We are talking about a culture change. Moving from a hierarchical evaluation to a supportive, progress-driven coaching model. We must prepare our managers for such a change. Mindsets must shift and skill development will be necessary. But first, please let the performance appraisal finally die.

Brad Federman, CEO

PerformancePoint LLC bfederman@performancepointllc.com www.performancepointllc.com

www.HRProfessionalsMagazine.com

17

Battling the Great Resignation: Re-Imagining Your Compensation and Benefits Strategies

By ALEXIS YORK

In our November webinar, we discussed “Battling the Great Resignation: Tips for Re-Imagining Your Compensation and Benefits Strategies”.

It’s a surprise to no one that since March of 2020, companies have seen more than 100% employee turnover, without much of an improvement here in 2021. Over 4 million people have quit their jobs, and over 40% of workers are actively searching for a new one, making it twice the rate of 2019.

Why are People Leaving?

It’s important to first recognize who’s thinking of leaving, and why. Technology, Administrative, Operations, Health Care and Professional and Business Services top the list of Professions resigning. Reasons include better compensation, better work/life balance, better benefits, career advancement, and burnout.

Employers are also starting to see a surge in people leaving- from what is called “COVID Clarity” – an idea that the pandemic showed workers a clearer view of their priorities and what was truly important.

Research has shown an increase in burnout and disengagement after 18 months of remote work. 55% of workers said colleagues have quit voluntarily within the past 6 months, which then caused a domino effect with 28% reported feeling isolated and less loyal to their employer after said colleagues left.

So the question is, how can you keep your employees engaged and feeling valuable?

Simple – benefits. Recent research showed that 30% of employees would quit their jobs tomorrow if not for health insurance.

According to more in-depth employee surveys, these are what employees want when it comes to benefits:

• • • • •

Health insurance Parental leave Retirement plans Life insurance Telecommuting/remote work

When strategizing your benefit plans: try diversifying health insurance offerings making them more accessible, reviewing current parental leave policies and updating, refresh your financial council programs, amplify insurance offerings, and create practical long term tele-work solutions.

What Do Employees Want?

• Return to work flexibility • Unlimited PTO • Better compensation • Additional benefits • On-the-job training • Financial relief • Hiring bonuses • Diverse benefits

After you analyze strategies to improve benefit offerings, compensation is the next hot button topic keeping HR professionals and workers alike up at night.

• Increased safety and security

Refresh Financial Wellness Programs 25% of workers face financial problems severe enough to impact job productivity. Severe financial stress on employees can lead to loss of productivity, absenteeism, tardiness, garnishments, accidents, disability claims, increased health care costs, etc.

Try building a financial wellness strategy.

Understand your employees’ financial lives, assess your employees’ financial wellness needs, determine the right financial wellness solutions for your company, find and commit to your financial wellness program, implement and evaluate your solution, and modify your solution based on evaluation and feedback.

Create Telework Solutions As mentioned above, remote work has been shown to cause burnout over the course of the last year and a half.

However, other research shows that when given a choice, remote and hybrid work proved to be surprisingly productive and led to: • More creative thinking • Increase in comradery with team members • Training, teaching and coaching others

• Gallup survey found some employees would take a pay cut in order to keep working remote

18

Family care/ Parental leave Adoption/ fertility leave Unlimited PTO Mental health days Incentivized PTO COVID sick leave www.HRProfessionalsMagazine.com

Also, take a look at your communication strategies and update them using technology.

Text message communication, QR codes for scheduling enrollments and interactive digital post cards are all very effective ways to communicate your benefits!

• Retention bonuses

Employees are working harder and longer hours then ever before- partly because of the pandemic so leave policies are a hot topic amongst workers.

• • • • • •

Set your employees up for success by having manager/team meetings to ensure understanding of benefit offerings and enrollment processes.

Time to Re-Imagine Compensation

• Spent more time learning and training how to better do their job

Benefit offerings are only effective when they are understood by the employer. Often, employees can get so overwhelmed with benefit paperwork that they do not take the time to read and understand what benefits they even have.

• Childcare

Diversify Your Leave Polices

Consider expanding your leave polices beyond standard 10-day PTO. Leave that employees have specifically requested is as follows:

Communicate Your Offerings

Over the past 2 years, compensation has increased across all industries.

More specifically: • Food services (up 4.1 %) • Transportation (up 4 %) • Retail (up 3% percent).

To stay competitive, refresh your comp surveys with local research to keep up with recent changes. Keep your job descriptions up to date to reflect ever-changing requirements and reimagined work arrangements

Take Note of Employee Referral Trends Companies have seen a large increase in sign-on bonuses, employee referrals and other one-time pay structures to recruit new hires.

In the past 6 months, 32% of HR leaders have implemented referral bonuses while 28% have introduced additional merit increases to retain employees.

When you are loyal to employees, they remember that. It is important to refresh Employee Referral Programs and focus on employee feedback and review. Employee affinity groups are also a great way to encourage referral engagement!

Following the strategies above can help your organization battle The Great Resignation, recruit new talent, and avoid employee burnout in the future!

• More cost effective as office spaces are becoming virtual, no office cost Companies should look into offering a choice for employees and then start making the appropriate changes. Consider updating remote work policies from “temporary” COVID policies to more concrete ones, determine a hybrid or fully remote environment, clarify remote workers job duties, and communicate work schedules and adhere to FLSA.

Alexis York, Client Solutions & Operations Coordinator HRO-Partners ayork@hro-partners.com www.hro-partners.com

EXCEPTIONAL SUPPORT FOR CHALLENGING TIMES BENEFITS ENROLLMENT - VIRTUAL HR SUPPORT

At HRO Partners, we've been helping companies and brokers throughout the Southeast transform adversity into opportunity. From expert HR and benefits enrollment to an innovative cloud-based HR Support Center, we deliver the expertise you need, when you need it, at a cost that meets your budget and exceeds your expectations. How can we help you today?

866.822.0123 support@hro-partners.com www.hro-partners.com

The Coach Approach to Leadership

PHASE 02. RELATE ~ Elevate accountability, build higher levels of trust, and effectively influence others.

By ALISSA DEWITT

Most leaders either gravitate toward focusing on ‘people’ or they focus more on ‘results.’

Both are important to being an effective leader but being too far on either end of the spectrum can create issues.

Are you an HR leader who is passionate about elevating employee engagement and creating a thriving company culture?

According to Gallup’s 2021 State of the Global Workplace Report: • 7 out 10 employees are struggling or suffering in their overall lives • Global employee engagement has decreased to 20% • Low engagement costs the global economy $8 trillion annually Here in the U.S., the effects of Covid in people’s lives and in the workplace continue to be a challenge: ü 4 out of 10 employees in the U.S. are struggling ü Only 34% of the workforce are ‘engaged’ ü Approximately 66% are ‘disengaged’ That means 6+ out of every 10 employees are NOT bringing the BEST VERSION OF THEMSELVES to work.

With stats like these, it is apparent that American leadership philosophies from years gone by no longer work today.

Gallup found that leaders play a very critical role in increasing employee engagement as well as positively influencing employee wellbeing – they accounted for 70% of the variance in team engagement.

This is why equipping leaders to move from ‘boss’ to ‘coach’ is so critical.

Making a difference in our world can begin at work…and it starts with your leaders.

From what I have learned over the last three decades in business and leadership, both internally as a corporate Senior HR Leader and externally as a Coach and Consultant, there are 4 critical phases necessary to close the leadership gap and to develop coach leaders capable of transforming workplace culture.

20

www.HRProfessionalsMagazine.com

zone to learn the Coach Approach principles.

As a result, she transformed as a leader and her department became the MODEL of employee engagement in her company.

PHASE 01. DISCOVER ~ Understand and leverage leadership DNA & measure the impact leadership is having on the organization.

We’ve seen many leadership programs fail because they go straight into teaching leadership skills without first addressing the leader’s mindset.

If leaders aren’t aware of ‘WHO’ they are and the ‘IMPACT’ they are having on their team, they are less committed to doing the work of growing themselves as leaders.

Leaders who focus more on ‘people’ often overwork themselves because they try to take up the slack for their team in an effort to be of service. They may avoid dealing with conflict or holding their employees accountable.

Leaders who focus more on ‘results’ have a relentless drive toward outcomes yet experience high levels of frustration when others aren’t keeping up. Their tendency to push harder often exhausts their people and can derail relationships.

The RELATE phase is where we equip leaders to balance the two extremes to:

We have a mantra at Executive Impact…

“WHO you are is HOW you lead, and how you lead determines the culture and success of your team and organization.”

• Build deeper trust with, better relate to, and more authentically influence others,

This is why we start with DISCOVER, and take a deep dive to:

• Improve overall communication.

• Unpack the leadership story to reveal themes, giftings, and triggers, • Identify ‘natural wiring’ and assess how it can be an asset or potential liability, • Uncover values and beliefs that drive leadership behaviors, • Measure the impact leadership is having on others, and • Create a customized development plan to become a ‘Coach Approach’ leader.

Without this deeper self-awareness, most leaders judge themselves by their ‘intentions’ rather than by their ‘actions and impact.’

This was apparent with one of our clients – a leader who was unintentionally damaging relationships and being perceived by her team as a dictator and boss without empathy who ‘seemed’ to care only about getting the bottom-line results.

Phase 01 was a catalyst for her growth. She committed to stretching beyond her comfort

• Elevate individual and team accountability and ownership, and

This was evidenced in one of our clients who enrolled their top 39 leaders in a year-long leadership development journey. Each group of leaders participated in monthly, interactive group sessions and practiced what they had learned on-the-job, followed by one-on-one meetings with their leadership coach.

By the end of that year, they hit their best safety record in 25 years while also increasing productivity, efficiency, and quality metrics. Leaders and employees reported a huge improvement in communication and trust, and employee engagement increased 16% in just one year.

PHASE 03. COACH ~ Deep dive into understanding human behavior and develop the mindset and skillset to be a great coach.

Most leaders become leaders because they perform their job really well and, as a result, get promoted up to being the leader of others doing the same work.

The problem with this very common practice?

The skills it takes to DO the job are not the same skills it takes to LEAD OTHERS doing the same job.

The transition from individual contributor to leader often creates a skills gap that results in significant stress and frustration for both the leaders and the people they lead.

We know that every leader wants a great team, and every team wants a great leader.

That’s why in the COACH phase, we equip leaders with the mindset and skillset to: • Coach employees UP for success, • Coach THROUGH conflict, and • Coach for improved PERFORMANCE - providing consistent feedback and helping employees remove barriers and bring out their full potential.

PHASE 04. ACHIEVE ~ Accelerate results by empowering others to reach higher levels of success.

In our experience working with leadership teams, we know that ‘a crack at the top of an organization creates a crater on the floor.’

Misalignment of the senior team, whether it’s in relationships or clarity around

strategic goals, results in breakdowns throughout the organization.

This is often evidenced by: competing priorities, departmental silos, poor communication, lower levels of accountability and teamwork, and higher levels of stress in trying to accomplish goals.

In Phase 04, we equip leaders to: • Clarify the big picture and set meaningful, measurable, and clear goals, • Effectively cascade goals and decision-making authority, • Lead and leverage time by focusing on high payoff activities, and • Delegate low payoff activities to develop next level leaders and build the leadership bench for the future.

transformed how they worked together as well as how they led and coached their individual teams.

As a result, they shared: “The culture and team that we worked diligently in building with your coaching is a true Dream Team. We are ending this year at unimaginable growth in the year of a pandemic.”

When a leadership team completes the four phases of The Coach Approach to Leadership, not only do leaders individually feel aligned, confident, and energized to build their own highly productive team, but they collectively transform how they work together – setting their people and their company up for higher levels of success.

If developing leaders or building a thriving company culture is on your radar for 2022, we would love to have a conversation with you!

This was the case with one of our clients who was struggling with low levels of employee engagement, breakdowns in teamwork, and decreased profitability in their franchise.

By starting at the top of the organization to equip their executive team with the Coach Approach principles first, the executive team

Alissa DeWitt, MCC, CPC, CERS

Founder | CEO & Executive Leadership Coach Alissa@TheExecutiveImpact.com www.TheExecutiveImpact.com

"THE MOST EFFECTIVE WAY TO DEPLOY INITIATIVES AND GROW YOUR BUSINESS IS TO DEVELOP COACH APPROACH LEADERS." – ALISSA DEWITT, MCC

ARE YOU READY TO Increase Employee Engagement Improve Productivity & Profitability Build a Business Dream Team Culture Attract & Retain the Best & Brightest Talent

LET US HELP! www.TheExecutiveImpact.com/work-with-us 731.882.0082 Info@TheExecutiveImpact.com Schedule a Discovery Call - https://go.oncehub.com/alissadewitt www.HRProfessionalsMagazine.com

21

COMPENSATION TRENDS FOR 2022 COVID Pandemic Heightens Exodus of Baby Boomers from Workforce Several articles have been written about the increasing number of retiring Baby Boomers during the past few years. The middle range of Baby Boomers (1946 to 1964) born between 1955 to 1956 have reached or will reach full social security retirement age of 65 to 66 and 3 months. The Pew Research Center completed and released some studies on the rise of Baby Boomer retirements in 2020 and 2021. Based on Pew’s research, Baby Boomer retirements were 3.2 million more in the third quarter of 2020 than the same quarter of 2019. More recently, during the first quarter of 2021, 30.3 million Baby Boomers report that they were out of the workforce due to retirement.

The COVID pandemic heighted the exodus of Baby Boomers from the Workforce due to layoffs and discharges associated with business closures and reductions. Baby Boomers are not returning to the workplace because they have run the numbers, rolled the dice and made the decision to stay home for financial, medical, family and personal reasons. Baby Boomers returning to work in 2021 are filling previous full-time positions and some are opting for part-time positions so they can knowledge-share and mentor the upcoming workforce generations.

From a compensation perspective, most of the remaining Baby Boomer employees are paid in the upper percentage quartiles of their respective position pay ranges due to longevity, experience, mastered skills and knowledge gained during the past 35 plus years in the workforce. As the Baby Boomers continue to retire, employers will have the opportunity to redirect high 4th quartile pay to new employees that are entering the organization in the 1st and 2nd quartile of the respective pay grade and range or close to market pay based on incoming knowledge, experience and skills.

Business owners and executive leadership teams have about nine more years for the remaining Baby Boomers to make their final decade of workforce contributions. Plans for knowledge and skills transfer, mentoring and taking-initiative training will be critical for business success and talent development as the Baby Boomers exit to spend time on the beach, in our national parks and forests and with their families.

Rising State Minimum Wages A U.S. News and World Report article titled “24 U.S. States Will See A Minimum Wage Increase in 2021” was released on August 2, 2021 and written by Andrew Soergel and Sarah Clarke. The article provides detail about state legislated minimum wage increases from 2020 to 2021 for 24 states. Based on minimum wage data provided for the 24 states in this article, the average 2020 minimum wage of $10.45 will increase to $11.19 in 2021. This represents a 6.16% increase. The state with the smallest 2020 to 2021 adjustment is Minnesota with an increase of $10.00 to $10.18 for large employers and $8.15 to $8.21 for small employers. Out of the 24 states, 6 states increased 2020 to 2021 minimum wages by $1.00 and 6 states by $0.75. The top four states with a 10% or higher adjustment include the following:

22

State

2020 to 2021 Minimum Wage Adjustment

Percentage Increase

Virginia

$7.25 to $9.50

31.03%

New Mexico

$9.00 to $10.50

16.67%

Illinois

$10.00 to $11.00

10.00%

Arkansas

$10.00 to $11.00

10.00%

www.HRProfessionalsMagazine.com

According to this article, exclusive of Washington, DC with a $15.20 minimum wage law, the states with the highest minimum wage requirement are California, Washington and Massachusetts with $14.00, $13.69 and $13.50 respectively.

Pay Compression Private sector and especially public sector entities are experiencing pay compression issues associated with increasing minimum wages being driven upward by federal and state minimum wage legislation, living wage concept momentum, supply and demand dynamics for skilled and unskilled labor, local or regional market pressure on starting wages and rising inflation being pushed by COVID pandemicrelated economics.

We have a municipal client where the Transportation and Street Department Director asked, “How do we compete in the marketplace for maintenance positions when an employee gives notice to go work for Olive Garden as a waiter and averages approximately $17.00 per hour with tips?” In addition, we have city and county clients with detention centers, and the number of Jail Deputy position openings is in the double digits.

Typically, pay compression issues evolve over a long period of time but the above stated factors associated with rising wages for the lower pay scale grade range positions have shortened the time frame for pay compression issues between newly hired and more tenured employees.

Solutions to address pay compression issues can include adjusting the organization’s whole pay structure, the lower half or one-third of the pay scale, or a more focused approach with consolidation of the lowest two to three pay plan grade ranges. This is where starting wages are increasing from about $11.00 to $13.50 per hour and some cases near the living wage level of approximately $15.00 per hour.

An internal assessment of pay policy/practices and external analysis of market pay conditions will offer greater insight on why and where pay compression issues have evolved and what steps can be taken to eliminate or mitigate pay compression issues without lowering employee morale and/or creating significant position and pay inequities.

Public Sector (COLAs vs Merit Pay) The U.S. Department of Labor defines merit pay, also known as pay-for-performance, as a raise in pay based on a set of criteria set by the employer. This usually involves the employer conducting a review meeting with the employee to discuss the employee's work performance during a certain time period. Merit pay is a matter between an employer and an employee.

A majority of our public government municipal and county clients do not utilize merit pay as the primary method for annual pay adjustments. They use a combination of a percentage for a Cost of Living Adjustment (COLA) and a percentage for merit or mostly a COLA for the annual employee pay adjustment.

We are seeing a shift in pay for performance philosophy with our public sector clients in support of performance appraisals and corresponding merit pay adjustments as they step-up their efforts to compete with private sector businesses and organizations for the attraction and retention of talent.

It is not unusual to hear statements like, we can no longer afford to pay for “people in seats” or reward employees for “one more year” of service replaced with comments about rewarding top performance and the use of critical skills, knowledge and abilities that produce higher levels of individual and company achievements and top level customer service.

It is our belief based on 4th quarter 2021 client planning for 2022

budgets that we will see the overall average for employee pay adjustment average above 4% instead of annual average that has hovered around 3% over the past ten years outside of the last two COVID pandemic influenced years.

Staffing and Pay Analysis Audits With the combination of labor market demand exceeding supply and various economic factors influencing rising employee average wages, we are seeing more organizations requesting staffing and pay analysis audits. These audits are prompted by organizations that are identifying risks associated with unfilled positions, higher levels of turnovers, understaffed or overstaffed departments, competitive compensation, living wage plus compensation, total rewards offerings and internal pay equity. One of the most frequent questions being asked by staffing and pay Requests for Proposals is, “Can we reduce our staffing levels and increase pay for our remaining staff?”

In preparation of this article, we researched online for staffing and pay analysis audits and found a Pay and Staffing Analysis report prepared by the Office of the City Auditor for the City of Tulsa, Oklahoma.

The City of Tulsa staffing and pay analysis audit was tasked with answering the following questions: • Do we provide reasonable pay to all our employees?

• How does our total compensation compare to others?

• How do our hiring costs compare to the cost of retention through consistent raises?

• What methods do we use to determine sufficient staffing?

• Do our staffing levels align with the priorities of our strategic plan?

• Do we provide any services that are non-core and not aligned with our strategic plan?

• How do our staffing levels of core programs compare to other municipalities?

Some of the City of Tulsa staffing and pay analysis audit recommendations are noted below: 1. Consider establishing a minimum pay standard after determining what percentage of responsibility an employee’s pay should cover for other family members’ basic living expenses.

2. Consider raising compensation for positions that are consistently paid below all other surveyed governments.

3. Consider continuing dedication to consistent annual raises of at least 2% and rejecting salary freezes as a method for cost savings in future budgets.

4. Consider creating standard criteria for establishing optimal staffing in non-sworn departments.

5. Consider evaluating department divisions at a service level to determine whether any services within department programs are non-core or not aligned with priorities established in the strategic plan.

6. Consider conducting analysis of vacancy rates per non-sworn departments. This should include the amount of time budgeted positions are held open before filling and the amount of time exited positions are held vacant prior to hiring replacements.

We can look back over our management and human resources work careers spanning for more than 40 years each and see that each year has had its own unique challenges and opportunities. It looks like 2022 is projected to have its own distinctive stamp on compensation for all the reasons stated and not stated in this article.

DBSquared combines proven technology and seasoned expertise to help bring your total compensation management into perspective. We provide: DBCompensation® (built on the proven Job Evaluation and Salary Administration Program ­ JESAP™ methodology) is a state­of­the­art HR compensation management software application that efficiently combines internal knowledge and expertise with pertinent market information to streamline your compensation strategy and policies. Ultimately simple and elegant, DBCompensation is easily integrated into your business strategy and HRIS environment. Our proven methodology and process combined with thorough and intuitive software development ensure you'll never look back.

Helping clients envision new possibilities is a talented consultant's greatest asset. At Johanson Group, our combined 65 years of experience in all facets of business management enable us to offer the insight and direction that produce meaningful results.

DBDescriptions™ job descriptions software is the cornerstone of an efficient and aligned organizational design.

Whether you need one job description or two hundred our database of descriptions has exactly what you need to adapt or create tailored descriptions for your business; all easily accessed through an intuitive web­based application. Utterly simple and efficient.

www.dbsquared.com info@dbsquared.com

We've helped organizations face the management challenges that come with a rapidly expanding staff and customer base. We also assist new business ventures map out their company's future, both strategically and operationally.

Our signature approach is to listen and fully understand your company so that we can then partner with you to realize your own unique vision.

www.johansongroup.net info@johansongroup.net www.HRProfessionalsMagazine.com

23

Specialty Drugs Continue to Bring Hope and Concern for Employers

By DENISE CABRERA

The Centers for Medicare and Medicaid Services (CMS) expects prescription drugs spend to be the fastest growing health care expense over the next decade. Plan sponsors will invest a significant portion of total health care spend into their pharmacy benefit coverage. McGriff’s Pharmacy Practice monitors emerging drug development, market trends and strategies that can help plan sponsors effectively manage pharmacy benefit design, control drug spend and improve the health and well-being of plan participants.

The National Business Group on Health predicts that specialty drug costs will increase 21- 24% annually over the next three years and will likely account for 50% of total drug spend in 2021.1 High cost specialty medications are driving an average trend increase of 2.3% and the market is estimated to grow to $505 billion by 2023. Over the last seven years 140 new specialty drugs have been approved by the FDA with 39 specialty biologics receiving FDA approval in 2020.

Innovation in medical care is expanding in predictive modeling and precision treatment for chronic conditions like diabetes and rheumatoid arthritis.

This type of quality of care reduces progression of these chronic conditions, prevents other comorbid diseases and reduces total healthcare spend. Greater accessibility to healthcare has prompted a greater focus on outcomes-based medicine with the use of data to aid healthcare providers in determining the very best treatment plans.

Pharmaceutical manufacturers continue to investment in development of high investment biologic therapies including orphan drugs for rare diseases. Novartis, maker of Zolgensma, the world’s most expensive medicine, spent over $9.4 billion dollars on research and development in 2019 and reported $4.5 billion through second quarter 2020. There are currently more than 8,000 drugs in development for diseases including cancer, autoimmune conditions, metabolic disorders and hereditary diseases like hemophilia and cystic fibrosis.

2021 Top Specialty Drugs Alzheimer’s Disease

Hereditary Angioedema

Multiple Sclerosis

Duchenne’s Muscular Dystrophy

Aduhelm (aducanumab)

Orladeyo

Zeposia Bafiertam Dimethyl fumarate (generic Tecfidera Kesimpta Ponesimod

Viltepso Casimersen Ataluren Edasalonexent Givinostat Idebenone Vamorolone

On June 7, 2021 the Food and Drug Administration (FDA) approved Biogen and Eisai’s submission for Aduhelm (aducanumab), a monthly infusion designed to break down amyloid plaques that are thought to contribute to the severity of Alzheimer’s disease. Biogen set the list price at $4,312 per infusion for a patient of average weight, or $56,000 annually, which is significantly higher than expected and well above the recommendation from the value-based review of the Institute for Clinical and Economic Review (ICER). Their evaluation stated that due to “insufficient evidence of benefit” an annual cost of $8,300 was reasonable. Brain swelling and potential bleeding was documented in approximately 30% of patients treated with aducanumab which prompted further comment that “The FDA has failed in its responsibility to protect patients and families from unproven treatments with known harms.”

The FDA’s independent advisory board expressed concerns about broad coverage and suggested a value-based evaluation which estimated a cost-effective price range of $2,500 to $3,800 annually. The committee recommended against approval stating that data failed to demonstrate that aducanumab slowed cognitive decline. In response to these concerns the FDA stated that if the drug doesn't show significant results in phase 4 trials it could be pulled from the market.

Approval of this novel therapy presents both an opportunity and a challenge for our current health care system. Safety and efficacy must be evaluated with respect to the drug and the actual administration process called CAR-T Therapy. This is a very complicated process and can cause severe reactions in patients.

Since the Medicare benefit will be the most highly impacted population, with an estimated 96% market share, it is imperative that an evidence-based policy be established to protect beneficiaries and taxpayers and avoid variance in policies across the U.S.

When surveyed, nearly 70% of employers said specialty drug cost is their primary concern from a budgetary perspective. Many noted concerns over new drugs coming to market with limited ability to plan in advance for the financial impact they could bring. This is a valid concern and warrants review of the specialty drug pipeline.

24

www.HRProfessionalsMagazine.com

It is estimated that 18 million Americans suffer from Alzheimer’s disease which means that this new therapy could increase healthcare costs dramatically. If every Alzheimer’s patient gains approval the U.S. will be looking a $1 trillion in additional spend. A conservative estimate of 6 million eligible individuals would add over $300 billion in direct costs. This does not include any costs incurred due to complications with the CAR-T process. Since the FDA broadly approved the drug for all Alzheimer's patients it is important for plan sponsors to discuss prior authorization criteria with their medical carrier or Pharmacy Benefit Manger (PBM).

Sources 1. Large Employers Double Down on Efforts to Stem Rising Costs, National Business Group on Health

Denise Cabrera

National Pharmacy Practice Lead McGriff Denise.Cabrera@McGriff.com www.McGriff.com

Most brokers say they have all the answers.

We start with a lot of questions.

Every organization has unique needs. We want to know yours before we talk about solutions.

McGriff specializes in delivering innovative employee benefit strategies to help manage costs, increase employee engagement and allow HR more time for strategic initiatives. Let us design a benefits program tailored to your organization.

To learn more, visit McGriff.com.

© 2021, McGriff Insurance Services, Inc. All rights reserved. McGriff Insurance Services, Inc. is a subsidiary of Truist Insurance Holdings, Inc.

University of Memphis • November 16, 2021

1

3

4

2

5

6

1 SHRM-Memphis Board of Directors 2 Co-Emcees (L-R) David Dufour, 2022 SHRM-Memphis President and Brad Federman, VP of Workforce Development. Brad Federman was the recipient of the George Mabon HR Executive of the Year. 3 Student of the Year - Chaylin Garrett from the University of Memphis 4 Tiyana Childres-Pointer – Professional of the Year – College Relations 5 Professional of the Year – HR Learning & Development – Brian Poindexter with PerformancePoint, LLC 6 HR Emerging Leader of the Year – Daniel Tate 7 HR Team of the Year – 7

26

www.HRProfessionalsMagazine.com

Business Management – University of Memphis, (L-R) Dr. Laura Alderson, Dr. Kathy Tuberville, Dr. Kurt Kraiger, Dr. Kelly Mollica, Dr. Caitlin Porter

8

9

11

15

12

10

13

14

17

18

16

19

20

8 Professional of the Year – Talent Acquisition – Tyler Stegall 9 Professional of the Year – Benefits Administration – Tamika Cole-Peck 10 HR Team of the Year – Consulting – ALSAC/St. Jude, Artrica Transou, Mary Ann Barkley, Carla L. Lawson, Ayele Akibulan, Melissa Hoeschen 11 HR Labor & Employment Attorney of the Year – Kim Hodges, Office Managing Shareholder, Ogletree Deakins Memphis 12 Professional of the Year – HR Project Management - Stephanie Hendrix with AutoZone 13 Community Impact - Cindy Ettingoff, CEO of Memphis Area Legal Services 14 HR Innovation Award – PerformancePoint, LLC 15 Professional of the Year – Talent Management – Christine Essary with Transnetyx 16 Professional of the Year – Employee Engagement – Crystal McAnally with Cintas 17 (L-R) Dr. Kathy Tuberville, Jeff Weintraub, and Dr. Deneen Lester. Jeff was recipient of the HR Lifetime Achievement Award. Dr. Deneen Lester and the Salvation Army HR Team was the recipient of the HR Most Admired Organization. 18 HR Team of the Year – Compensation – First Horizon 19 HR Most Admired Organization - Dr. Deneen Lester and the Salvation Army Team. 20 HR Team of the Year – Public Organization – Chief Alex Smith & the Entire HR Division

www.HRProfessionalsMagazine.com

27

TOP

Educational Programs for

Professionals University of Memphis The Department of Management in the Fogelman College of Business and Economics at the University of Memphis offers AACSB-accredited training in human resource (HR) management and organizational behavior.

The following faculty have an expertise in these areas: Drs. Kurt Kraiger, Kristen Jones, Alex Lindsey, Caitlin Porter, Jessica Kirk, Chuck Pierce, Carol Danehower, Laura Alderson, Kelly Mollica, and Kathy Tuberville.

They offer undergraduate courses on HR topics such as introduction to human resource management, compensation & performance appraisal, managing diversity, staffing organizations, and employee training & development. The University of Memphis offers MBA courses on topics such as managing human resources, and strategic human capital management. They also offer a doctoral research seminar on human resource management. In addition, the department has a student chapter of the Society for Human Resource Management (SHRM) and offers an undergraduate concentration in HR management. Finally, the department is well-represented in the Center for Workplace Diversity and Inclusion. For more information, please contact Dr. Kurt Kraiger, Chair of the Department of Management (kurt.kraiger@memphis.edu; http://www. memphis.edu/management).

Fogelman College Department of Management

Kurt Kraiger, Ph.D. Professor of Human Resource Management and Chair of the Fogelman College Department of Management

28

Kristen P. Jones, Ph.D., Associate Professor

Alex P. Lindsey, Ph.D., Assistant Professor

Caitlin Porter, Ph.D., Assistant Professor

Jessica Kirk, Ph.D., Assistant Professor

Chuck Pierce, Ph.D., Professor

Carol Danehower, Ph.D., Associate Professor

Laura Alderson, Ed.D., Instructor of Management

Kelly Mollica, Ph.D., Instructor of Management

Kathy Tuberville, Ed.D., Instructor of Management

www.HRProfessionalsMagazine.com

Dr. Kurt Kraiger, Management Department Chair, at kurt.kraiger@memphis.edu.

THE GOLD STANDARD FOR PROFESSIONAL DEVELOPMENT As the world of work evolves before our eyes, we must continue to provide our workforces the tools, technology and infrastructure to do their very best work.

Reskill to rethink your strategies with an upcoming SHRM Educational offering.

BOLD CONTENT

FLEXIBLE LEARNING

INNOVATIVE EXPERIENCE

EXPERT INSTRUCTION

15 Topic Areas, 100+ Offerings. Find Your Seminar Today! https://shrm.co/Seminars

21-2467

PDCS FOR RECERTIFICATION

Communication Is Key to Engaging Frontline Employees as They Return to Work

By SHAWN BOYER

As pandemic-related federal unemployment benefits for upwards of 10 million Americans ended in early September, the largest percentage of those looking to reenter the workplace were hourly and frontline employees, many of whom have refrained from working because receiving benefits outweighed the benefits of returning to work for a myriad of reasons (e.g., health risk, childcare issues, benefits amounted to more than they would be paid if they were working). In fact, a University of Chicago study found 42% of those on benefits were receiving more than they did at their previous jobs, and that share was higher when factoring in temporary health insurance offered through relief bills.

“disengaged” – they are doing just enough work to stay employed – or “actively disengaged” – they work against the goals of the company.

What’s more, only 20% said they are managed in a motivating way to encourage them to do outstanding work.

For those hourly workers who are returning, the landscape looks markedly different than when they left it. The competition among employers for hourly employees is more fierce than in the past two decades, if not ever, resulting in significantly higher pay, signing bonuses and creative benefits. As the Wall Street Journal reported, American employers currently are trying to fill 10 million jobs. Yet 4.3 million Americans quit their jobs in August, the largest such total since December 2020.

Key to that engagement is how leaders and managers communicate with their employees. Whether it’s praise and encouragement, expectations and development, or care and concern, how leaders communicate directly impacts their employees' work experience.

While better pay and benefits are nice, employers can’t lose sight of employee engagement if they intend on retaining their new hires for whom they’ve fought so hard to hire. And the way an employer’s leaders communicate with their employees goes a long way toward keeping them happy and engaged.

According to a recent Gallup poll, 36% of American employees are “engaged,” leaving nearly two-thirds of employees who are either

Many studies have proven over the years that an engaged employee, someone who feels valued and connected with their day-to-day workplace experience, is a more productive employee who is less likely to miss work (41% lower absenteeism) or leave their job altogether (24% lower turnover). And an engaged workforce results in higher revenues and profits (17% increase in productivity).

But connecting with each and every employee is challenging, especially considering that 80 percent of American employees don’t work in an office environment. That is specifically true of hourly and frontline employees. Despite the fact that they have an enormous impact on customer experience, typically interfacing directly with customers, hourly employees so often are under-communicated with and among the least engaged.

Unfortunately, the pandemic has accentuated the problem.

Hourly employees are rarely provided with company-issued email, so individual managers are relied upon to communicate important corporate information in pre-shift meetings that are at best rushed and oftentimes cancelled because of schedules. Not to mention the impact of the "phone game" when a manager is trying to relay a message onto the team. All of this leads to so much important information not being communicated in a timely, accurate and consistent way to all employees, which leads to hourly workers not feeling valued and connected. And, thus, disengaged from their job.

That is why so many companies for the first time are searching for digital tools to be able to communicate directly with their hourly workers.

Those tools fall into two categories: app-based tools and app-free tools. For salaried workers, the benefits of an app-based tool typically outweigh the downside of an employee having to download another app for work. But, in the hourly worker world, where according to Pew research 20% of those workers don’t have a smartphone that allows them to download an app and an even larger percentage of the hourly population not being willing to download an app for a job where they work part-time, app-based solutions have a much greater downside.

Because of those downsides, utilizing app-free solutions for hourly workers has become increasingly more common and a critical piece of

30

www.HRProfessionalsMagazine.com

employers’ engagement strategy. A vast majority of Americans (81% in fact) text regularly – The Local Project found that 18- to 34-year-olds (the largest percentage of frontline employees) send an average of 101 texts every single day. Moreover, other research shows that employees are conditioned to open text messages to the tune of a 99% open rate (95% are read within the first three minutes of being received).

The first 30, 60 or 90 days are paramount for employers to connect and begin creating great experiences for their new hires. Establishing an early connection – welcoming them on their first day, introducing them to their colleagues, checking in often for feedback, survey questions, etc. – by text can go a long way toward ensuring new hires become engaged employees.

And an engaged employee is a happy employee, one who more likely will stick around for a while rather than leave your company constantly trying to fill necessary positions.

Shawn Boyer is the Founder and CEO of goHappy Hub, the most inclusive way to communicate and engage with your frontline hourly workforce. Prior to goHappy, Shawn founded and was CEO of Snagajob, the nation’s largest marketplace for hourly workers and employers, from 2000-13, and then Chairman of the Board through 2015. Shawn directed Snagajob’s rapid growth from an idea to a marketplace that now has over 80 million members and over 500,000 employer locations. Snagajob was named to Fortune Magazine’s Great Place to Work® Best Small & Medium Workplaces list for eight straight years (including five Top-10 finishes and a #1 ranking in 2011) and was a Deloitte Technology Fast 500 company for five consecutive years. In 2008, he was named the National Small Business Person of the Year by the U.S. Small Business Administration and received public recognition from President George W. Bush.

www.HRProfessionalsMagazine.com

31

Former Cops Teach HR Leaders How To AVOID Or SURVIVE Violent Incidents “He walked in the front door and shot my friend Ray three times.”

That was but one of the statements that kept attendees on the edge of their seat during an Active Shooter seminar held in Arkansas earlier this month. The speaker, retired Police Chief Tim Keck, regaled the audience with true stories from his experience and lessons learned from studying violent crime.

The incident in question happened decades ago but could have been ripped from today’s headlines. An angry man, who blamed his ex-wife for all of his problems, took revenge by murdering his former in-laws, kidnapping his ex- and taking over the police department by force.

During the ensuing stand-off, the wife was shot twice before being rescued by officers.

In the hours following, then-Corporal Keck sat in a darkened hospital hallway, guarding the victim’s room. He recalled how officers recognized the escalation of violence by this criminal and how, if something didn’t change, this local bad guy was going to murder his ex-wife. In other words, they predicted the crime months before it happened. Yet officers felt helpless to prevent the tragedy.

Much has changed since that time, according to Doug Elms, founder of SafeHaven Security Group, LLC, who sponsored the seminar. “We now know how to recognize the pre-cursors to violence. With our clients and in our training, we teach everyone to watch for warning signs so that mass murder can be prevented.”

“Human Resources professionals are who we work with most,” said Elms, “as every organization has a vested interest in keeping their people safe.”

Monte Mills, Director of Security Operations for SafeHaven, urged leaders and HR managers not to buy into the three myths that the Police Department in the above story fell for: 1. It will never happen to us.

2. It cannot be predicted.

3. It cannot be prevented.

“Of course, it probably won’t happen to you. But it absolutely could.

The victims of every mass shooting thought it wouldn’t happen to them,” said Mills. “They also thought that such a thing couldn’t be predicted. But now we know it can, to a large degree, by understanding the correlates of violence. And of course, most anything that can be predicted, can be prevented.”

32

www.HRProfessionalsMagazine.com

Based on lessons learned from the United States Secret Service and others, SafeHaven Security Group runs a vibrant nationwide Threat Assessment and Management (TAM) program. Elms defined the term as “The art and science of determining exactly how dangerous a situation is, then working to de-escalate or eliminate the threat entirely and keep everyone safe.” He said although his company has only been in existence for five years, they have a 100% success rate in preventing or mitigating against violence.

He said a typical case begins with someone in HR at a client’s site being told that there is a problem and people are “concerned.” The person driving employee trepidation might be a customer, a fellow employee, or the spouse of a coworker. He said it matters less who they are than their specific behavior.

“Managing threats isn’t about profiling or backgrounds, it’s always about actual behavior. Where people come from or what people say matters little. But the things they do, their actual behavior, can reveal their true intentions,” said Elms.

After discreetly gathering intelligence about the threat, experienced and qualified threat managers go to work to derail the threat completely, which is far safer than doing it yourself, Elms advised.

“Imagine that you listen to the concerns of an employee and decide there likely isn’t a threat. But what happens if you’re wrong?” he asked.

“How do you explain to the families of the victims that you knew there might be a problem, but made the decision on your own not to act?”

It is this exact scenario that has driven the growth of Elms’ company, from one employee five years ago to 250 employees now.

“HR professionals simply needed someone to partner with them, to listen to their needs and work toward employee safety within a framework of business objectives. That’s what we do for them. Or rather ‘with’ them!” he quipped, “We make their job easier.”

How does Elms and his cohorts know about the needs of human resource managers and company leaders? “Because, after 10 years in law enforcement and being wounded in a shoot-out, I went to work for the world’s largest company. I helped set up Walmart’s executive protection program, protecting multiple CEO’s and members of the Walton family. Then I moved into the business side of the company and learned how to be successful in that environment,” Elms answered.

“All leaders at SafeHaven Security Group have similar backgrounds. We have police chiefs, security heads from major international companies, military veterans who have protected assets in the harshest of environments and former small business owners - all working to help you keep your people safe,” Elms said proudly.

The seminar in Harrison, a small community in the Arkansas Ozarks, was very well attended. Co-sponsored by the chamber of commerce, the police department and the county sheriff, attendees ran the gamut from business leaders to government officials to school administrators.

Judy Harris, Boone County Circuit Clerk said “This seminar provided information I believe everyone needs, and presented it in a very dynamic, interesting manner.

The main instructor took a tough subject and presented it with positive, effective ways to keep us safe in an Active Shooter situation. He added humor which helped keep all attending captivated.

I took my entire staff to the seminar and a couple of days later two of them came to me with a concern about someone they had seen that morning in the building. No trouble occurred that day but, in reviewing their concerns, they described how information they had learned in the seminar gave them the tools to deal with that particular situation with confidence.”

Elms encouraged HR leaders and others to trust their instincts and, when something feels wrong, pick up the phone and call. “Better yet,” Elms said, “educate yourself on the warning signs of potential violence so you know what to watch for.”

The mantra throughout the day was that it costs nothing to call SafeHaven Security Group for help as initial assessments are always free. Their number is 1-844-SAFEGROUP or www.SafeHavenSecurityGroup.com.

In speaking of the police department takeover, Chief Keck said “I can tell you what it’s like to walk into your place of business and see bullet holes in the wall and bloodstains on the floor. You don’t ever want to do that. Pay attention. Trust your instincts. Call for help and partner with a professional to keep yourself and your people safe.”

Participants in an Active Shooter Seminar in Harrison, AR, participate in a guided visualization to decrease reaction time and increase survival response strategies. Taken from such endeavors as Olympic athletes and special forces operators, this technique and others were taught by instructors from SafeHaven Security Group, a leader in anti-violence training and prevention. www.HRProfessionalsMagazine.com

33

SAVE THE DATES for our

December Webinars!

All our sponsored webinars are approved for HRCI and SHRM recertification credits.

December 2 at 2 PM CT

December 9 at 2 PM CT

“2021 Employment Law Update”

“Celebrating Mistakes”

Sponsored by Wimberly Lawson Speaker is Fred Bissinger, Regional Managing Member

Sponsored by Team Foster HR Strategy Speaker is LeeAnn Foster, CEO

Fred Bissinger

LeeAnn Foster

December 14 at 2 PM CT

December 30 at 2 PM CT

“Team Development: Reboarding Hybrid Work with Hybrid Lives”

“Technology Management for HR Professionals”

Sponsored by The Leadership Development Group Speaker is Renee Charney, PhD, Executive Coach

Sponsored by Data Facts Speaker Cynthia Y. Thompson, MBA, SHRM-SCP, SPHR

Regional Managing Member

Renee Charney, PhD Executive Coach

34

2 0 21

www.HRProfessionalsMagazine.com

CEO

Cynthia Y. Thompson, MBA, SHRM-SCP, SPHR

The Thompson HR Firm LLC and HR Professionals Magazine

Congratulations to Kimberly Hodges Recipient of SHRM-Memphis HR Labor & Employment Attorney of the Year!

Kimberly Hodges is Office Managing Shareholder of Ogletree Deakins Memphis.

Kim Hodges is the Office Managing Shareholder in Ogletree Deakins’ Memphis office and has concentrated her practice in employment law and litigation for over twenty years. Prior to joining Ogletree Deakins, Kim was Lead Counsel in Federal Express Corporation’s Litigation and Employment group and worked in various roles in the HR departments of TruGreen ChemLawn, Trailmobile, and Riceland Foods. In addition to other honors, she is listed in Best Lawyers in America in the categories of Employment Law, Employment Litigation, and Commercial Ligitation, and was a 2018 Honoree in the Memphis Business Journal’s ‘Best of the Bar’ Awards.

Kim also has an AV-Preeminent rating from MartindaleHubbell in both the Peer Review and Judicial Review categories, and is licensed in Arkansas, Tennessee,

LCYFFL0118

and Mississippi.

SFBLI.COM www.HRProfessionalsMagazine.com

35

1

2

3

4

5

6

7

1 Dr. John Carbonell welcomed WT SHRM members to the Conference. 2 Attorneys with the Law Firm of Rainey, Kizer, Reviere & Bell, PLC. (L-R) John D. Burleson, Geoffrey Lindley, Meredith Maroney, and Rob Binkley. The conference was in coordination with Rainey Kizer. 3 Geoffrey Lindley and Rob Binkley presented “Rough Seas Ahead! Workplace Bullying, Harassment, and Hostile Work Environment. 4 Matthew Courtner and John Burleson spoke on “Avoiding the Gangplank: Preventing Retaliation.” 5 Rhonda Livingston, President of West Tennessee Society for Human Resource Manaagement 6 Geoffrey Lindley and Matthew Courtner discussed “Learning the Ropes: Case Studies.” 7 James Thompson and Meredth Maroney facilitated “Crows Nest View: Employment Law Game.”

36

www.HRProfessionalsMagazine.com

Legal Challenges are Coming at HR Professionals from Every Direction 8

9

That’s Why Rainey Kizer Makes Your Business Our Concern

10

11

12 8 The Board of Directors for WT SHRM include John Carbonell, Rhonda Livingston (president), Amy West, Janice Shipman, Jennifer Howell, Shea Brown, Tim Dyer, Anna Higgs. 9 There were approximately 100 attendees at the conference. 10 “One of the Crew: Employee Rights in the Workplace,” was presented by Meredith Maroney and John Burleson. 11 Alissa DeWitt and Chris Doyle with Executive Impact 12 Amy West and Janice Shipman presented a check for $3100 to West Tennessee Healthcare.

As the issues facing HR executives become more frequent, challenging, and complex each year, you need a law firm that provides advice invidualized for you specific needs.

This is why you should know the employment law attorneys at Rainey, Kizer, Reviere & Bell, PLC. For over 40 years, our AV-rated firm has advised businesses, non-profit organizations and government agencies on all aspects of employment law. To learn more, please call.

Memphis

Nashville

901.333.8101

615.613.0442

Jackson

Chattanooga

731.423.2414

423.756.3333

Tennessee does not certify specialists in the area of employment law.

www.HRProfessionalsMagazine.com

37

THE STATUS OF FEDERAL VACCINE MANDATES UNDER PRESIDENT BIDEN’S COVID-19 ACTION PLAN

On

By DEE ANNA D. HAYS

September 9, 2021, the Biden administration announced a new plan to combat the ongoing coronavirus pandemic in the United States. A critical component of that plan called on the U.S. Occupational Safety and Health Administration (OSHA) to develop and implement a new emergency temporary standard (ETS) to obligate employers with more than 100 employees to mandate their employees be fully vaccinated or subject to COVID-19 testing at least once per week.

Further, President Biden signed two Executive Orders mandating that all federal executive branch workers be vaccinated and extending the requirement to employees of contractors that do business with the federal government. The plan also directed the Centers for Medicare & Medicaid Services (CMS) to mandate COVID-19 vaccinations for workers in most health care settings that receive Medicare or Medicaid reimbursement, building on the prior vaccination requirement for nursing facilities.

Legal challenges to each of the three federal mandates are now pending in multiple federal courts. To complicate the issues further, largely in response to the federal mandates, several states have issued executive orders or passed legislation that seek to prohibit employers from mandating vaccines or expand the grounds upon which employees may seek exemptions from a vaccine requirement. The patchwork of vaccinerelated laws has left many employers wondering which mandates apply, the status of the various legal challenges, and how to best comply.

I. THE OSHA ETS OSHA’s ETS, published in the Federal Register on November 5, 2021, requires employers with 100 or more employees to ensure that their covered employees are either fully vaccinated, or subject to COVID-19 testing at least once per week (and wearing face coverings). Most of its requirements go into effect on December 6, 2021. Among other requirements, employers must have a written plan, log employees’ vaccination status and keep related records, provide paid time off for getting vaccinated and related recovery, and communicate certain information to employees.

38

www.HRProfessionalsMagazine.com

Employees must be fully vaccinated on or before January 4, 2022.

If employers decide to permit testing for unvaccinated workers, the requirement to test begins on that same day. For employers subject to the ETS, where the employer operates and how the employer structures its policy may affect issues such as the extent to which employees may seek vaccine accommodations and who must pay for weekly COVID tests for unvaccinated employees.

The ETS generally applies to employers under federal OSHA’s jurisdiction with a total of 100 or more employees at any time the ETS is in effect. In states with OSHA-approved State Plans, the ETS does not apply unless and until adopted by the state agency. Employers in these jurisdictions might want to monitor whether and to what extent the state agencies adopt the ETS or issue alternative standards. Further, the ETS does not apply to workplaces covered by the federal contractor or healthcare mandates or the OSHA healthcare ETS issued on June 21, 2021. In addition, the ETS requirements do not apply to employees reporting to a workplace where no other individuals are present, employees working from home, or employees who work exclusively outdoors as outlined in the standard.

On September 16, 2021, the Attorneys General of 24 states sent a letter to President Biden challenging the legality of the ETS. Less than three months later, on November 6, 2021, a panel of the U.S. Court of Appeals for the Fifth Circuit temporarily stayed the ETS, and OSHA itself has suspended its implementation and enforcement.

Other challenges have been filed in all of the federal judicial circuits.

The consolidated challenges are now pending before the U.S. Court of Appeals for the Sixth Circuit following a random selection of that court by the Judicial Panel on Multidistrict Litigation on November 16, 2021. The Sixth Circuit has jurisdiction over federal appeals for Kentucky, Missouri, Ohio, and Tennessee.

Will the stay become permanent? On the one hand, plaintiffs make valid points about the current situation and the high burden OSHA must meet to prove “grave danger.” On the other hand, courts typically defer to OSHA in terms of defining the hazard and the best ways to

mitigate it. Further, the majority of judges for the Sixth Circuit are conservative. Democratic former presidents Bill Clinton and Barack Obama appointed five of the Sixth Circuit’s active judges and Republican former presidents George W. Bush and Donald Trump appointed the remaining eleven judges.

Regardless of the stay, the ETS can only remain in effect for six months, or until May 5, 2022. Pursuant to the OSH Act, the ETS automatically becomes the proposal for a permanent standard. If no permanent standard is enacted before May 5, 2022, the ETS expires. Comments on whether the ETS should become a permanent standard are due on December 5, 2021.

II. EXECUTIVE ORDER 14042 On September 9, 2021, President Biden issued Executive Order (EO) 14042, Ensuring Adequate COVID Safety Protocols for Federal Contractors.

The EO directs the inclusion of a clause into some government contracts requiring certain contractor and subcontractors to comply with COVID-19 guidance published by the Safer Federal Workforce Task Force. On September 24, 2021, the Task Force published its Guidance for Federal Contractors and Subcontractors (the “Guidance”), which requires covered contractors to, among other things, “ensure that all covered contractor employees are fully vaccinated for COVID-19, unless the employee is legally entitled to an accommodation” due to a disability or sincerely held religious belief. On November 10, 2021, the Task Force updated the Guidance to clarify that covered contractor employees must be fully vaccinated no later than January 18, 2022.

There is no testing opt-out.

In general, the EO covers only new service contracts and contract-like instruments with executive agencies and departments valued at more than $250,000, such as contracts covered by the Service Contract Act, the Davis-Bacon Act, contracts in connection with federal property or land, contracts related to services for federal employees, dependents, or the general public, and construction contracts. According to the Guidance, the federal contractor vaccine mandate applies to “any full-time or part-time employee of a covered contractor working on or in connection with a covered contract or working at a covered contractor workplace.” Thus, anyone working on the covered contract is subject to the mandate, and anyone who works in a workplace with any employee working on the covered contract is likely subject to the mandate. There are recordkeeping requirements associated with the EO as well along with mandatory face coverings and social distancing for some workers.

The Guidance states that the federal requirements “supersede any contrary State or local law or ordinance.” And, although some states have filed suit to challenge the Executive Order, no stay has yet been entered.

medical and religious exemptions from vaccination must be granted if (and only if ) required by federal law, i.e., the ADA and Title VII of the Civil Rights Act, and employers must track vaccination status. The CMS vaccination mandate takes priority over all other federal vaccination mandates, including the ETS for Healthcare Employers, the federal government contractor requirements, and the ETS. Moreover, the scope of the rule is broad, covering employees, students, trainees, volunteers, and independent contractors.

The preamble to the CMS rule and CMS guidance expressly claim preemption over any state law that contradicts, or frustrates the purpose of, these regulations pursuant to the Supremacy Clause of the U.S. Constitution. Notwithstanding, several states have filed legal challenges to the CMS rule. For example, on November 17, 2021, Florida’s Attorney General filed suit in the United States District Court for the Northern District of Florida, requesting a preliminary injunction be entered prior to December 6, 2021. On November 20, 2021, the Court entered an order declining to grant the preliminary injunction; however, further challenges are expected.

IV. W HAT SHOULD EMPLOYERS EXPECT NEXT? COVID-19 vaccination policies are shaped by a number of competing legal requirements and practical considerations, including collective bargaining agreements, the ETS, Executive Order 14042, the CMS mandate, and the rise of various state initiatives designed to restrict or prohibit mandatory vaccine programs, each with corresponding issues including coverage, requirements, options, payment for tests and the time spent testing. Employers subject to federal mandates but operating in jurisdictions with state or local vaccine mandate restrictions must decide whether to comply with state restrictions or disregard the state restrictions on untested arguments such as preemption by federal law.

This is a particularly difficult conundrum for employers who risk losing substantial revenue from federal contracts or the ability to participate in Medicare and Medicaid reimbursement programs.

In addition, employers that mandate vaccines for all or some employees might want to consider establishing a robust process for receiving and handling employee accommodation requests. Under federal law, employers will need to process disability-based requests in accordance with the ADA and religious-based requests in accordance with Title VII. There may also be expanded state law requirements for exemptions.

Employers should also consider how to address confidentiality concerns in requesting and storing information regarding vaccination status and copies of vaccination records. Finally, employers should watch for further federal and state law developments in this rapidly evolving area of law.

Dee Anna serves as the Legislative Director for HR Tampa.

III. THE CMS RULE Effective November 5, 2021, the CMS issued its own emergency regulations requiring certain healthcare facilities that participate in the Medicare and Medicaid reimbursement programs (without regard to the number of employees they have) to ensure all employees are fully-vaccinated by January 4, 2022. There is no weekly testing option, although

Dee Anna D. Hays, Shareholder Ogletree Deakins Tampa Deeanna.hays@ogletree.com www.ogletree.com

www.HRProfessionalsMagazine.com

39

Will The Great Resignation Signal an End to The Annual Performance Evaluation?

By KEVIN CLEYS and KATIE TOWERY

We are all familiar with the annual performance evaluation process. It has long been the standard across various industries and with employers of all shapes and sizes. However, in 2021, on the heels of what has been deemed the “Great Resignation,” when retention of talent is increasingly difficult for employers, is it time to rethink the approach?

Those who have been in the workforce for some time are certainly familiar with the typical process. Once a year, or perhaps every 6 months, employees are provided with a written evaluation of their job performance during the preceding review period. In most cases, the employer provides a review using standardized forms, and the employee participates in the process—employee receives the performance evaluation from their direct and/or next-level supervisor, employee reviews the evaluation, and employee meets with their evaluators for one-on-one feedback regarding the comments and suggestions for improvement.

Sometimes, the employee is afforded the opportunity to “self-evaluate” before or after receiving the evaluation. Importantly, the performance evaluation process can be tied to compensation adjustments, including performance bonuses and raises.

Ideally, there is an undeniable objectivity to this customary approach, utilizing standardized forms and following a standardized process, which many employers like because it can mitigate the risk of claims by employees of disparate treatment. Further, because this approach typically occurs on predetermined dates, the employer can schedule the evaluation process for “slow” periods during the year when it will have a more limited impact on productivity. Finally, the intended impartial nature of the approach makes it more manageable for larger employers and provides a (relatively) objective metric for determining employee compensation.

However, the annual performance evaluation is not without its drawbacks, many of which have come to the forefront in the context of a remote workplace. First, the annual nature of the evaluation process often suffers from recency bias – i.e., the evaluator’s comments tend to focus on the employee’s recent performance, rather than their performance over the entire period. This can lead to skewed evaluations that are not, in fact, reflective of the employee’s overall contributions to the company. Relatedly, if management waits until days before the deadline to complete evaluations, and then rushes the process, this can lead to cookie cutter assessments that are of little use and, worst case, can set the company up for problems down the road (i.e., bad performers with “acceptable” reviews).

40

www.HRProfessionalsMagazine.com

Furthermore, annual performance evaluations tend to negatively impact employee morale. This is particularly true if the employee does not have a strong relationship with, and therefore a lack of confidence in, their evaluator—which, due to the transition to teleworking and corresponding decrease of face time with supervisors, has increased in the past 18 months. Relatedly, if evaluations are only provided once a year, and thus take place weeks or months after certain events have transpired, the comments can be interpreted as judgmental rather than constructive attempts to coach the employee on how to improve performance.

Similarly, if an evaluation is only provided annually, it can be viewed as a grading mechanism, as opposed to an opportunity for improvement.

During the current once-in-a-generation recalibration of the workplace, and with changing expectations for the employer-employee dynamic, the potential drawbacks of annual performance evaluations, and in particular the detrimental effect on employee morale, make it abundantly clear that employers may wish to consider reevaluating their approach to performance evaluations. So how can employers constructively assess their employees’ performance in a manner that could aid in increasing retention, while also incentivizing employees to stay engaged in the workplace?

Building a New Process Before rolling out a new performance review process, employers should keep a few key points in mind. First, the new approach needs to be clearly communicated to employees. They shouldn’t be left guessing what the new program’s objectives are, or how they will be assessed under the revised structure.

Second, let employees know that the fresh approach is being implemented to better serve the company’s values. By tying performance reviews to principles such as collaboration, teamwork, and growth factors, employers will provide employees with a sharper understanding of how their performance will be measured long term, what the overall ambitions are for the organization, and, perhaps most importantly, how the two are linked.

Make it More Conversational, and Less Like a Report Card Employees in today’s market desire a collaborative workplace, where they feel that their opinions and contributions are valued. In order to foster a collaborative culture, employers can shift to a more conversational-based approach to performance evaluations.

By having assessments be in the form of regular “check ins” that occur on a bi-weekly, monthly, or quarterly basis, employees are given a more frequent opportunity to re-engage their focus on specified goals. This new process should also be a welcome tool for managers, as they can stay abreast of achievements of their team in real time, as opposed to only thinking about how an employee is performing once a year.

“Check ins” can serve as more of a forum to discuss what is working for both management and the employee. Find out what the employee’s ambitions are, what they care about, and the projects they’ve worked on recently that they’re passionate about. If the focus shifts from grading employees based on standardized metrics on a company report card to providing employees with the tools they need for their own development, employee engagement will increase. As employees are given an opportunity to play a part in shaping their trajectory at the company, they will feel more invested in their work.

When employees are given the chance to articulate their strengths and discuss how best to address their weaknesses in constructive conversations with management, their drive for improving their work product and performance is much more likely than through a traditional, annual performance evaluation.

Focus on the Future, Not the Past Instead of focusing evaluations on employees’ past conduct, refocus the conversation on ways employees can grow personally and professionally in the future. By being proactive, as opposed to reactive, conversations with employees are certain to become more fruitful and productive.

In having regular “check ins” with their team, management should tie conversations back to the company’s overarching values. Employees’ performance should be appraised on how their work can contribute to and serve those values. Who doesn’t want to be part of a team, aiming to achieve a defined goal? If employees are focused on chief objectives that drive their personal intentions for improvement, the future of the organization will be stronger for it.

careers, managers will be able to develop more trust and a stronger bond with the employees they oversee.

“Real time” feedback is the key to success here. By having frequent, constructive conversations with team members, managers can join forces with employees to solve the problems they face, adjust goals as necessary, and refresh the group’s focus on the objectives at hand.

Furthermore, by removing “anonymous” forms of feedback that are commonplace in annual performance evaluations, employees are given the transparency they so desire and, in today’s market, demand from their employers. Management should be honest, direct, and specific with employees about their work product and expectations for improvement moving forward. Don’t hide behind the eight ball any longer—be upfront with your workforce about areas of improvement.

Anyone who’s had to give feedback to co-workers before knows how challenging this task may be. Walking the fine line between productive and insulting can be difficult to achieve. Thus, employers also need to put a stronger focus on training managers on how to be well-prepared for the new process. For managers to lead their teams effectively, they need to be trained in this skill set. It goes without saying—the more equipped a coach, the more successful their players will be.

The End Reward By reevaluating their performance evaluation process and engaging in the challenge of revamping how they review employees, the end reward for employers could be significant.

If employees see that management is putting in the hard work to develop them professionally, and to ensure that they have the tools to succeed in their careers, then employees will be incentivized to stay with the company and diligently pursue the goals that are placed before them. By having a workforce that’s committed to the overall success of the team, companies will benefit from a more productive staff.

Through higher employee engagement comes improved performance.

When the team is successful, the morale of its players is boosted. As the Great Resignation has taught us, a happier workforce leads to better retention in the long run, and employers’ initial investment in overhauling their evaluation process will surely pay dividends.

Become Coaches, Rather Than Evaluators In order to give feedback in a constructive and actionable manner, managers need to view themselves as coaches, rather than evaluators. Through more frequent “check ins,” managers can offer coursecorrecting guidance that employees can immediately implement in accomplishing their day-to-day tasks.

Coaches, much like players, aim to do everything within their power to score the next goal and, ultimately, to win the game. By coaching employees on how to succeed at the company and in their professional

Kevin Cleys, Attorney Littler Charlotte Office kcleys@littler.com www.littler.com

Katie Towery, Attorney

Littler Greenville Office ktowery@littler.com www.littler.com www.HRProfessionalsMagazine.com

41

2021 New Orleans SHRM Annual Conference October 28 at the Hilton Riverside

1

2

42

www.HRProfessionalsMagazine.com

3

1 Members of the 2021 NOLA SHRM Board of Directors – Top left to right: Jennifer Nomey, Certification Director, Stacy Toyer, Hospitality Director, Allie Barnes, Social Media Director, Patrick Morrison, Sponsorship Director, Sheila Robinson, Conference Director, Matthew Minson, Treasurer, Christy Himel, Chapter Management Professional, Stephanie Hubbard, SHRM Foundation Director. Bottom left to right: Christine Watts, President-Elect, Damona Barnes, President, Adrienne Salvaggio, Professional Development Director. Not pictured: Perry Sholes, Past President, Amanda Polkey, VP of Membership, Kristyn Harris, Secretary, Hillary Robinson, College Relations Director, Germaine Townsend, DEI Director, Michelle Craig, Legislative Director, Christina Sternhell, Community Relations Director, Jacqueline Minor, Workforce Readiness Director 2 Past-Presidents photo at the post-conference happy hour at Fulton Alley, downtown New Orleans, Timothy Kelly, Kelly Huben, Myndi Savoy, Perry Sholes, and 2021 President Damona Barnes 3 Conference attendees Lori Knight, Giavette Porter, and Avione Pichon

4

5

6

7

8

9

10

11

12

13

14

15

4 Getting up and moving with our closing keynote speaker, Kiki Barnes 5 Conference Director, Sheila Robinson 6 Opening Speaker, Emily M. Dickens, J.D., SHRM Chief of Staff, Head, Government Affairs and Corporate Secretary 7 Perry Sholes breakout session on “The Missing 33%. Leveling the Playing Field for Diverse Talent” 8 James T. Stodd breakout session on “Retention-Focused Total Reward Strategies” 9 Victoria Person breakout session on “Don’t Get Cancelled: How Companies Can Navigate Hot Topics in the News” 10 Michelle Craig breakout session on “Transformative & Legally Compliant Workplaces in Light of our New Normal” 11 Alex Glaser and Jennifer Kogos breakout session on “A Practical Approach to Dealing with Sick & Injured Employees” 12 Nubia Gutierrez breakout session on “Let Your Culture Recruit for Itself” 13 Left to right: NOLA SHRM Social Media Director Allie Barnes and conference attendee Christina Hathorn 14 Left to right: 2023 PresidentElect Adrienne Salvaggio, 2021 President Damona Barnes, 2022 President Christine Watts 15 Left to right: NOLA SHRM Sponsorship Director Patrick Morrison, conference attendee Jennie G’sell, and past-President Kelly Huben 16 Closing Keynote Speaker Kiki Barnes, Ph.D, Athletic Director at Dillard University in New Orleans

16

www.HRProfessionalsMagazine.com

43

IN PARTNERSHIP WITH

4th Annual

SUPERVISOR AND MANAGER CONFERENCE at The Crescent Club Memphis

November 19, 2021

1

3

2

4

5

1 The co-hosts for the conference were LeeAnn Bailes Foster, CEO of Team Foster Strategy; Cynthia Thompson, SHRM-SCP, SPHR, Editor | Publisher of HR Professionals Magazine; and Judy Bell, SHRM-CP, PHR, CEO of Judy Bell Consulting. 2 SHRM-Memphis Board of Directors 3 Brigette Wilson, President of SHRM-Memphis, discussed the benefits of membership in SHRM-Memphis. 4 David Dufour, SHRM-SCP, SHRM-CP, 2022 President of SHRM-Memphis; Dr. Deneen Lester, SHRM-CP, PHR; and Dr. Kathy Tuberville, SHRM-SCP, SPHR, were co-emcees of the conference. 5 Dr. Kimberly Estep, Chancellor of WGU Tennessee, presented the opening keynote on “The Digital Divide and Its Impact on Today’s Businesses and Employers.”

44

www.HRProfessionalsMagazine.com

6

7

8

9

10

11

12

13

14

15

16

17

18

6 Dr. Trish Holliday, SHRM-SCP, SPHR, founder of Holliday | Kenning, spoke on “Gain a Competitive Advantage by Creating a Learning Culture.’

7 Frank Day, Attorney with FordHarrison, provided “The Biden Administration’s Employment Law Agenda.” 8 “How Leaders Can Disrupt the Spread of Turnover,” was Dr. Caitlin Porter with the University of Memphis’ topic. 9 Dr. Susan Hanold, PhD, VP ADP Strategic Services, presented “Strategies to Embrace DEI in the Talent Lifecycle.” 10 “Re-engaging with Employees Post-Pandemic,” was the topic of Janie Warner, SHRM-CP, VP National HR Practice Leader with McGriff. She was the luncheon speaker. 11 Keith Pott, Membership Director for the Crescent Club, discussed the benefits of membership in the Club. 12 LeeAnn Bailes Foster, CEO of Team Foster Strategy, presented “5 Principles of a Healthy Organization.” 13 Attorney Dan Norwood discussed “Age Discrimination in Employment.” 14 (L-R) Julie Henderson, FCRA, VP Sales with Data Facts, Inc., and Tammy Henry, FCRA, VP Client Sales with Data Facts, provided a “Background Screening Industry Update.” 15 Judy Bell, SHRM-CP, PHR, CEO of Judy Bell Consulting, presented “Ethics, Values, and Integrity.” 16 Brad Federman, CEO of PerformancePoint, LLC, was the closing keynote speaker. “His topic was The Change Management of Today Won’t Work Tomorrow.” 17 (L-R) Margie Williamson, VP of HR with Goodwill, was the winner of 7 nights at the Sandestin Golf and Beach Resort donated by LeeAnn Bailes Foster with Team Foster Strategy, standing next to Margie. Brad Federman and Cynthia Thompson are also pictured. 18 (L-R) Alanna Brooksbank, Dr. Susan Hanold, and Don Weiner with ADP. www.HRProfessionalsMagazine.com

45

5 Questions Emotionally Intelligent Leaders ask Themselves Every Day

S

By HARVEY DEUTSCHENDORF

ince we’ve become increasingly aware of emotional intelligence (EI), a great deal of focus has been on the importance of emotional intelligence in leadership. While it is recognized that EI is important in all levels of an organization, it becomes more crucial in leadership. Many studies have shown a direct

negative impact of bad leaders on employee morale, retention as well as productivity. Emotionally intelligent leaders are more self-aware and aware

Did I recognize people when they went over and above their jobs?

One thing that leaders high in EI do well is to constantly look for opportunities to show appreciation to their team members who they find doing something well.

They are aware that blanket appreciation is the lazy way out for leadership and can actually be a demotivator for those that are going above and beyond. Because of this awareness they spend the time and effort to get to know the roles of their staff in order to spot those that are going above and beyond what is expected of them.

Am I supporting my people in achieving their goals?

Emotionally intelligent leaders not only know the roles of the people that work in their area but are aware of their individual career desires and goals. They want to know if their current roles are satisfying their overall work goals and if they are learning and growing toward their overall goals. Being aware of the individual goals of those that report to them, these leaders let people know that they not only care about what benefits they bring to the organization but want to support their overall career and life goals.

of the needs of those they serve, making them excellent motivators, coaches and mentors for those that work for them. This results in a more motivated, happier workforce that gives people greater control over their workplace as well as increased workplace satisfaction. Workplaces with high levels of emotionally intelligent leadership stand out for their high employee retention rates as well as their being known as great places to work. Leaders high in EI are constant learners and are always asking themselves questions in efforts to continuously improve.

Here are 5 questions that leaders high in EI ask themselves daily: Did I empower my team enough?

Am I making my vision for the organization clear and consistent?

One of the chief roles of a leader is sharing a clear and consistent vision for their organization with their staff.

The desired outcome is not only that everyone is aware of the goals and mission they are working towards but know how their individual roles contribute to that outcome. As well as the ongoing goals and vision for the organization, a highly emotionally intelligent leader is open, transparent, and timely in sharing changes within as well giving continuous updates in how well the organization is reaching their vision. Knowing they are always kept in the loop of organizational information increases employee trust and loyalty.

Leaders constantly walk a fine line between giving their team enough freedom and taking charge when necessary to prevent things from going off the rails. Recognizing the importance of allowing people to create, take calculated risks and the importance of learning and growing from mistakes, they allow their team maximum freedom. These leaders are constantly asking themselves where they are in terms of giving their people freedom versus stepping in when they see things going in the wrong direction.

Am I listening and understanding well enough?

Leaders high in EI are great communicators. As well as being able to get their message and ideas across, they recognize the importance of being effective listeners. They excel not only at giving clear messages but being aware of what is going on with their people.

This helps them understand their teams and gives them early indicators of what their concerns and challenges are. They become aware of and deal with issues before they become overblown and reach the point of becoming a crisis.

46

www.HRProfessionalsMagazine.com

Harvey Deutschendorf is an emotional intelligence

expert, internationally published author and speaker. To take the EI Quiz go to theotherkindofsmart.com. His book THE OTHER KIND OF SMART, Simple Ways to Boost Your Emotional Intelligence for Greater Personal Effectiveness and Success has been published in 4 languages. Harvey writes for FAST COMPANY and has a monthly column with HRPROFESSIONALS MAGAZINE. You can follow him on Twitter @theeiguy.

Credit Reports • Criminal Records Search • Driver Monitoring • Drug Screening • Healthcare Monitoring • I-9 & E-Verify • Verifications

Implementing COVID-19 testing in your organization?

Data Facts can help!

COVID Testing

COVID Monitoring

COVID Reporting

We offer COVID testing and monitoring options and a comprehensive program that enables employers to create healthier workplaces. We work with you to address any testing requirements and help keep your business as safe as possible. Let Data Facts be your sole source for a program that meets all requirements for testing, monitoring and reporting while empowering you with tools to protect your business from the spread of COVID.

www.datafacts.com www.HRProfessionalsMagazine.com

47

You’re ready to reach your potential.

We’re ready to help you.

WGU offers over 60 respected bachelor’s and master’s degree programs online, each designed for motivated, driven people like you.

• ACBSP-accredited degree programs.

• HR program fully aligned with SHRM curriculum.

• Flat-rate tuition between $6,800 and $7,950 per year.

Online. Nonprofit.

Surprisingly affordable.®

Kikuyu C. MBA Management & Strategy

Learn More tennessee.wgu.edu