November 2024 HR Professionals Magazine by Cynthia Thompson

‘Tis the Season... for Better Hires!

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

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29 Level Up Your Tech Skills at SHRM Talent2025 in Nashville March 24-26

32 Highlights of the South Carolina SHRM Conference in Myrtle Beach September 18-20

36 Highlights of the North Carolina SHRM Conference in Cherokee September 25-27 42 Highlights of the SHRM Georgia Conference in Columbus September 25-27

Highlights of the Texas SHRM HR Southwest Conference in Fort Worth October 13-16

in San Diego June 29-July 2

Our focus this issue is employee benefits planning and compliance. You will find solutions for some of the issues that keep you awake at night. It’s open enrollment season, and we’ve provided some solutions and insights from the 2024 SHRM Benefits Survey on Page 30 to help guide your employee benefits decisions for 2025. Check out McGriff’s excellent article on Page 24, “What to Look for in a TPA for Your Flexible Benefits and COBRA Administration.” In case you missed our webinar on October 22, you can still learn about FedLogic on Page 14. They can help you navigate federal and state benefits that will reduce your employee benefit expense. Catch the article on Page 20 from The Benefits Group and learn how to customize your employee benefits. If you are looking for a firm to assist you with your employee benefits, meet the Employee Benefits Practice Group at Bass, Berry & Sims on Page 40. We have got you covered!

This month, we are paying tribute to the formidable Lilly Ledbetter, advocate for equal pay for women. She blazed the trail for the “Lilly Ledbetter Fair Pay Act,” which was the first law that President Barack Obama signed after taking office January 2009. I was honored to meet Lilly in person at the SHRM Georgia Legal Summit in Savannah in May 2018. She was featured on our cover. I hope you will take a moment to read her profile included in this issue on Page 18. Lilly passed away on October 12, 2024. Sadly, she never benefited from the legislation. Although she filed an EEOC complaint when she learned that she was not being paid the same as her male counterpart, it was not filed timely. Nevertheless, she persisted in her activism until her passing last month.

We have some fantastic highlights from the fall SHRM conferences in Georgia, North Carolina, South Carolina, and Texas. I hope you are following us on Facebook and LinkedIn so that you can receive our live videos with SHRM chapter leaders and top keynote speakers. Here are the links for you:

Like our Facebook page here: www.facebook.com/hrprofessionalsmagazine.com

Connect with me on Linked in here: https://www.linkedin.com/in/cynthia-thompson-mba-shrm-scpsphr-325b8715/recent-activity/all/

Our December issue will feature the SHRM Foundation. The foundation elevates and empowers HR professionals as a force for social good so that all workplaces can prosper and thrive. They provide specialty certifications as well as scholarships to help HR professionals obtain their SHRM-CP and SCP. Watch your email for our complimentary webinars in November. All our webinars are pre-approved for both SHRM PDCs and HRCI Business Credit. If you are not currently on our email distribution list, please visit our website and click on Subscribe.

cynthia@hrprosmagazine.com

President Barack Obama with Lilly Ledbetter before signing the Lilly Ledbetter Fair Pay Act during an event in the East Room of the White House on January 28, 2009. (Getty Images)

Alissa DEWITT, MCC

Founder | CEO, Executive Leadership Coach

Alissa began her career in HR back in the day when HR was called Personnel. Because of her love for people, a strong work ethic, and her passion for learning, she grew quickly in her knowledge and understanding of the human resources field, taking on positions of greater and greater responsibility at a young age.

She was hired at the age of 20 to be the human resources manager of a company with over two hundred employees. Having one employee who would report to her at the time initially didn’t seem like a big challenge, except that the employee was twice her age and didn’t prefer having a boss younger than her own children.

She continued to grow in her HR career, being promoted to lead at higher levels. Fast-forward to her last internal corporate position—the senior HR leader of a company that grew from 250 employees at the time she was hired into a publicly traded 10,000-employee company in less than five years. The corporate HR department she led grew from two to over 40 employees, with additional regional HR staff across the country.

It was massive and exciting growth for her, and it allowed Alissa both the challenge and the opportunity to learn how to integrate businesses and company cultures, becoming familiar with the human behavior of people going through mergers, acquisitions, significant growth and change, and the stress and fear they often feel as a result.

During that time, she also experienced leadership at a senior level in an organization and helped to build a business dream-team culture, where employees were excited, engaged, and working tenaciously toward a common vision.

It wasn’t until she left her corporate HR position and began consulting (and later coaching) that she realized a dream-team business culture was not all that common. Instead, she discovered three main issues:

First, the stats on employee engagement were true. Most employees and leaders alike are stressed and unhappy, have little to no work-life balance, and often carry that dissatisfaction home with them.

Second, leaders often perform their job or area of discipline well and are hardworking and committed. As a result, they are then promoted to being the leader of others doing the same work. The problem with this common practice is that the skills it takes to do their job are not the same skills it takes to lead others doing the same job. This gap creates stress and frustration for the leaders, the people they lead, and the company.

Third, HR leaders are inundated with what seems like never ending employee-relations issues, most of which should never even make it to their office. A few examples: employees complaining because they don’t get along with their boss; employees who are not receiving any coaching and feedback; unaddressed conflicts between team members; breakdowns in communication; and unclear roles, responsibilities, and expectations.

To solve the magnitude of these issues, and because of her passion for people, leadership, and business, Alissa founded Executive Impact in 2009 as a partner to organizations dedicated to developing coach leaders, building leadership dream teams, and helping companies create a thriving workplace culture. This has been her passion and mission for more than fifteen years.

Alissa has now accumulated over thirty years of business and leadership experience, expertise in human behavior, and has worked with leaders from the front lines to the C-suite. She’s partnered with organizations of varying sizes and in different industries from privately held $25 million companies to publicly traded Fortune 500 companies.

She is a Master Certified Coach (MCC) with the International Coaching Federation, a Certified Personnel Consultant (CPC), and a Certified Employee Retention Specialist (CERS)—a professional designation which she also co-authored for the National Association of Personnel Services. Alissa is a top leadership voice on LinkedIn, has been a member of national SHRM since 2008 and is also a member of her local West Tennessee SHRM chapter in Jackson, Tennessee.

Alissa is the creator of The Coach Approach to Leadership—a transformational leadership program that transforms leaders from boss to coach by coupling the heart of servant leadership with the hands and feet of coaching.

Most recently, Alissa released her new book: Ditch Command & Control Leadership: Transform Your Leaders from Boss to Coach, where she teaches her proven system to empower organizations to ditch the outdated command-and-control style leadership (which limits growth and creates a toxic culture) and to develop coach leaders who successfully inspire and engage their teams. Her book also reached bestseller status on Amazon.

Alissa’s mantra: ”Who you are is how you lead, and how you lead determines the culture and success of your team and organization.”

Avoiding Burnout

By DEBRA GATES and SHERRI FIELDS

Burnout is one of those topics that we hear about but may not know what it is and what to do about it when it presents itself in the workplace or in our own lives. If you Google “what is burnout?’ you will find a plethora of articles and websites devoted to this topic. It does not matter what industry you work in; burnout is present.

So, what is burnout, and how can we, as HR professionals, help others deal with it while we are experiencing it ourselves? Learning how to identify burnout in ourselves and others is key to preventing turnover and other issues related to burnout in the workplace. For the next few minutes, we will take you on a short journey where you will learn about burnout, how to identify it, how it impacts employees’ mental health, how it affects the company, and what we can do about it.

What does research say?

Barthauer et al. (Barthauer, L., Kaucher, P., & Kauffeld, S. (2020). Burnout and career (un)sustainability: Looking into the Blackbox of burnout triggered career turnover intentions Journal of Vocational Behavior, 117, 10334) defined burnout as “a state of prolonged exhaustion, disengagement from work, and a lowered sense of effectiveness as a professional.” (p. 3). WebMD.com (WebMD Editorial Contributor. (2024, March 5). Burnout: Symptoms and Signs.) supported that definition and then went on to discuss that there are different types of burnout including being overloaded, not challenged, neglected, and persistent or chronic burnout that some find themselves experiencing.

SHRM has done extensive research on the topic and their findings are a bit scary. Individuals experiencing burnout are 45% more likely to look for another job and 40% are not inclined to go above and beyond the minimum requirements for their employer (Here’s how bad burnout has become at work (2024, May 1). Welcome to SHRM| The Voice of All Things Work). Given these statistics, it is important for HR professionals to understand the impact that burnout can have on the employees and the organization. Finding ways to reduce burnout is key to success for all.

Burnout & Mental Health

Burnout was officially labeled as a global health issue in 2019 when the World Health Organization added it to the International Classification of Diseases. Burnout has been shown to have high correlations to other mental and physical health conditions. (How Burnout Impacts Your Mental Health. (2021, March 28) University of Utah).

Burnout can have a significant impact on the mental health of your employees. Research has shown that individuals with long-term burnout have higher rates of other mental health issues. (Maddock, A. (2024). The Relationships between Stress, Burnout, Mental Health and Well-being in Social Workers The British Journal of social Work, 54(2), 668-686). While anxiety and depression are the most commonly associated mental health challenges, other challenges may include a lack of motivation, increased pessimism, a decreased ability to focus, poor decisionmaking abilities, and suicidal ideation. (Nadon, L. D. (2022, March 17). Should Burnout Be Conceptualized as a Mental Disorder? Behavioral Sciences, 12(3)).

It is well established that mental health challenges can have an impact on physical health, interrupting sleep, causing gastrointestinal issues, fatigue, lower immune system performance, and headaches. The physical symptoms then impact mental health, and the employee finds themselves in a never-ending burnout cycle (How Burnout Impacts Your Mental Health. (2021, March 28). University of Utah).

Fortunately, as an HR professional, you have an opportunity to positively impact the people in your organization to prevent burnout. Supportive interventions in the workplace have been shown to decrease burnout and the associated mental health challenges for employees who have utilized those resources. (Maddock, A. (2024). The Relationships between Stress, Burnout, Mental Health and Well-being in Social Workers The British Journal of social Work, 54(2), 668-686.)

To reduce burnout, the organization must recognize that the condition exists and understand the impact that it can have on individual employees and organizational performance. HR professionals can work to develop cultural changes that support a mentally healthy working environment. Managers and thought leaders should be trained to communicate the importance of mental health in the organization. (Kinman, G. a. (2024, June 7). Burnout in Health Care: Risk Factors and Solutions University of London).

What can we do as HR professionals to limit or even mitigate burnout at work?

There are many ways to prevent burnout or relieve employees exhibiting burnout symptoms. The following list is not all-inclusive but will provide a good jumping-off point in your organization should you observe burnout as an issue.

• Managers should connect with HR professionals to explore solutions when burnout is impacting employees in their area. (Job burnout: How to spot it and take action (2023, November 30) Mayo Clinic).

• Audit the burnout temperature in your organization and work to find ways to mitigate it.

• Individuals should be aware of what their stressors are and try to minimize exposure to them.

• Set and keep healthy boundaries. Don’t be afraid to say no. (Banish burnout: How to move from stress to success. (2024, August 7). Welcome to SHRM | The Voice of All Things Work)

• Encourage employees to maintain a healthy lifestyle, including exercise and healthy eating.

• Be social and spend time with friends, family and coworkers.

• Seek professional help when needed and work to have a new mindset about work. WebMD.com (Burnout: Symptoms and Signs. (2024, March 5) WebMD Editorial Contributor).

Burnout is a condition that can be improved for many employees. (How Burnout Impacts Your Mental Health, (2021, March 28) University of Utah). By reducing burnout, the organization will not only increase outcomes, but it will have positively impacted the mental health and overall lives of the individuals in their organization.

Debra Gates, M.S Instructor, School of Business Western Governors University debra.gates@wgu.edu

Sherri Fields, Ph.D. Instructor, School of Business Western Governors University sherri.fields@wgu.edu

Landmark Court Decision on Salary History

Medical Errors – The Quiet Problem Affecting Employers

Preview of the 1st Annual HR Executive Conference Cruise October 22-26 Highlights of SHRM Spring Conferences Lilly Ledbetter, Keynote Speaker SHRMGA HR Legal Summit in Savannah May 4

Preview of 2018 SHRM Annual Conference In Chicago June 17-20

Ledbetter is the co-author of Grace and Grit: My Fight for Equal Pay and Fairness at Goodyear and Beyond, which was published in February 2012.

Honoring Lilly Ledbetter

(APRIL 14, 1938 – OCTOBER 12, 2024)

LillyLEDBETTER

LILLY LEDBETTER

Groundbreaking Employment Discrimination Plaintiff

In 1979, Lilly Ledbetter took a job at the Goodyear Tire & Rubber Company plant in Gadsden, Alabama. At the beginning of her career there, despite being the only woman in her position, Ledbetter was given the same starting salary as her male colleagues. Over the next 19 years she not only gained new skills and experience in her supervisory role, she also helped train a number of new hires—all men. In 1996 she received a “Top Performer” award for her contribution to the company.

In March 1998, Ledbetter inquired into the possible sexual discrimination of the Goodyear Tire Company. In July she filed formal charges with the Equal Employment Opportunity commission. In November 1998, after early retirement, Ledbetter sued claiming pay discrimination under Title VII of the Civil Rights Act of 1964 and the Equal Pay Act of 1963. She started with the same pay but by retirement she was earning $3,727 per month compared to 15 men who earned from $4,286 per month (lowest paid man) to $5,236 per month (highest paid man). The Supreme Court did not rule on whether this was discrimination, just the statute of limitations to sue.

Ledbetter v. Goodyear Tire & Rubber Co., 550 U.S. 618 (2007), is an employment discrimination decision of the Supreme Court of the United States. Justice Alito held for the five-justice majority that employers cannot be sued under Title VII of the Civil Rights Act over race or gender pay discrimination if the claims are based on decisions made by the employer 180 days ago or more. The decision did not prevent plaintiffs from suing under other laws, like the Equal Pay Act, which has a three-year deadline for most sex discrimination claims or 42 US C. 1981, which has a four-year deadline for suing over race discrimination.

This was a case of statutory rather than constitutional interpretation. The plaintiff in this case, Lilly Ledbetter, characterized her situation as one where “disparate pay is received during the statutory limitations period, but is the result of intentionally discriminatory pay decisions that occurred outside the limitations period.”

In rejecting Ledbetter’s appeal, the Supreme Court said that “she could have, and should have, sued” when the pay decisions were made, instead of waiting beyond the 180-day statutory charging period. The court did leave open the possibility that a plaintiff could sue beyond the 180-day period if she did not and could not have discovered the discrimination earlier. The effect of the Court’s holding was reversed by the passage of the Lilly Ledbetter Fair Pay Act in 2009. President Obama signed the Lilly Ledbetter Fair Pay Act into law on January 29, 2009. 

Navigating Safety During the Holidays

As we draw closer to the holiday season, you can feel the joy and laughter in the air. The kids are excited for Christmas to come and see what is under the tree. Families get together to celebrate, enjoy the company, and take a break from the hectic lives that we all have.

Unfortunately, those Hallmark movies we love to watch and make us feel good, are tainted by people who want to do others wrong. This could be in the form of violence or stealing something that we cherish because they are allowed to do so.

Imagine this, you are doing that last-minute Christmas shopping at your local retailer, it is late at night, and you are checking out of the store. You notice that the crowd has dwindled to just a few individuals. As you leave the store, you see it is dark and low lighting in the area. When you arrived earlier, the parking lot was full, so you had to park towards the back of the parking lot. As you start walking, you hear someone following behind you. As you start walking faster, the footsteps behind you pick up also. Your cart is full, and your purse is sitting on the front rack. As you near your vehicle, you feel a presence behind you and you feel someone breathing behind your neck, you reach into your purse, fumbling for your keys, and at that point, you feel an arm grab you around your neck………What would you do?

This is a true-life scenario. Could it have been avoided? So many people think to themselves, “This wouldn’t happen to me.” Unfortunately, in this day and age, society has become much more violent, and these things do happen. How can we avoid something like this? In this scenario, here are some things that you could do differently, that could change the outcome:

1. During the holiday (or anytime) if possible, shop with someone, especially at night.

2. If you can, ask an employee if they will walk you to your car.

3. If you walk to your car, have your phone out and open so you can call 9-1-1.

4. Keep your keys in your hand, as they make a valuable weapon.

5. ALWAYS remember, if something does not feel right, go with that sense and rethink your next steps to avoid putting yourself in unnecessary danger.

The holiday season unfortunately brings out the predators. They know that people are out spending more money to purchase gifts for family and friends. They know that people will carry more money in their person, so they are looking for that easy “mark.”

Below are a few tips you can put into practice and keep yourself safe, not only through the holidays but throughout the year.

1. Always ensure that you are looking around for anyone who looks suspicious. Have you ever felt nervous after withdrawing money from the ATM or inside banking? What did you do to help prevent theft? You probably hid your PIN number from others to see or you tried not to be obvious on the amounts that you withdrew. Have you heard of jugging? This is where criminals loiter around banks or ATMs. They watch their victims withdraw money and wait for the opportune time to rob that person.

By MICHAEL JOHNSON

They will watch the individual and may follow them on foot or in a vehicle. There have been many cases around the country where a victim withdrew money and left it in the vehicle. The thief would wait until they went into a store or restaurant and then break into the vehicle and steal the cash. Always ensure that you are looking around for anyone who looks suspicious. If you feel that something is wrong, stay in a public area with people around you. Be cautious when moving to other locations as that is when you are most vulnerable.

2. Secure large gifts in a location out of site. Little Johnny wants that specific toy or video game machine for Christmas, make sure that if you buy gifts large or small, you secure them in your trunk or a location out of site. The bad guys are looking for easy targets and gifts are enticing as well as easy to grab from your vehicle. If you have boxes out by the road or trash can, that are from large TVs or game consoles, that lets someone know those items are contained in the house. Try to break them down or take them directly to a recycling location.

3. Be careful of posting your location. What could be worse than having all the presents stolen while you’re at a party on the 23rd? Crying children. Whining dog. Unforgettable. So be careful of letting everyone on Facebook know you’ll be out Thursday night and don’t set the alarm because “It’s so inconvenient.” Also think about closing your blinds where you have your wrapped gifts to be less enticing.

4. Schedule deliveries for times you are at home. Package theft can be prevented by scheduling deliveries for times you are at home or use secure pickup locations to avoid porch privacy. Alternatively, install a video doorbell or security camera.

5. Avoid cyber threats. When shopping online, use secure, trusted websites and be aware of scam ads on social media. To protect against cyber threats and identity theft, try to avoid using public Wi-Fi when making purchases.

6. ALWAYS have a designated driver. Nothing could ruin the holidays more than having an accident or spending time in jail and then dealing with all the costs associated with a DWI like fines and attorney fees. An average DWI will cost somewhere around $10,000.

While there is much more to safety around the holidays, these are practical tips to keep yourself safe. At SafeHaven Security Group, the experts teach many other effective early warning systems that allow you to recognize and prevent acts of violence. You can call or email for a free assessment or to learn more about our training programs. Safehaven Security Group wishes you and your families a safe and wonderful holiday season!

Michael Johnson, Senior Consultant michael@safehavensecuritygroup.com SafeHaven Security Group www.safehavensecuritygroup.com

VIOLENCE PREVENTION CONFERENCE OF MID-AMERICA

1 Pat Walsh, Senior Consultant, was the conference emcee. Pat also lead a panel discussion with all the speakers. 2 (L-R) Ben Hodde, Frank Hermsen, Jared Turner, Robert Frost 3 Some of the attendees at the conference. 4 Doug Elms, Principal Consultant, was the opening speaker. His topic was “Warning Signs of Workplace Violence.” 5 (L) Tim Keck, Senior Consultant, discussed “De-Escalation Strategies and Skills” and “Active Shooter Training.” (R) Frank Hermsen. 6 “Mental Health Contributors to Violence,” was Dr. Dale Doty’s topic. He is an expert in mental health and threat assessment. 7 Monte Mills, Senior Consultant, presented “High Risk Terminations.”

8 “I was Almost an Active Shooter” was presented by Aaron Stark.

Employers can expect to cover around 70% of healthcare costs, with claims for major events such as ESRD, ALS, cancer, and Medicare-age claims increasing by 12-14% per year. During critical events like disability or retirement, many employees are often unaware of the benefits available to them, which can result in significant costs for both employee and employer.

FEDlogic’s mission is to bridge this information gap by providing unbiased expert guidance to help families navigate through complex federal policies. By educating individuals on their healthcare options, many discover alternative avenues with better coverage and lower costs Employers who use FEDlogic's services can save an estimated $26,400 per transition from the group health plan.

FEDlogic's mission is to provide families with unlimited and unbiased access to the knowledge of our experts at no cost to the family Our primary objective is to help people, especially during times of need and crisis Saving employers money has been a positive byproduct but never the primary objective

FEDlogic's mission is to provide families with unlimited and unbiased access to the knowledge of our experts at no cost to the family. Our primary objective is to help people, especially during times of need and crisis Saving employers money has been a positive byproduct but never the primary objective

A T E A M O F E X P E R T S

All FEDlogic experts have held technical and leadership roles with the Social Security Administration. We understand policies from the inside-out and provide unparalleled practical guidance and insight

R E E & C O N F

R E E & C O N F I D E N T I A L

O T H I N G T O S E L L

All FEDlogic experts have held technical and leadership roles with the Social Security Administration We understand policies from the inside-out and provide unparalleled practical guidance and insight

Our phone-based consultations are unlimited, confidential, and free for employees and their household members. An expert is available throughout, and consultations are scheduled at the employee's convenience

Our phone-based consultations are unlimited, confidential, and free for employees and their household members An expert is available throughout, and consultations are scheduled at the employee's convenience

Employees can trust us. We don't sell, endorse or promote any products or services; our goal is to provide unbiased education to support families in navigating their benefit options F R E E & C O N F I D E N T I A L

Employees can trust us We don't sell, endorse or promote any products or services; our goal is to provide unbiased education to support families in navigating their benefit options

What do HR Pros Think of FEDlogic?

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D i r e c t o r o f H u m a n R e s o u r c e B e n e f i t s

Our Award-Winning Recipe for Seasonal Hiring

Thanksgiving doesn’t just bring turkey and pumpkin pie. It also ushers in the challenge of finding seasonal employees to handle the holiday rush. Just like any good recipe, it requires the perfect blend of ingredients. With equal parts strategy, patience, and determination, your company can gobble up great seasonal talent. Here’s what to know.

What Is Seasonal Hiring?

Seasonal hiring is employing workers for a short, defined period to help organizations meet the increased demand during specific times of the year. Businesses use seasonal hiring to handle temporary spikes in activity because of holidays, weather changes, or particular events.

According to the Hiring Lab, seasonal job openings have reached pre-pandemic levels this year.

Fly in the Gravy (5 Challenges of Seasonal Hiring)

While seasonal hiring meets increased demand during busy periods, it’s not always a smooth process. Companies need to be ready to manage obstacles that can impact productivity and customer satisfaction.

Some of the most common issues that can prolong, obstruct, or derail a seasonal hiring strategy are:

• Managing the short time frame. Employers usually have only a fraction of the time to hire seasonal employees compared to permanent ones.

• Finding quality folks to hire. With the temporary nature of the job, many workers see seasonal roles as short-term gigs. This can lead to a smaller pool of experienced or motivated talent. Companies may struggle to find employees who are dependable, skilled, and ready to work.

• Overcoming stiff competition. Businesses often face stiff competition during peak hiring periods, since multiple industries (retail and hospitality, for example) compete for the same candidates. This year, according to Challenger, Gray, & Christmas, retailers will add 520,000 new jobs in Q4. With every business hunting for those same high-quality seasonal workers, you’re essentially in a turkey trot race for talent.

• Fully vetting the talent. It’s tempting to cut corners and not background and drug screen seasonal hires. After all, screening takes time and can be expensive, and they will only be there for a few months, right? Wrong! Checking the claims on a new hire’s application and resume is crucial for verifying the applicant is qualified and keeping the workplace safe.

• Retaining them through the season. Just like scoring that last scoop of mashed potatoes, keeping seasonal workers engaged and committed through the entire period can be tricky. Since many seasonal employees know they’re only with your company for a short time, they may lack the same level of motivation and loyalty as permanent staff. This can leave you short-staffed at critical moments.

7 Tips for Ensuring You Hire Good Seasonal Talent

Now, onto the secret sauce. Here are our award-winning tips to make sure you hire great seasonal talent.

1. Prep early. Don’t wait until the week before Thanksgiving to start your hiring process. Get the word out as soon as possible. This gives you enough time to find, hire, and train the best candidates, instead of letting your competition hire them first.

2. Get creative with your job postings. Highlight the perks of working for your business. Flexible hours, product discounts, wellness benefits, and a great culture may sway the applicant your way. Make your business the most attractive option for potential hires. But…

3. …Represent the role accurately. Nobody wants to order turkey and dressing and get a day-old hot dog! Be transparent about what the job entails. If it’s fast-paced with unpredictable hours, say so. It’s important to set clear expectations. Misleading job descriptions can cause seasonal workers to walk out like they’ve just been served mystery leftovers.

4. Use technology to streamline hiring. Don’t stir the pot by hand when you could use an electric mixer! Modern hiring platforms and apps make it easy to review resumes, schedule interviews, and even onboard employees. For example, technology like Applicant Tracking Software (ATS) systems can help you move quickly and efficiently.

5. Look under the lid. Seasonal employees may not be sticking around for the long haul, but you should still do background checks. It’s like serving undercooked turkey…risky and avoidable. These temporary staff members still represent your company, may handle sensitive information and cash, and interact with customers. A thorough screening helps protect your reputation and ensures you bring trustworthy people onto your holiday team.

6. Prioritize training. No one wants to feel underprepared, especially during the stressful holiday hustle. Ensure your training is both quick and comprehensive. Proactively create a training plan that covers the essentials without overwhelming new hires.

7. Keep the door open for future opportunities. Give your best seasonal workers a reason to return. Thank them for their good performance and offer the possibility of future work, whether that’s next year’s holiday season or even a full-time position.

Seasonal Hiring Success IS Possible

Finding and hiring the right seasonal talent can be as difficult as juggling an overflowing plate. But, with the right strategy, patience, and a bit of creativity, you can build a temporary workforce that represents your company and serves your customers well.

Proactively tackle hiring challenges by starting early, having a plan, screening your applicants, and training them well.

Data Facts | www.datafacts.com

Individual Liability Under The FLSA? Yes, It’s A Real Thing

BY MARY C. MOFFATT

Asmany employers grapple with the recent changes to the salary requirements for exempt employees under the Fair Labor Standards Act (FLSA), a recent decision from the 11th Circuit Court of Appeals is a grim reminder that individual liability under the FLSA is alive and well.

The FLSA enables employees to sue any “employer” who violates the minimum wage or overtime provisions of the Act. The Act at 29 USCS section 203(d) defines “employer” as “any person acting directly or indirectly in the interest of an employer in relation to an employee.”

Courts have recognized that in order to find individual liability, the individual in question must have “control over significant aspects of (the company’s) day-to-day functions, including compensation of employees or other matters in relation to an employee.” Lamonica v. Safe Hurricane Shutters, Inc. 711 F. 3d 1299, 1313 (11th Cir. 2013); Bay State v. Herman, 163 F. 3d 668, 677 (1st Cir 1998).

Courts have identified 4 factors to determine whether an individual is an “employer” under the FLSA: whether the person (1) possessed the power to hire and fire employees, (2) supervised and controlled employees’ work schedules or conditions of employment; (3) determined the rate and method of payment, and (4) maintained employment records.” Gray v. Powers, 673 F. 3d 352, 355 (5th Cir. 2012).

In the June 2024 case of Spears v. Bay Inn & Suites Foley, LLC, 105 F.4th 1315 (11th Cir. 2024) the plaintiff worked as a front desk clerk at an Alabama hotel operated by Rick Patel and his son, Sunny Patel. While Rick usually signed Spears’ paychecks, because he was located in Florida, it turned out that Sunny handled most of the day-to-day operations of the Alabama location. Sunny, while not an owner, actually lived at the hotel and was paid a wage. He served as Spears’ supervisor, assigned him tasks, and he had control over the company’s financial decisions more so than other employees.

Spears was paid a monthly rate of $700 to $750 a month and was provided onsite lodging. He eventually sued claiming he was not being paid in accordance with the FLSA. At trial, the Court concluded Spears was entitled to $78,000 in unpaid overtime and unpaid minimum wages, the same amount in liquidated damages, plus attorney’s fees of approximately $60,000.

The Court held that both Rick and Sunny were “jointly and severally liable” to Spears, as well the LLC and the parent corporation. Defendants appealed to the 11th Circuit Court of Appeals. On appeal, the Defendants challenged the calculation of damages, which was eventually reduced to $60,000 for

unpaid overtime and the same amount in liquidated damages. (Spears v. Bay Inn, 2024 U.S. Dist. LEXIS 171241 (Southern Dist. of Alabama, September 23, 2024).

However, more to the point for purposes of this article- the Defendants also challenged the Court’s finding that Sunny Patel was subject to individual liability as an employer. The Court of Appeals affirmed the District Court’s decision on that point finding that because Sunny had both “substantial” control related to the Company’s FLSA obligations, and his day-to-day control of the operations at the Alabama location, he was an “employer” as broadly defined under the FLSA. As the Court of Appeals noted, “The definition of ‘employer’ is broad…and our precedents explain that anyone who has ‘some direct responsibility for the supervision of the employee’ can be an employer – a definition that includes managers.” Spears, at 105 F.4th 1315, 1320. While the Spears case does not hold that anyone who has common supervisory responsibility over employees is liable as an employer under the FLSA, it suggests that having that direct common supervisory responsibility is a necessary component. The Court also held that whether an individual fits the definition of “employer” under the FLSA does not turn on “technical or isolated factors, but rather on the circumstances of the whole activity.” The Court of Appeals went on to note in its analysis, it must consider these “whole activity” circumstances and that ownership is not dispositive for determining individual liability under the FLSA. While Sunny Patel was not an owner, his activities were such that the Court of Appeals affirmed the District Court’s decision finding him, along with the other Defendants, individually liable as an employer under the FLSA.

The case serves as a reminder to employers that managers and supervisors should be trained on their obligations to follow the requirements of the Fair Labor Standards Act (and by extension the Family and Medical Leave Act) and employers should ensure the FLSA obligations are being followed by all employees.

Mary

Moffatt, Member Wimberly Lawson Wright Daves & Jones PLLC Knoxville, Tennessee office mmoffatt@wimberlylawson.com

The Importance of the Recovery Ready-Workplace

By AMY SCHABACKER DUFRANE

SL to R:

Andre T. Allen, MBA, GPHR, Chair, HRCI Board; Dr. Rahul Gupta, Director, Office of National Drug Control Policy; Dr. Amy Dufrane, SPHR, CEO, HRCI; Peter Gaumond, Senior Policy Analyst, Office of National Drug Control Policy

eptember is National Recovery Month, an observance that started in 1989 to promote and support new evidence-based treatment and recovery practices. More than 21 million Americans are in recovery from substance use disorder (SUD), touching every sector of society, from business leaders to teenagers. In 2023, it was estimated that over 30 million Americans with substance use disorder were employed, and of these individuals, nearly 80 percent worked full-time. Given these numbers, no employer is exempt from struggling with supporting employees on their recovery journeys. The need to make sure these employees have the resources they need to recover and thrive is a daily commitment.

Employment is often essential to achieving and sustaining recovery from SUD. Recovery-ready workplace policies and programs can foster a safe environment where employers, employees, and their corresponding communities can collaborate to support positive change. By reducing the stigma of SUD and mental illness, we have the opportunity to change barriers are reduced. HR professionals have an integral role to play in terms of establishing an Employee Assistance Program (EAP), training programs for managers to recognize signs of substance abuse, guiding employees to obtain help and welcoming them back when taking action.

In recognition of this crucial HR focus, I had the privilege to join the business, labor and government leaders at the White House who were on hand to help highlight the adoption of recovery-ready workplace policies. More than a dozen leaders representing businesses, unions, and associations in the process of or recently certified as RecoveryFriendly Workplaces attended, representing the diverse range of employers committed to building a more recovery-ready nation.

As part of HRCI’s involvement that day, we shared some of the initial findings from an upcoming survey on “Recovery Friendly Workplaces” with the attendees. The research, conducted by HRCI and Fors Marsh, looks at employer policies and practices related to SUD and support provided to today’s workforce. This is important to remember because the impact of substance abuse in the workplace crosses all political and socioeconomic lines. Employers must maintain confidentiality regarding any information shared with them regarding an employee’s addiction or treatment plan. Legal obligations are covered by the Americans with Disabilities Act (ADA) and the Family and Medical Leave Act (FMLA), which allows eligible employees to take time off while receiving treatment.

The U.S. Substance Abuse and Mental Health Services Administration opened the Office of Recovery to improve community-based recovery services across the country. Last year, the current administration released the Recovery-Ready Workplace Toolkit: Guidance and Resources for Private and Public Sector Employers. Developed through the efforts of the Office of National Drug Control Policy, the Domestic Policy Council, and 12 federal departments and independent agencies, this toolkit can help employers create a safe and healthy work environment and promote recovery services. The toolkit also supports the implementation of President Biden’s inaugural National Drug Control Strategy, which calls for National Drug Control Program Agencies to expand employment opportunities for people in recovery from substance use disorder and to promote Recovery-Ready Workplace (RRW) policies.

It was gratifying to see how much emphasis has been placed on helping employees recover from SUD. Winning the never-ending battle with addiction benefits both employee and employer as productivity increases, absenteeism diminishes, and health claims decrease. Most of all, valuable talent remains in the workplace, enabling these employees to heal through their continued contributions.

White House Office of National Drug Policy Direct Dr. Rahul Gupta said, “The Biden-Harris Administration is committed to ensuring that every American has the resources they need to recover and thrive. With tens of millions of Americans in recovery from substance use disorder, we know that employers play a critical role in supporting the recovery journey. We are grateful to the business leaders joining us at the White House today to highlight the critical work they’re doing in their communities to both support individuals in recovery and strengthen their organization. We call on all employers to join our whole-of-society efforts to be a more recovery-ready nation.”

Thank you, Dr. Gupta. I couldn’t have said it better myself. For our readers, HRCI offers an Employee Safety course that includes a discussion of the workplace issues related to substance abuse. It’s a great next step, and I hope you’ll check it out.

Amy Schabacker Dufrane, Ed.D., SPHR, CAE, is CEO of HRCI® — HR Certification Institute, and is the founder and CEO of HRSI — HR Standards Institute, where she is responsible for driving and disrupting the conversations about building high-performing, strategic HR teams. An engaging thought leader at the intersection of talent strategy and continuous learning, Dr. Dufrane is an award-winning leader and celebrated keynote speaker on the human side of successful business strategy in the 21st century.

Your Handbook for Navigating Modern HR Is Here

Alchemizing HR: Your Formula for the New Era eBook

By HRCI ® + HRSI™ CEO Amy Dufrane, Ed.D., SPHR, CAE, and Clarissa Peterson, GPHR, SPHR, LPEC

PURCHASE YOUR COPY TODAY: hrci.org/alchemizinghrbook

The official guide to the HRCI® Professional Development Model—a comprehensive framework designed to empower HR practitioners at any level—gathers insights from HRCI’s popular “Alchemizing HR” webinar series.

Praise for Alchemizing HR: Your Formula for the New Era eBook

“Without question, environmental megatrends have increased the materiality of human resources. With their unique high-level perspective, Amy and Clarissa propose five professional domains and practices for HR professionals to turn their knowledge into enterprise value. Their playbook for HR’s future—grounded in ideas, examples, and actions—enables any HR professional to rise to today’s opportunity.”

- Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan Partner, the RBL Group

HRCI Recertification Credit

Three (3) business credits toward recertification will be awarded to HRCI certificants who read “Alchemizing HR: Your Formula for the New Era” and add it to their online application.

What to look for in a TPA for your Flexible Benefits and COBRA Administration

By HOLLY MURRAH, MCGRIFF MEBS FLEX TPA BUSINESS DEVELOPMENT EXECUTIVE

It may seem as if all third-party administrators (TPAs) are essentially the same, but, surprise, they aren’t! A flashy website can make a subpar TPA look and sound great, but what truly matters is how well the TPA does what it is entrusted to do. This article highlights important considerations beyond first appearances when selecting a vendor. Assumptions can be dangerous and costly for your company. Do you know what to look for in a TPA and what questions to ask?

A quality TPA should provide employers with solutions that:

• Limit liability and avoid lawsuits

• Help them avoid costly fines and penalties for non-compliance with complex regulations

• Streamline processes, save time, and provide internal workload relief

• Manage regulatory changes and related communication

• Manage employee requests and customer service needs

• Provide compliant, up-to-date educational resources for employers and employees

• Ensure safe and proper handling, storage, and reporting of confidential, protected health data

When selecting a TPA, consider the following:

Expertise and Experience

Because flexible benefits and COBRA are subject to frequent updates with legal intricacies, working with subject matter experts is of vital importance. The most reputable TPAs tend to have a close relationship with the Employer’s Counsel of Flexible Compensation (ECFC), a leading non-profit dedicated to maintaining and expanding employee benefit programs on a tax-advantaged basis. It is a good sign if numerous folks at a given TPA have obtained ECFC certification and hold ECFC credentials. Ask questions about the TPA staff, including years of experience, and certifications, especially from the ECFC. Ask how they monitor and communicate with clients about evolving legislation and requirements.

Compliance

Dig into their compliance ratings and regulatory expertise by asking for their System and Organization Controls (SOC) rating. Only work with a vendor that strictly adheres to IRS rules. There are TPAs that openly promote rule-bending, which doesn’t affect

them but can absolutely hurt your company if audited. A quality TPA will likely call attention to their SOC rating and wear it like a badge of honor. A quality TPA will not cave to pressure and will follow IRS guidelines.

Agreements

Look beyond the monthly administration fee. It is common to uncover hidden fees in the fine print of an agreement. Understand exactly what your company will be held responsible for. Be wary of so-called “free” COBRA administration. Does that mean the TPA has no obligation to stay up to date on fast-moving compliance changes or provide help when there’s a dispute? Also, what kind of service can you expect in return for “free” COBRA administration? Are you prepared to shoulder hefty fines from both the IRS and the Department of Labor, not to mention potentially costly lawsuits, if the TPA fails to assume responsibility for everything they should be doing for you? (Note: “Free” is not to be confused with the service fees your broker is paying for.)

Technology and Data Management

Look for a company that uses a reputable platform with software that integrates with yours. A streamlined enrollment process is vital for seamless onboarding. A digital document trail also protects your company and provides proof that deadlines were met. Ask about their claim management software and if data analytics are offered for detailed insight. Request a demo to see how userfriendly the platform really is.

Customer Service and Account Support

Choose a vendor that prioritizes customer service and has the evidence to prove it. This can vary widely among vendors so check to see if their capabilities will be a good fit for your company. Ask them to walk you through several service scenarios to gain a better understanding and establish expectations.

When it comes to vendor support for your own internal service needs, know what to expect. Will you have a dedicated account manager or specific contact or will you call a generic help line? If you needed help from your current TPA, would you know how to reach someone for a same-day response?

As you do your due diligence when selecting a TPA, look beyond price and ask probing questions. McGriff.com

Is employee engagement and communications a challenge?

The McGriff Journey ® mobile app is the solution.

Deliver 24/7/365 communication about benefits, employee recognition, wellness and more. Let McGriff Journey:

• Serve as a platform for year-round employee communications

• Drive engagement in company-sponsored programs

• Provide education to help employees lower health care costs

• Encourage team building and collaboration

• Help create a culture of health and well-being

• Support employee incentive programs

AI-Powered HR: How Digital Personas Are Transforming Human Resources

By ERIC VAUGHAN

The AI revolution isn't just another tech trend—it's a fundamental shift reshaping how we work, and nowhere is this more evident than in Human Resources. At IgniteTech, we've seen firsthand that GenAI isn't replacing people; it's replacing people who won't use AI. For all professionals including in HR, this isn't just a warning—it is an opportunity to revolutionize how we serve our organizations and employees.

HR departments' challenges are well-known: responding to countless policy questions, managing time-sensitive processes, ensuring consistent communication across time zones, and maintaining compliance while staying personal and accessible. We live in what I’ve called a "TL;DR culture" (Too Long, Didn’t Read), where employees often choose to ask quick questions rather than read documentation to save themselves time. This has the opposite effect on the HR team, creating a constant stream of repetitive inquiries that consume valuable resources.

The solution is to harness AI's capabilities to amplify human expertise. HR professionals are the conductors, leading the powerful symphony of AI tools to achieve greater outcomes. This is where MyPersonas comes in, an innovative AI solution, reimagining how HR teams operate. Unlike traditional chatbots or knowledge bases, MyPersonas creates AI-powered digital clones of your HR experts, offering a familiar, human connection while maintaining their knowledge, communication style, and expertise, accessible and available 24/7 across multiple languages.

The Magic of Human Tethering

What truly sets MyPersonas apart is its revolutionary tethering system. Each MyPersona maintains a constant connection to its human owner, ensuring no question goes unanswered, even when the AI encounters something outside its knowledge base. When an employee asks a question requiring additional context or expertise, the system automatically routes the query to the HR professional through their preferred channel—the MyPersonas mobile app, email, or soon, Slack or Teams, where the owner responds either in real-time or when they’re available. The answer is then sent back to the MyPersonas session to update the chat and sent via email to the person who asked the question.

This seamless handoff means employees always get accurate answers while the HR team maintains oversight of critical communications. The beauty of this approach is that each interaction enriches the owner’s MyPersonas knowledge base, making it progressively more knowledgeable and capable. It's like having a digital apprentice who learns and grows from every interaction while ensuring nothing falls through the cracks.

Transformative Use Cases

Policy Navigation

Instead of HR professionals repeatedly answering the same questions about PTO policies, benefits, or workplace procedures, a MyPersona can instantly provide accurate, consistent responses while maintaining your HR team's approachable tone. When policy questions require interpretation or special circumstances, the tethering system ensures the right HR expert can weigh in immediately.

Onboarding Enhancement

New hire onboarding can be revolutionized by creating personas of HR specialists who guide employees through paperwork, explain benefits, and answer common first-week questions. If a unique situation arises, the human HR professional can step in through the tethering system, ensuring new employees always receive the support they need.

Global HR Support

MyPersonas can communicate in over 160 languages for international organizations, effectively cloning your best HR professionals across language barriers. The tethering feature means your HR experts can provide guidance to global employees even when they don't speak the language—MyPersonas handles the translation automatically.

Compliance and Documentation

MyPersonas can help ensure compliance by providing immediate, accurate responses about policies and procedures while maintaining detailed records of all interactions. When complex compliance issues arise, the tethering system routes questions to compliance experts, creating a documented response chain.

Always up-to-date

MyPersonas is instantly updated when new policies or procedures are uploaded to align with legislation or strategy.

Implementation and Results

The key difference between MyPersonas and traditional AI solutions is its ability to embody your actual HR team members' expertise while maintaining a live connection to their human expertise. These aren't isolated chatbots—they're dynamic extensions of your best people, with real-time access to human judgment when needed.

Implementation doesn't require replacing existing systems; MyPersonas can seamlessly integrate with current HR platforms, whether cloud-based or on-premise. This flexibility reassures organizations that they can maintain existing workflows while dramatically improving their capacity to serve employees, putting them in control of the process.

The potential impact is transformative. By handling routine inquiries independently, MyPersonas liberates HR teams from repetitive tasks, allowing them to focus on what they do best: handling sensitive situations, developing strategic initiatives, and building meaningful relationships with employees. This isn't about reducing headcount - it's about elevating the HR function and empowering HR professionals.

Looking Ahead

For HR leaders considering this technology, the question isn't whether to adopt AI, but how quickly you can implement it to stay competitive. As organizations increasingly want more productivity and efficiency and still expect instant, accurate responses to HR queries, having AI-powered personas that can provide consistent, knowledgeable support while maintaining a direct line to human expertise becomes not just an advantage but a necessity.

The future of HR isn't about choosing between human touch and artificial intelligence—it's about creating a powerful synergy between the two. MyPersonas represents this future, where AI amplifies rather than replaces human capability. It ensures that HR professionals can deliver more value while maintaining the personal connection that makes HR essential to organizational success.

Eric Vaughan, CEO of IgniteTech

You may have expected to see someone else… but as her company’s HR manager, she wants to offer her team more than cake. To give her the bandwidth she needed, they created digital clones of her using MyPersonasTM

Unlike traditional chatbots or knowledge bases,

MyPersonas can create AI-powered digital clones of your HR experts, offering a human connection while maintaining their knowledge, communication style, and expertise, accessible 24/7 across multiple languages. When it can’t answer a question, it connects to its human owner via mobile app, email, or platforms like Slack and Teams. Once answered, it updates the chat, emails the person who asked the question, and enhances its knowledge for future use.

The future of HR isn’t about choosing between human touch and AI — it’s about creating a powerful synergy, where AI amplifies human capability rather than replaces it.

Highlights from the 2024 Tennessee SHRM Conference Core Committee Celebration, October 3, 2024

Members of the Core Committee for the 2024 Tennessee

gathered

SHRM Conference

at Napa Café in Memphis for a night of celebration.

With AI revolutionizing the job market, it’s imperative that you quickly integrate it into your daily processes to stay competitive in hiring talent. SHRM Talent 2025 is here to help you leverage AI to revitalize your talent acquisition practices.

Explore our five robust content tracks for 2025, which will set the programming for 70+ sessions:

AI & Human Ingenuity

Skills-First Talent Development Career Arcs

Early-Bird Pricing in Effect!

Talent Selection Workforce Planning & Analytics

Secure your spot in Nashville or virtually today and save $200 on your registration.

JOIN

2024 EMPLOYEE BENEFITS SURVEY

The SHRM Employee Benefits Survey returns with new insights for 2024, headlined by modern additions and updated definitions across a wide berth of potential benefits offerings. Evolving upon nearly 30 years of employee benefits research, this comprehensive annual survey of HR professionals captures the prevalence across the spectrum of various employee benefits and perks provided by organizations.

A competitive job market comes with a need for organizations to provide equally competitive benefits offerings. As organizations face labor shortages, those who adapt their total compensation and benefits packages with creative and modern offerings put themselves in better positions to attract and retain talent. The goal of the SHRM Employee Benefits Survey is to gain an accurate representation of benefits offerings throughout the United States. SHRM members can use the findings to discover and benchmark the benefits changes organizations have implemented. With the inclusion of even more items in 2024-as well as new research diving into the average vacation, sick, and PTO days granted by employers-SHRM hopes to provide an even more comprehensive picture of the employee benefits landscape than ever before.

NEW AND N O TABL E

In this year’s survey, three health care beneﬁts were asked about for the ﬁrst time:

Menopause beneﬁts

(e.g., counseling, education)

hormone therapy

Lifestyle saving accounts (an employer-funded post-tax account used for discretionary wellness and healthy lifestyle spending)

watching is a bipartisan Senate bill introduced in May 2024 that would fund additional federal research into menopause, along with physician training and other supports. This bill could signal increasing attention to menopause as a health care and beneﬁts issue. Given that women ages 45-54—the age range most likely to begin experiencing menopausal symptoms—make up 9.3% of the total U.S. labor force, companies may want to consider looking into beneﬁts in this area further L OO KING F O R WARD :

SHRM.org

The Biden administration in 2024 could ﬁnalize regulatory changes

The proposed rule aims to ensure parity between mental health and medical beneﬁts, as mandated by the Mental Health Parity and Addiction Equity Act (MHPAEA) of 2008. Employers should take

coverage, particularly as more than 20% of U.S. adults are living with a mental illness.

Visit the Employee Benefits Survey Results interactive online tool at shrm org/benefits to explore more health care-related benefits trends, including ones in:

• Insurance

• Prescription drugs

• Wellness

• Speciﬁc services

1 Karen B. Smith, Director of South Carolina SHRM with Academy Speaker, Chad Sorenson 2 2024 South Carolina SHRM Board of Directors with Dianna Sporcic, SHRM Field Services Director, and Shirley Rijkse, SHRM Membership Advisory Board 3 Ringmaster Karen B. Smith, Director of South Carolina SHRM; and Lion Tamer, Bryan Gates, Director-Elect of South Carolina SHRM Board of Directors 4 Welcome to the Big Top – Ringmaster Karen B. Smith, kicks things off. 5 The greatest showman, aka Keynote Speaker Kevin Snyder 6 Awaiting Awards

Give yourself the edge you need to stay ahead in the complex world of HR.

Designed and delivered by HR experts, SHRM Seminars provide the knowledge and tools needed to drive lasting change in the workplace.

Develop skill in:

• Employment Law & Compliance

• Engagement & Workplace Culture

• Strategy & Leadership

• Talent Acquisition & Retention, and

• SHRM Certification Exam Preparation

Did you know SHRM members save nearly $300 with their member discount? Need to provide training for your team? Customized team training programs are available.

It’s the Perfect Time to Spread a Little Holiday Cheer

The question is not whether to give employees holiday gifts but what gift to give? A holiday gift is a thoughtful way to celebrate the season and show appreciation to employees. This festive gesture will boost morale and foster a sense of belonging among team members, making it an excellent way to recognize hard work throughout the year. Employee gifts help to convey an important workplace sentiment of graditude, but it is important to realize what works well for one employee may not be well received by another. Employees are unique and with limited gift budgets choosing the perfect gift for all, can be difficult. A festive gift option that is practical and inclusive, accommodating diverse preferences is a Holiday Gift Check. Employees can customize a holiday celebration and choose from the turkey, holiday ham, delicious desserts, platters and more! They can choose their own special holiday favorites. To help guide your corporate gift giving, use the checklist below to deliver a joyful experience!

This

Season Give a Perfect Employee Gift.

Your Corporate Gift Should Be:

 Flexible: A gift should fit the needs and tastes of each employee.

 Appreciation: The gift expresses gratitude for the employee’s hard work.

 Significance: Sends the message that each employee is valued.

 Inclusivity: Gifts should be inclusive and respectful of cultural differences or dietary restrictions allowing each employee to celebrate unique customs.

 Meaningful: The best gifts create a memorable moment or a celebration.

 Choice: Good options give employees freedom to choose their exact gift.

 Timing: Gifts to celebrate milestones, goals, and holidays are ideal.

 Cost-Effective: Can the gift amount be adjusted to fit the budget?

A corporate gift that checks all the boxes.

For 36 years Holiday Gift Check Program has delivered a perfect gift for the holidays or anytime of the year. Each employee can customize their gift to fit their family’s special celebration. Redeem nationwide for a turkey, ham, fun dessert, platters, or other family favorites for a special meal. Employees will enjoy treasured moments with family and friends. Holiday Gift Check program offers a flexible, easy to deliver perfect employee gift. Choose the gift amount from $5-$50.00 and give the festive gift of a celebration that will delight every employee and be appreciated especially this holiday season with the high cost of groceries.

As a welcome gift use promo code Thanks to save 20% on the gift check fee through Dec 15th. Use for twenty or more Holiday Gift Checks. Payment must be received prior to shipping.

Join over 1000 Human Resources Professionals from across North Carolina at the 2024 NCSHRM State Conference in Cherokee, North Carolina on September 25 – 27. • AMAZING ENTERTAINMENT AND FOOD COMMUNITY SERVICE

Introduction

There was a time when coaching workshops were standard fare at corporate leadership seminars and for good reason. They were effective. As experienced managers, we were taught the critical functions of how we could grow individually as leaders and as a member of a leadership team with the single objective of building a healthier, more productive culture. Corporate leadership seminars are not what this review is about but bringing back true coaching within organizations. Ditch Command & Control Leadership: Transform Your Leaders From Boss to Coach by Alissa DeWitt shows exactly how this process is done. Senior leaders . . . you are going to love this one!

Three Simple Questions

The author begins with three relevant questions:

1. Why in the world do we need yet another book on leadership?

2. Who is Alissa DeWitt, and why should you listen to her?

3. What is command-and-control, and why do you need to ditch it?

These simple questions begin an eye-opening dive into how and why leadership development programs fail. For example, with over

thirty years of “focusing on building leaders, building leadership dream teams, and helping companies transform workplace culture,” DeWitt conveys, with absolute clarity, the “eight common reasons why many leadership development programs fail to produce a good return on investment and sustainable results.” In doing so, DeWitt shows us how to address each reason in a new approach. This system, which she refers to as the Coach Approach to Leadership, couples the heart of servant leadership with the hands and feet of coaching to equip leaders and leadership teams to take their businesses and their lives to the next level.

In Ditch Command & Control Leadership, you will learn Alissa’s proven system to empower organizations to ditch command-and-control leadership, which limits growth and creates a toxic culture, and to develop coach leaders who successfully engage their teams.

In addition, you will discover:

a road map to transform your leaders from boss to coach key leadership principles that work across industries

· relatable stories from real-life client scenarios

· effective methods to build a stronger company culture thought-provoking questions at the end of each chapter to guide your leaders on where to focus their attention

A bonus resource guide that focuses on questions asked at the end of each chapter (this is excellent by the way!)

• A bonus resource guide that focuses on questions asked at the end of each chapter (this is excellent by the way!)

•Understand and leverage your leadership DNA & assess the impact your leadership is having on the organization.

‘TheCoachApproachtoLeadership’

•Elevate accountability, build higher levels of trust & effectively influence others.

•Accelerate your results by empowering others to reach higher levels of success.

Phase 01Discover (Chap 1 - 4)

Phase 02Relate (Chap 5 - 8)

Phase 04Achieve (Chap 13 - 16)

Phase 03Coach (Chap 9 - 12)

•Deep dive into understanding human behavior & develop the mindset & skillset to be a great coach.

Needed Coaching Resources

I opened this review with a comment about coaching workshops once being standard fare. Some larger organizations still do or at least outsource them. Those who want to

Needed Coaching Resources

I opened this review with a comment about coaching workshops once being standard fare. Some larger organizations still do or at least outsource them. Those who want to but lack the design or form resources would be well served to access the author’s free Bonus Resource Guide available in this book. Its forms and content are excellent and ready to use! The comments below reflect those I received:

“Dear William,

Congratulations on your commitment to transform your leadership effectiveness. We’re excited to share your free Bonus Resource Guide available at: https://storage. googleapis.com/msgsndr/VNjPQFWmy7F1cVCFnkmg/ media/6675cb5a01d4bd1d5e900e78.pdf The Bonus Resource Guide is a complimentary supplement to Ditch Command & Control Leadership: Transform Your Leaders from Boss to Coach. In it, you will find thoughtprovoking questions at the end of each chapter so that you have a convenient way to self-assess and document your answers. In addition, the guide serves as a place to capture your insights, aha moments, takeaways, and the actions you want to implement as a result of what you’re learning.”

Structure and Layout

At 199 pages, readers will appreciate DeWitt’s effective and realistic approach to leadership and coaching. Its 16 chapters are evenly distributed within each of the four critical phases with each allowing ample time to formulate the concepts being taught. What readers will also appreciate is the way DeWitt has structured content so that the book has the feel and practical useability of a user-friendly field guide. Although I can recommend a front-to-back approach, each chapter stands on its own.

Who Will Benefit Most from This Book?

CEOs and Senior-level Executives

About the author: Alissa DeWitt, MCC, a Master Certified Coach, is the creator of The Coach Approach to Leadership, a transformational leadership journey proven to develop coach leaders, build leadership dream teams, and create breakthrough business results. With over thirty years in business and leadership, plus expertise in human behavior, she has worked with leaders from the front line to the C-Suite and is the founder of Executive Impact.

William Carmichael, Ed.D., CPTM Consultant wcarmichael@gmail

https://www.linkedin.com/in/wcarmchl/

Meet the Employee Benefits Practice Group

Bass, Berry & Sims is a national law firm with more than 350 attorneys dedicated to delivering exceptional service to numerous publicly traded companies and Fortune 500 businesses in significant litigation and investigations, complex business transactions, and international regulatory matters. In 2022, the firm celebrated its centennial anniversary and continues to build upon its foundational attributes of agility, tenacity and collaboration.

Bass, Berry & Sims' attorneys advise businesses of all sizes from start-up to international Fortune 500 companies on all facets of employee benefits programs. Additionally, our team counsels individual CEOs and boards on a wide range of executive compensation arrangements.

Susan K. Bilbro Member (615) 742-7813

Curtis L. Fisher Member (615) 742-7892

Noah R. Black Associate (615) 742-7816

William T. Gebo Associate (901) 543-5704

Fritz Richter, III Member (615) 742-6256

Catherine N. Simpson Associate (901) 543-5928

Douglas W. Dahl II Member & Practice Chair (615) 742-7939

Employee Benefit Plans

Kimia Olivia Movahed Associate (615) 742-6282

David A. Thornton Member (901) 543-5922

We partner with public and private employers, benefits consultants and third-party administrators in the design, drafting, implementation, amendment, termination and administration of all types of employee benefit plans, including:

• Health, life, disability and other welfare benefit plans

• Cafeteria plans, including health and dependent care flexible spending accounts

• Voluntary employees' beneficiary associations (VEBAs)

• Health savings accounts (HSAs) and health reimbursement arrangements (HRAs)

• Wellness programs

• Tax-qualified retirement plans, including 401(k), 403(b) and 457 plans; profit sharing plans; and defined benefit pension plans

• Multi-employer plans and other collectively bargained plans

• Non-qualified deferred compensation plans, including Section 409A compliance

• Supplemental executive retirement plans

• Employee stock ownership plans (ESOPs), 401(k)-ESOP combinations (KSOPs) and other stock bonus plans

• Equity compensation plans, including employee stock purchase plans (ESPPs) and incentive stock option plans

• Severance and golden parachute agreements

• Multiple employer welfare arrangements (MEWAs)

ERISA Fiduciary Guidance

Heightened focus on ERISA fiduciaries by the U.S. Department of Labor and plaintiffs' attorneys has resulted in new regulations, expanded audits and increased litigation. We regularly advise fiduciaries with respect to their duties under ERISA and provide practical and innovative solutions for minimizing fiduciary risk. These services involve a comprehensive fiduciary compliance program that includes a self-audit process, fiduciary training, a documentation package that includes a tailored fiduciary committee charter and investment policy statement, and service provider RFP support.

Employer-Sponsored Health Plans

We guide employers through the changing landscape for employer-sponsored group health plans under the Patient Protection and Affordable Care Act (ACA). This includes the provision of information, training and tools that employers need to comply with the ACA. We also advise employers with respect to COBRA and the HIPAA privacy and security rules as they apply to employer-sponsored health plans.

5 Emerging Leader Award presented to Dedre Brown from the Allatoona SHRM Chapter by Craig Southern 6 Willingness to Serve Award presented to Tiffany Hill from the Foothills of Georgia Chapter by Craig Southern 7 Erica Gordon-Roberts Founder and Principal Consultant for Tai Solutions Group engaging presentation on Decoding Skill Gaps in Today’s Workforce. 8 Ama Agyapong is a Sr Consultant and her outstanding presentation was entitled “Have You

9 A special thank you to our Closing Conference Keynote, Jeff Harry a wonderful presentation on “Healing Workplaces Through Play” at the 2024 SHRM Georgia Conference and Expo! 10 Due to Hurricane Milton, it is an early wrap to our 2024 conference, but first there are some give aways! 11 Victoria Baylor is a Leadership Mindset Coach, who had a riveting presentation on “Work United: 5 Strategies to Strengthen Your Age Diverse Workforce”. 12 Dr. Tim Williams is the founding member of Organization Transformation Group, LLC whose captivating presentation entitled “Building a Leader: The

The SHRM Georgia State Council is honored to announce the recipients for its 2024 Awards Recognition Program.

The awards categories encompassed Chapter, including Student Chapters, Individual, and Organization recognition options for commemorating outstanding contributions to and for the advancement of the human resources management profession.

Here is a summary overview of the recipients for the Awards Recognition Program for 2024 by Chapter, Individual, and Organization:

CHAPTER

Better Workplaces, Better World Chapter

University of Georgia

SHRM Student Chapter

Recognized as a Chapter that has demonstrated the effort to result in better workplaces and a better world in the execution of a project related to one or more of the SHRM Core Areas.

Student Chapter of the Year

Georgia State University

SHRM Student Chapter

Recognized as a Student Chapter that has demonstrated its commitment to serving the HR leaders of tomorrow by providing the necessary tools and learning opportunities to advance the human resources profession.

SHRM Georgia State Council Announces 2024 Awards Recognition Program Recipients

By CRAIG SOUTHERN

INDIVIDUAL

Willingness to Serve

Tiffany Hill

Foothills of Georgia Chapter

Recognized as a Chapter volunteer who has willingly and graciously given of her time and talent to actively support, promote, and advance the human resources profession at her local Chapter.

Emerging Leader

Dedre Brown

Allatoona SHRM Chapter

Recognized as an HR professional early in their career who has demonstrated the potential and passion today to be an HR leader of tomorrow.

Student of the Year

Katarina Noll

Valdosta State University SHRM Student Chapter

Recognized as an exceptional undergraduate or graduate student who is preparing for work in the field of human resources management while actively being involved in their local Student Chapter.

Student Chapter Advisor of the Year

Marieze Schilpzand

Georgia Gwinnett College SHRM Student Chapter

Recognized as an Advisor who has given of their time and talent to nurture, grow, and lead a SHRM Student Chapter.

ORGANIZATION

HR Community Partner

City of Gainesville

Foothills of Georgia Chapter

Recognized as an organization (i.e., company/institution) that has helped to advance the human resources profession via a partnership of support and community spirit with a local SHRM Chapter, which in this case is the Foothills of Georgia Chapter.

Vendor of the Year

MHR Global SHRM-Atlanta

Recognized as a vendor that has made a significant contribution to human resources management via support, solution, or service such as SHRM-Atlanta.

Overall, a total of eight awards were handed out across nine awards categories during the SHRM Georgia State Council annual conference last month in Columbus, Georgia.

The awards were presented during several specially designated times at the SHRM Georgia State Council 2024 Conference. Craig Southern, Chair of the 2024 Awards Recognition Program, presented the awards to this year’s honorees.

The nomination window that closed on September 13, 2024, was open to receive submissions occurring during the period of July 1, 2023, through June 30, 2024. The nomination pool of submissions proved Georgia is rich and blessed to have an abundance of many talented, creative, and resourceful HR professionals who are truly dedicated to advancing the human resources management profession.

The SHRM Georgia State Council extends its sincere appreciation and gratitude for the important, relevant, and worthwhile work being done by HR professionals across the state of Georgia as evidenced by the nominations received, giving a very special nod to all of the 2024 nominees, while also applauding and congratulating the efforts of this year’s awards recipients.

THE STRENGTH OF EXPERIENCE

As the issues facing employers and HR professionals become more frequent, challenging, and complex each year, you need a law firm that provides advice for your specific organization.

For over 45 years, Rainey Kizer Reviere & Bell has advised businesses, non-profit organizations, and governmental agencies in all aspects of employment law.

To learn how we can assist your organization, please contact us.

Choose from 100 educational sessions

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Rates Increase October 01, 2024

Don’t pay onsite prices! Register now and save up to $150 depending on rate type.

And don’t forget, TXSHRM Chapter and SHRM Members receive discounted conference rates.

The HRSouthwest Conference is one of the nation's largest regional education & networking events for HR professionals and proudly serves as the official State Texas SHRM Conference!

in Fort Worth, October 13-16 2.5 Days of Everything HR