SPOT Award Winner for July
The SPOT Award stands for Spontaneous Praise and Ongoing Thanks. We recognize a volunteer monthly that goes above and beyond in their dedication and support of the LSHRM Chapter.
On behalf of the LSHRM Board of Directors, we would like to recognize DANITA TAYLOR as the July 2018 SPOT Award Winner!
Danita came into LSHRM as a new volunteer in November 2017 and has really stepped up to take on various roles. She is a career coach and truly enjoys helping people. She immediately hit the ground running and took on a lead role by organizing The Career Transition Group to help members who are unemployed or in need of assistance and support reaching their professional goals.
Danita has facilitated the new member orientation class as well. She always has a smile and is willing to assist where ever she's needed. As one of our board members put it – “She rocks!”
Thank you, Danita. We are glad to have you on the LSHRM team!
SPOT Award Winner for June
On behalf of the LSHRM Board of Directors, we would like to recognize our June SPOT Award Winner – SHELLY TRENT.
Shelly is our Director of Programming, and she has brought a wealth of knowledge to our chapter regarding maximizing our SHRM benefits and identifying quality programs for our chapter. She has introduced a monthly PowerPoint presentation with meeting announcements and LSHRM celebrations this year.
Shelly has worked with two international speakers this year to ensure all of their needs are addressed and that they deliver a quality program. She has spent many late nights and early mornings making sure that our meetings go off without a hitch. I don’t think Shelly really understands how much we value and appreciate her contributions to the LSHRM team.
Thank you, Shelly!
Talent Pipeline Management: An Innovative Approach to Bridging the Talent Gap
By: Josh Williams
A cursory glance at our nation’s economy reveals an optimistic outlook. The unemployment rate sank to a miniscule 3.8% in the month of May (the lowest level in 18 years), the labor market continued its 92-month long growth streak (the longest on record), and some 223,000 jobs were added the Bureau of Labor statistics reported. These positive trends echo in Kentucky as well. In “Bridging the Talent Gap,” a 2017 talent alignment survey led by the Kentucky Society for Human Resource Management (KYSHRM), revealed that 81% of employers are expecting moderate to high economic growth over the next three to five years. All of this seemingly signals an excellent economic forecast across the Commonwealth.
And yet, at the same time we are witnessing these encouraging metrics, employers are experiencing increasing difficulties in finding the talent they need. For the first time on record, the number of available jobs in the US outpaced the number of job seekers by nearly half a million according to the Bureau of Labor Statistics. Here in Kentucky, this lack of available workers is further pronounced by Kentucky’s sagging workforce participation rate which ranks 43rd in the nation, according to research published by the Kentucky Chamber Workforce Center. The end result is a nearly air-tight labor pool causing 84% of Kentucky businesses to have difficulties in finding talent they need today (Bridging the Talent Gap). Imagine, if companies are struggling to fill current vacancies, how can they possibly hit growth metrics looming on the horizon?
In this context, it’s understandable why workforce challenges are rapidly becoming a priority for Kentucky’s business community. Without a highly skilled workforce, products can’t be made, services can’t be executed and production effectively comes to a grinding halt. Against this evolving workforce landscape, it’s becoming apparent that workforce development efforts must adapt as well. Antiquated are the days when online job postings served as the primary recruiting strategy. With the talent supply so low, we must be more strategic in developing a workforce that is closely aligned to the needs of business. This calls for employers to play a much more active role in developing talent and working much closer with education and training providers. Fortunately, an innovative resource is on Kentucky’s horizon to help with this effort.
To address the widening talent gap, the Kentucky Chamber Workforce Center, in partnership with the US Chamber Foundation and the Kentucky Workforce Investment Board, is leading implementation of a new initiative and tool known as Talent Pipeline Management™ (TPM). Utilizing supply chain management principles, TPM empowers businesses to create and manage talent supply chains through projecting talent needs and aligning those with education and workforce development systems. Kentucky has been selected as one of three states in the nation to lead the TPM initiative and will be launching its very first TPM Academy in September 2018.
The Kentucky Chamber Workforce Center is currently traveling the state to introduce TPM and discuss how communities can get involved. They will be presenting in Louisville on July 26th from 8-9:30 AM at Kentucky Farm Bureau (9201 Bunsen Pkwy, Louisville, KY 40220). Attendees will learn more about the state of Louisville’s workforce, how TPM works and how they can get involved to help in bridging the talent gap. This event is hosted by the Louisville the Society for Human Resource Management.
For event and registration details, please visit LSHRM’s page here or email Workforce-Readiness@lshrm.org.
On July 10, LSHRM members will not want to miss the LSHRM Legal Conference taking place all day at the Delphi Center on the University of Louisville campus. Fisher Phillips is thrilled to partner with Incipio Workforce Solutions to sponsor the conference and provide the legal speakers. We will be discussing several topics including how to address the opioid epidemic, dealing with a catastrophe or emergency in the workplace and steps to take in the aftermath, an interactive role play dealing with sexual harassment and a timely NLRB and social media update. Let’s delve into one of the trending topics that will be kicking off the conference: the opioid epidemic and how as an employer you can help to be a part of the solution.
The use and misuse of opioid prescriptions is rising throughout the U.S. A recent study showed two million Americans had a substance use disorder involving prescription pain relievers. In addition, as many as 50,000 Americans may have died in 2016 as the result of an opioid-related overdose. Although the opioid epidemic is a societal issue, it directly impacts American employers. Addiction to pain medications has led to absenteeism, lost productivity, workplace accidents and an overall negative impact in the workplace. In fact, according to a recent survey, 71% of U.S. employers say they have been affected in some way by employee misuse of legally prescribed medications, yet, only 19% feel extremely prepared to deal with prescription drug misuse. Although there is no magic solution to this problem, employers can take reasonable steps to address opioid misuse in the workplace while carefully avoiding potential legal pitfalls.
Drug-Free Workplace Policies
First and foremost, employee handbooks should contain a drug-free workplace policy that prohibits employees from being under the influence of, using, possessing, or selling illegal drugs in the workplace. This policy should explicitly cover the unlawful use of legally prescribed drugs. Employers should also have a drug testing policy, which should be clearly spelled out in writing in an employee handbook that is distributed to employees.
Testing, Discipline and Counseling If there is a drug testing policy and drug-free workplace policy in place, the employer can conduct a drug test if there is reasonable suspicion that an employee is using or abusing drugs, such as opioids. Observations that may show reasonable suspicion can include slurred speech, sleeping on the job, and erratic and unusual behavior. If the drug test comes back positive, the employer can discipline or terminate the employee for violating the drug-free workplace.
Disability Accommodations When implementing drug-free workplace policies, employers must be aware of their obligations under the Americans with Disabilities Act (ADA) and Kentucky law, which provide certain legal protections to individuals who have a “qualified disability,” most notably requiring that employers provide the employee with a reasonable accommodation. Neither the ADA nor Kentucky law protects an employee who is currently engaging in the illegal use of drugs. Therefore, there is no legal obligation for an employer to provide a reasonable accommodation for this employee based on the illegal drug use, and the employer can discipline or terminate an employee for performance issues or policy violations regardless of whether the underlying issues stem from the illegal drug use.
Managers should receive training on employer drug-free workplace policies, drug testing policies, and the interplay between illegal drug use and the ADA’s protections. It is imperative that managers follow the company’s policies and be cognizant of the ADA implications in order to avoid violating the law and creating potential future liabilities for the company.
There is no perfect plan currently available to deal with the opioid crisis in the workplace, but taking the proactive steps outlined above is a good place to start. We hope to see you all at the legal conference on July 10 for a more in depth discussion.
SPOT Award Winner for May
On behalf of the LSHRM Board of Directors, we would like to recognize Erin Mires as the May 2018 SPOT Award Winner. Erin has played such an integral part in advancing the veterans’ initiatives, including leading a presentation for veteran job seekers and jumping up to facilitate a networking event at the last minute. Those of you who attended the April Chapter meeting were lucky enough to hear Erin’s expertise when it comes to recruiting a diverse workforce. She does so much behind the scenes and is always willing to help LSHRM. Erin is a great addition to our team and so deserving of this award.
Thank you, Erin, for all you do for LSHRM!
Louisville Society for Human Resource Management Receives Prestigious SHRM Award
for Advancing the HR Profession
LOUISVILLE, KY, May 21, 2018 — The Society for Human Resource Management (SHRM) recently awarded Louisville Society for Human Resource Management (LSHRM) its prestigious EXCEL Platinum Award for the chapter’s accomplishments in 2017.
The award aligns individual chapters’ activities with SHRM’s aspirations for the HR profession. The award recognizes accomplishments and strategic activities and initiatives that enhance the human resource profession.
“SHRM exists because of our great chapters and state councils like LSHRM which work tirelessly to help advance the important mission of the HR profession through initiatives that support our future, build inclusive organizations and focus on workplace readiness,” said Johnny C. Taylor, Jr., SHRM-SCP, president and chief executive officer of SHRM. “Recognizing you as a recipient of this prestigious award is just one way to show that SHRM supports you and that we are by your side step by step as we move Together Forward.”
The EXCEL Award can be earned at four levels: bronze, silver, gold and platinum. Each level has a prescribed set of requirements and accomplishments that must be met. LSHRM will receive recognition in SHRM publications and at conferences, a logo to display on its website, and information to share with its members about the significance of this award.
Under the outstanding leadership of 2017 President, Laura DeFazio, LSHRM served as a partner with employers and the community. The team worked to enhance awareness around the value of internship programs as a strategic talent pipeline resource, assisted over 200 job seekers with professional development training, and leveraged a partnership with Junior Achievement Kentuckiana to provide proactive workforce development education to young people.
For more information about LSHRM, visit www.lshrm.org.
Media: For more information, contact Patricia Williams of LSHRM at (502)650-1047 or firstname.lastname@example.org.
About the Louisville Society for Human Resource Management
LSHRM is committed to excellence in the practice of human resource management and is Kentucky's largest professional human resources organization with nearly 600 members. LSHRM leads the effort to address Greater Louisville’s most pressing workforce challenges. LSHRM is committed to serving the community by providing bold and innovative workforce solutions.
About the Society for Human Resource Management
The Society for Human Resource Management (SHRM) is the world’s largest HR professional society, representing 285,000 members in more than 165 countries. For nearly seven decades, the Society has been the leading provider of resources serving the needs of HR professionals and advancing the practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China, India and United Arab Emirates. Visit us at shrm.org and follow us on Twitter and Instagram @SHRMPress.
An excerpt from Staying Power:
Who’s the Real Flight Risk?
Unfortunately, today’s younger workers have garnered a negative reputation for being job hoppers when, in fact, all new hires are a flight risk, regardless of their age.
New hires don’t have the “golden handcuffs” seasoned workers do, and most new hires have the confidence and courage to change jobs, or they would have stayed put.
Think of it this way. If someone was willing to leave their last company to come work for you, they are likely to leave you for the next opportunity that appeals to them.
Trees vs. Revolving Doors
The veteran group of dependable workers described earlier is what I refer to as the “trees” in our workforce today. They are deep-rooted in the organization and are not likely to go elsewhere anytime soon.
Now, the other part of the workforce is a completely different story. These less stable positions in the company are the “revolving door” roles, which rotate through new hires faster than managers would like, and that cost companies dearly in losses of productivity and profitability as they repeatedly rehire and retrain for these jobs.
At most organizations, I find the majority of positions fall into one of these two categories: trees or revolving doors. If you had to separate your entire workforce into only these two buckets, what percent of your staff falls into each? (There is no right answer. This is just to help you reflect on your current staffing situation.) Is it 70/30, 60/40, 50/50?
Now, project out five to 10 years and envision what percentage of your staff will fall into each category then. Scary, right? It doesn’t have to be!
The impending transition from a long-term workforce to a shorter-term workforce should not blindside any manager or company. We can see it coming, and can prepare for it now.
As more trees retire, they are not likely to be replaced by newer trees who will stay long term but, instead, those roles will become more revolving-door positions. This is already occurring in several industries and the trend will continue. I bring this projection to light as a way to jump-start your leadership team into discussions about the importance of understanding today’s new workforce and making retention efforts a priority. The costs associated with a lack of preparation will be detrimental to some organizations.
And keep in mind, the goal is not to stop the revolving door. The goal is to slow it down to a manageable pace that is sustainable.
Do you have a plan for the workforce transition?
Author: Workforce thought leader, speaker and author Cara Silletto, MBA, is the president and chief retention officer of Crescendo Strategies, a firm committed to reducing unnecessary employee turnover. Her 2018 book, Staying Power: Why Your Employees Leave & How to Keep Them Longer, helps employers better understand today’s new workforce and improve employee retention.
SPOT Award Winner for March
On behalf of the LSHRM Board of Directors, today we recognize Kerry Faltin as our April SPOT Award Winner. Kerry is a committed LSHRM member who goes above and beyond volunteering her time for the hospitality committee. Kerry's servant’s heart and bubbly personality bring a smile to our members’ faces when they check in at registration. Kerry is always reliable and someone you can truly count on for support.
Thank you, Kerry, for all you do for LSHRM!
On behalf of the LSHRM Board of Directors, we would like to recognize Kelly Groves as our March 2018 SPOT Winner! Kelly is a longtime LSHRM Board member and continues to train new board members on policies and procedures. Kelly is the type of volunteer that you can count on to do exactly what she says. As the VP of Administration, we rely on her a lot. She keeps the minutes and internal business operations running smoothly and hasn’t missed a beat. Even with the loss of her mom and then a heavy increase in workload this year, Kelly is always worried about LSHRM. We are so grateful to have her!
Thanks Kelly for all you do for LSHRM!
Military Veteran Talent: Practical Impediments to Executing a Veteran-Focused Employment Strategy
By: James Tongate
“Winning takes talent, to repeat takes character” - John Wooden
Don’t just thank a military veteran for their service to our great nation – make it a point to learn more by asking “why” they chose to serve. The answers will vary ranging from “I felt a need to serve my country” to “to pay for my education and learn a trade.” Regardless of the answer, I guarantee that you’ll note a gleam of honor and appreciation for your question.
Military veterans are a special breed of human beings much like those in other professions (e.g. Police Officers, Fire Fighters, Doctors, etc.). Regardless of politics, the economy or other distractions – our nation’s military always remains focused and on task for the defense of our nation. Many Servicemembers have indeed sacrificed much, and ever since 9/11/2001, military operations tempo remains high and shows no sign of slowing down. Whether it be through the regular attrition rates for retirements or finishing up their contracted term limits, Servicemembers will eventually transition out and seek a meaningful career as a civilian.
While the “sea of goodwill” continues for many employers executing veteran-focused employment strategies, some employers fall short with the very basics of building a culture where military veteran talent is championed and grows beyond typical clichés (e.g. most / all military have PTSD, non-translation of skills/experience for their industry, etc.). Now granted, the onus is on the military veteran to appropriately research employers, their culture, career opportunities, as well as appropriately translate their skills/experience on to their resume in “civilian-speak” and not bogged down with military jargon – the military veteran must compete!
An employer must begin their journey first by educating their talent recruiters, HR business partners and hiring managers on the unique military cultures (e.g. Army, Navy, Air Force, Marines, Coast Guard) within the over-arching military culture. This includes, but is not limited to rank structure (enlisted vs officer), active duty vs reserve duty, occupations, missions and much more.
Military Servicemembers are four times better educated / trained than most civilians as they attend different levels of schools:
They must understand that it takes a bit more time to peel back the layers of the military Service member onion to learn about many of the soft skills & attributes characteristic that also parallel their education levels…this includes:
Only then will companies begin to scratch the surface with a much better understanding on the true value any military Servicemember would bring to their business.
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