Certification CreditsPre-conference, two-day conference, and breakout sessions are being submitted for SHRM and HRCI credit.
This will be the LAST YEAR the Iowa State SHRM Conference will be offering pre-approved HRCI credits in 2018. Beginning in 2019, you will need to enter the conference or individual sessions on HRCI to apply for recertification credit. Look for more information at the conference.
Category Archives: 2018 Speakers
Roughly 25% of the US adult population has a criminal record. Applicants with a criminal history are still afforded certain rights under anti-discrimination laws, such as the Fair Credit Reporting Act (FCRA), Title VII and many more. Making a hasty decision to remove someone with a criminal record from the applicant pool can result in costly lawsuits that put your employment screening process under the microscope. This presentation provides step-by-step guidance to ensure you follow all necessary regulations when deciding how to proceed when an applicant has a criminal record.
- FCRA guidelines for employment screening
- EEOC guidance for Criminal Arrest and Conviction Records
- Best practice tips and policy considerations
- Document retention requirements
- State specific disclosure requirements
- Surnames and how they affect your reports
The Code of Ethics for the Society of Human Resource Management (SHRM) requires HR professionals to act ethically in every professional interaction.” (SHRM, 2014). Ethical decisions, however, may be trickier than we think. First, HR professionals are asked to be both fair and compassionate. Sometimes, these two critical demands clash. Second, HR professionals may feel closer to some employees than to others. Proximity tends to change the way we reason about ethical decisions. The presenter will share the results of a study involving more than 1,000 HR professionals, suggest implications of her findings, and offer recommendations.
- Explain the meaning of a moral dilemma
- Explain how reason and intuition may “clash” in the solution of an HR moral dilemma.
- Define proximity and explain how closeness to others may be a “double edged sword” in the solution of ethical dilemmas
- Propose possible solutions to reconcile the need for compassion and the need for fairness in HR decisions
Today’s top organizations are facing a war for talent on a global scale – one that by all accounts is growing worse by the day. In order to win, HR teams must get serious about helping employees thrive.
The research is clear. Positive environments are performance enhancers. They are characterized by higher productivity, less turnover and more resilient cultures. Organizations with happy employees outperform the competition by as much as 202% (Gallup). Increasingly employees are looking for more purpose and meaning in their work. More than career paths, they want to feel alive at work—that what they are doing is making a positive difference. Yet many companies fail to realize a positive healthy workplace culture. Why? Because it seems elusive, hard to measure, and hard to prove ROI.
This presentation changes all that. Attend and learn the real, tangible, and actionable steps to building a better workplace culture, using a proven method for culture change.
- How to create a culture of personal accountability that builds trust across the organization
- How to build fun and celebration into your culture without sacrificing a relentless pursuit of results
- How to make Happiness a Business Strategy
- Watch engagement scores climb by creating a purpose-driven team
- Watch productivity soar by helping people find meaning in their work
In this interactive session, the panel will discuss innovative recruiting and retention methods used to reach non-traditional populations, including high school students, individuals with special needs and immigrant populations.
- School outreach and engagement strategies
- Tools to work with immigrant populations
- Methods to work with individuals with special needs
- Uses of social media in recruiting
What to do when the Feds knock: What HR Professional needs to know to effectively manage internal investigations
HR professionals and company leadership teams across all industries and businesses are confronted every day with evidence or allegations of potential wrongdoing at their companies. These scenarios may range from notification of a government investigation into allegations of violations of federal law by the corporation or senior management to a routine internal complaint of violations of the employee code of conduct or other company policy. HR professionals can play a pivotal role in deciding whether and how to conduct an internal investigation. In many instances the company will be best served by conducting some type of internal investigation into the allegations. However, it is important to understand that if the government knocks, the investigation is likely to be complex, broad and invasive to the business operation and will require different skills than routine investigations. This presentation by a former United States Attorney with front-line experience in leading criminal investigations and internal investigations in the workplace will start with a careful review of the factors involved in the decision of whether to initiate an internal investigation. Tips will be given in selecting the right investigator and suggestions how to minimize business disruption and cost associated with collecting, reviewing and producing information in a government related investigation. Suggestions on how to handle employee interviews, subpoenas, search warrants, press coverage and other topics related to the HR company role in internal investigations will be covered.
- Provide an overview of what HR professionals may see regarding evidence or allegations of potential wrongdoing at their companies.
- Discuss scenarios ranging from notification of a government investigation; allegations of violations of federal law by the corporation or senior management.
- Provide an overview of how HR professionals can play a pivotal role in deciding whether and how to conduct an internal investigation.
- Provide an overview of the factors involved in deciding whether to initiate an internal investigation.
- Provide tips for selecting the right investigator and suggestions on how to minimize business disruption and cost associated with collecting, reviewing and producing information in a government related investigation.
- Provided tips on how to handle employee interviews, subpoenas, search warrants, press coverage when an internal investigation has started.
HR professionals are on the front lines in the battle against fraud in the workplace. A 2017 study of 2500 cases of workplace fraud involved a total of $6.3 billion in business loss. The study estimated the typical workplace loses 5% of annual revenue to fraud. Median loss of a single case of work place fraud in this study was $150,000. This presentation by a former United States Attorney with front-line perspective and experience in fraud prevention, criminal fraud prosecution and internal investigations involving workplace fraud will provide a top-to-bottom review of how fraud impacts the workplace from hiring decisions, background investigations, prevention & detection methods, internal investigations and criminal referrals. Prevention is the best defense against fraud, and there is no better preventative action than making a good hire. The presentation will cover steps to ensure the best background checks are accomplished. Case studies will be used to cover: key fraud prevention practices HR staff can use, top areas to monitor for employee fraud; types of workplace fraud and how to detect and prevent fraud as well as tips for successful internal investigations involving an allegation of workplace fraud or theft.
- Provide a front-line perspective on fraud prevention, criminal fraud prosecution and internal investigations involving workplace fraud.
- Provide a top-to-bottom review of how fraud impacts the workplace from hiring decisions, background investigations, prevention & detection methods, internal investigations and criminal referrals.
- Provided steps to ensure the best background checks are accomplished.
- Case studies will be used to cover: key fraud prevention practices HR staff can use, top areas to monitor for employee fraud; types of workplace fraud and how to detect and prevent fraud as well as tips for successful internal investigations involving an allegation of workplace fraud or theft.
Make sure your ladder is against the right wall: What HR professionals need to know about cybersecurity
HR professionals are on the front lines in the challenge of maintaining cyber security in the workplace. It is estimated cyber breaches cost the global economy an estimated $450 billion last year. 2017 saw more money lost, more time stolen, and more data breached than any year in digital history. HR professionals play a pivotal role in preserving the security of the company in cyberspace. HR departments hold some of the most private, important and sensitive information a business maintains. An HR database holds information such as: bank details, dates of birth, social security numbers, home addresses and many more. It is crucial that the HR departments not only understand how to protect their own data, but the companies as well. This presentation by a former United States Attorney with front-line experience in addressing cyber security issues involving, prevention, detection, breaches, criminal prosecution and internal investigations involving cybercrimes. He will provide an up-to the minute review of how HR professionals can help build a human firewall to prevent cyber security lapses in the workplace. While cybercrime comes in many forms, a 2017 study showed that 89% of companies have dealt with security incidents originating with a deceptive email – that means ransom ware, Trojans, viruses, stolen credentials and more. Case studies will be used to explain the practices and techniques HR staff can use to successfully help implement cyber security preventions training and techniques in their workplace.
- Provide overview on how HR should protect their data,
- Provide information on prevention, detection, breaches, criminal prosecution and internal investigations involving cyber breaches and crimes.
- Provide a review of how HR professionals can help build a human firewall to prevent cyber security lapses in the workplace.
- Provide an update on the growing cyber security regulatory and privacy law issues HR professionals must be prepared to handle.
- Discuss case studies to explain best practices and techniques HR staff can use to successfully help implement cyber security prevention.
Cultural change is difficult, so much so, organizations rarely know where to start. Organizations usually start with structure or tools, which are relatively easy to change but don’t yield long-term competitive advantages. Some will go deeper, focusing on reward systems and performance measures, and a few will even pursue true behavioral change. These initiatives are great, but they don’t result in a purposeful culture.
Through our interactive speaking engagement, we guide participants through shifting the way they approach their work (culture) to be in line with their organization’s direction and goals (strategy). Strategy culture alignment is unique to each organization and creates the differentiator your competitors wish they had.
Senior leaders understand culture will determine their success or failure. When the processes, systems, and metrics in the field of HR are linked to aligning a purposeful culture, our relevance to the organization increases significantly. Leaders drive culture. Culture drives performance. Performance drives results. Trust drives everything.
- Why Health? Covers trends in values and engagement, and explains why these practices are not sufficient.
- Why Culture? Explains how purposeful culture can account for as much as 50% of the competitive difference between organizations over a 10-year period.
- Activity: Using one’s own organization, participants will identify strategic goals, how culture is currently being approached, and what culture is needed to reach strategic goals. Work Effects’ ten dimensions of culture provide the framework for this activity.
By: Tammy Rogers
Burnout is considered the occupational hazard of the 21st century. Yet many organizations still consider it an individual problem. The research however is very clear — burnout is a workplace issue that actually impacts an entire organization. Burnout’s effects can be seen in an organization’s attendance rates, attrition ratios, customer service scores and employee engagement metrics. It impacts an organizations ability to attract and keep talent – and it has a direct impact on an organization’s bottom line.
- Impact of burnout on an organization
- What organizations can do to become burnout resistant
- How leadership effects burnout
- Practical steps that everyone can take to reduce burnout
By: Taura Prosek
Every career journey is unique. It’s based on individual interests, needs, wants, strengths, competencies, abilities, opportunities, and maybe even being in the right place at the right time. What is HR’s role in this journey? With surveys showing that 85% of employees are not engaged, a corporation’s career strategy has the ability to make a difference. A career management framework will be introduced involving critical success factors for both the employee and the organization to help optimize retention, engagement, and productivity.
- Present a career management framework that can be customized for implementation at any organization.
- Discuss variety of ways HR can support the employee career journey.
- Participants will share ideas and best practices related to incorporating career management, development, and advancement into current talent management systems and processes.
Recruiting difficulty has continued to increase over the last five years and competition for talent is high. To attract and retain top talent, organizations must leverage their benefits package. Annually, the Society of Human Resource Management (SHRM) conducts is survey of U.S. employers to gather information on employee benefit programs. The findings report, which we will cover in this session, examines the prevalence of benefits over the past five years to track trends. Join us to learn more about what other employers are implementing within their benefits strategy to remain competitive in the current talent marketplace.
- Explore benefits benchmarking data for health, leave, retirement, work-life, financial, career, travel and relocation benefits
- Compare your benefits strategy with benchmark data in order to understand how you compare to your peers
- Gain insight into which benefits are trending up and which benefits are trending down
Do employees value their employer’s benefits offering as much as you think they do? There are multiple forces working against employers regarding perceived value:
- Healthcare literacy: We take for granted that the average Joe understands the basic health plan concepts. Studies show us otherwise. We will explore ways to help engage employees so they better understand their health plan
- Multiple generations: For the first time in history we have up to 5 different generations in the workforce. What has appealed to Baby Boomers doesn’t appeal to Millennials. We will provide some insight into each generation.
- Disjointed or non-existent communication strategy: Whether you are using traditional hand-outs, payroll stuffers, electronic, face to face educational sessions, are you communicating often enough to make a lasting impression? Hitting members from varying platforms, often, can help reiterate your message.
- Technology gap: Access to good information is key to helping members understand their benefit offering. Online enrollment and communication portals can be an effective tool to spreading your message. We will discuss ways to maximize the impact.
- Lack of consumerism: The health care model in the U.S. has insulated members from true cost of services. Most think their copay is the actual cost. To compound this, most healthcare professionals do not know the cost of the care they are providing. We will discuss new tools and strategies to help members better understand the true cost of care.
- Member advocacy: The old adage is that 20% of members account for 80% of health plan costs holds true today. What are health plans doing for members during their most vulnerable time – when they or a family member is sick? We will explore the advantages of dedicated advocacy services to help members during difficult times.
Employers are spending hundreds of thousands, or millions of dollars each year on health benefits but employees often do not fully appreciate it. We will offer ideas to help HR staff maximize the perceived value.
The workforce in the state of Iowa is continually changing. The speed of business, different generations and culture issues all drive the need for a different approach to leading and developing the talent in our organizations, approaches that lead to greater productivity and retention. This session will share results from the recent ATW/Iowa SHRM 2018-2019 Talent Development survey that was completed in August 2018.
During this session participant will review the ATW-SHRM Iowa Talent Development survey. Areas covered will include:
- Estimated annual direct training expenditures by companies
- Average training hours per employee
- Training priorities
- Top training topics
- Delivery methods
- Best practices for talent development
This presentation will feature several strategic and tactical ways of using Facebook to find candidates for employment. The presenter will walk through and reveal the exact procedure for setting up effective and inexpensive Facebook ads. He will also explain the importance of landing pages and the role they play in acquiring leads.
To provide the audience with step-by-step instructions on how to utilize social media, primarily Facebook, to acquire employment leads from actively employed candidates and to answer questions and provide specif quidance to audience members by setting aside time for Q & A.
By: Amy Lasack, Judy Stoffel, and Gary Vogt
Sector Boards panel discussion.
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Are you looking for new strategies to turn your millennial employees into “rock star” performers?
Jeff and Randy have been doing just that for the past decade. Jeff brings 28 years of experience as a human resources professional, coach, and father of three millennials. Now, as a “headhunter” he finds himself successfully recruiting millennials for his clients. Randy, a millennial himself, has held leadership roles where he has inspired other millennials.
Through humorous anecdotes, live action role play, real-life stories and interactive participation, they’ve created a program which enables participants to learn what will unlock your millennials potential at work.
- Understand how to unlock the true potential of the millennial generation.
- Enable participants to develop a systematic plan to optimize the performance of millennials in their organization.
- Prepare participants to go back to their organizations and advocate to leadership that the millennials have the potential to be the next great generation.
- Motivate participants to stop complaining about the millennials and do something about it.
Have you ever wondered what makes some cultures are engines that produce excellent results year after year? Have you ever seen bosses that people would do almost anything for and wondered what their secret was? Those bosses and organizations that build a people-centric culture understand that it is the culture they create that drives success…not the opposite.
Jeff’s insight as an HR Leader, “headhunter,” coach, martial artist and US Army veteran made him realize that a culture created by a leader or an organization that had people as the foundation delivered sustained results year after year.
Through real-life stories and interactive participation, Jeff has created a program which helps participants understand how building an engaged and loyal workforce will produce sustained results.
This program is an “idea” program but it is also a “process” program. Participants will understand the importance of building an engaged and loyal workforce as well as learn actionable steps they can use to start building this type of culture.
- Understand reasons that employees love being on the receiving end of C.R.A.P. (Caring, Respect, Appreciation and Praise) and how to best give your employees C.R.A.P. so they deliver results for the organization in the new workplace.
- Prepare participants to advocate to senior leadership that in order to sustain results over the long-term in a changed workplace, a culture of C.R.A.P. (Caring, Respect, Appreciation and Praise) is an absolute must.
- Understand why the C.R.A.P. behaviors are instrumental in building a culture of engagement and employee loyalty with a workforce that has been conditioned that loyalty is dead and where engagement is problematic.
- Identify gaps where leadership is not leading in a manner that will produce sustained organizational results over time.
Effective leaders with influence have discovered this key: Positive working relationships and consistent modeling of expectations are powerful.
In this session, we will explore the value of moving past role power and into relationship power – the kind of power that actually works, because team members are engaged by mutual respect. Note that relationship power doesn’t lower the standards, but finds a more cooperative approach.
Then, drawing on the work of Patrick Lencioni, we will cover the three virtues of the ideal team player:
Humble – Humility is the single greatest and most indispensable attribute of being a team player. This person shares the credit, emphasizes team over self, and defines success collectively rather than individually. They are not self or ego-focused, but does things for the good of the team more than themselves.
Hungry – A desire to work hard. They look to do more and don’t necessarily need to be asked. Ambition that is focused on being part of something greater.
Smart – Not about intellectual capacity. They are bright about people and understand how actions affect others and their feelings. They ask good questions, listen to what others are saying, and engage intently.
When a leader is also a team player in ways that are clear to their team, and to their peers, they can more easily lead by influence.
We will cover interview questions, techniques to develop others, and ways to develop self. You will learn actionable ways to embody these virtues, and guide team members to exemplify them, too.
- Brief introduction to: The Five Behaviors of a Cohesive Team by Patrick Lencioni.
- The three virtues of the Ideal Team Player, and what they look like as leaders.
- Ways to develop the three virtues in yourself, and see how that influences your team.
- Ways to develop the three virtues in your team, and realize the process of development itself builds influence.
The best and least expensive tool we can use to drive engagement and productivity is frequent feedback. Without it, people are unsure of what to continue and what to change.
Feedback both connects us with our people, and connects them with more fulfilling work.
Have you heard these objections?
- “I’m too busy to deal with ‘little stuff'; I’ll wait until it gets bigger, then I’ll address it.”
- “I know people need positive feedback, but I feel like it sounds fake.”
Research and best practices indicate that employees thrive when feedback is…
In this session, learn the four-step feedback model to address positive or weak workplace behaviors in a way that honors best practices, yet is casual, brief, effective, and helps avoids tension. Begin using and teaching this technique the very next day. And, count on more engagement as a result.
- Learn and implement a tool that addresses performance appraisal
- Learn and implement a tool that addresses performance management
- Provide a tool for managers to effectively manage organizational performance
Effective managers are the key to any organization succeeding in today’s VUCA environment. Bring a creative edge to your organization and learn how to train and develop your managers to incorporate coaching as a key component of your performance management process.
During this session, we will explore: How to build a framework for updating performance management, how to make it meaningful without eliminating performance appraisals, how to improve the quality of employee development conversations by moving from a once-a-year conversation to a regular conversation.
- Learn how to foster a coaching culture that improves communications between managers and employees
- Learn a coaching process that takes the pain out of the annual performance review
- Learn a coaching mindset that facilitates an innovative approach developing effective employees
This specific session will focus on the SHRM competency of HR Technical Expertise and Practice, and target the key behaviors of consultation and business acumen.
In this session, participants will learn to proactively initiate (or adeptly respond to a request for) a “management coaching program.” Specifically, they will learn techniques to identify need, gather relevant data, leverage performance management, and communicate findings to senior management. They will learn key areas to consider and standard traps to avoid falling into. Finally, they will learn how to keep a program energized and permanently ingrain it into the organization’s culture, all the while communicating its success in the language of business.
By: Vince Bovino
This interactive presentation introduces an Operational Excellence initiative. The presentation dives deep into four powerful systems to improve operating performance and profitability on a rapid, significant and sustained basis. The four systems covered in this talk are:
- A Performance Measurement System (including design and implementation)
- First tier are the Key Performance Indicators (KPIs)
- Second tier are the Line-Sight-Targets (LSTs)
- An Incentive Pay System
- Key principles for designing an incentive pay system.
- A Performance Communication System.
- 7 Communication phases are fully explained with examples
- A Performance Improvement (PI) Team System
- The design of Performance Improvement Teams
- An active method for seeking and capturing employee ideas for improvement through multiple channels
The importance of integrating the 4 systems into one initiative will be emphasized. Case studies and real world examples are used to explain specific concepts that allow for easy implementation.
- Learn the fundamentals of how to design and implement a performance measurement system, an incentive pay system, a performance communication system and a performance improvement team system.
- Learn how to merge a performance measurement system, an incentive pay system, a performance communication system and a performance improvement team system into a single powerful Operational Excellence initiative.
- Learn why strategic improvement initiatives fail and how to keep that from happening.
By: Anthony Arrington
To show HR and other leaders in charge hiring and managing people why D&I initiatives are a must, and arm them with data and case studies to take back to their organizations to leverage the initiatives.
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