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: Friday (10:15-11:30)
By: Josh Chamberlin
Leaders often hear that they must create a culture of collaboration. The Last Laugh addresses this need in an entertaining and engaging way through an improv comedy approach. Improv comedians work together successfully on a regular basis – if they didn’t the audience wouldn’t laugh. Using comedic games and exercises our facilitators lead the participants on a series of interactive exercises focusing on the techniques of team building and collaboration, getting the entire audience involved in the exercises. The Last Laugh also identifies barriers to collaboration and, through their participatory games, learn to overcome them to create a culture of collaboration in any organization.
- Techniques for Collaborative Communication
- Techniques for Flexibility and Agility in the workplace
- Techniques to engage team members
Accomplishing specific outcomes in coordination across lines and departments is critical to success today. As a result, we are all project managers. This session will examine principles of project management from the initiating phase through evaluation phase. Emphasis will be placed on clearly defining scope, identifying stakeholders, developing a communication plan, executing the plan, and handling conflicts.
- Review effective project management principles
- Analyze and prepare for common roadblocks that can prevent success
- Apply learning to handle unexpected issues, political barriers, change, and conflict
- Connect best practices to daily actions as HR professionals for continuous improvement
You often hear the words wellness and well-being as synonymous, yet in reality they have different meaning, approaches and impacts on an organization and its employees. During this workshop, attendees will learn the importance of changing the mindset of their organization to positively impact both the organization and employees by focusing on a more holistic approach of well-being. This interactive workshop will stimulate discussion and thought on how to best align organizational programs, services and resources to maximize employee health and well-being. Participants will be provided with a workbook that they can used at their respective workplace to engage key stakeholders in the discussion, changing their mindset and focusing on well-being strategies and approaches that are unique to their organization.
The objectives of this presentation are to demonstrate the importance of focusing on a more holistic approach to well-being beyond well-being itself, stimulate discussion around the research and concepts critical to developing an overall approach, and to give participants hands-on experience with the concepts presented so that they can replicate at the workplace.
Amazingly, office workers spend more than two and one half hours per week trying to resolve conflict and drama, which translates into $359 billion in losses for U.S. companies every year.
Are you tired of the DRAMA? What if you could wrestle drama to the ground? Drama diverts time, energy and money away from team goals, strategic priorities and critical activities. Easy to sense, harder to diagnose and prevent, drama is what happens
when people struggle against themselves and each other, with or without awareness, to feel justified about their unhealthy behavior. Scientific research tells us that drama is predictable, observable and reversible.
This fun and insightful program shows you how to harness the energy naturally created by conflict away from drama and toward a more constructive and productive energy and a corporate culture of Compassionate Accountability®.
- Learning Objective 1: Identify drama behaviors and how they impact strategic efforts while increasing self-awareness and personal responsibility for stopping drama.
- Learning Objective 2: Enforce rules of engagement to ensure drama doesn’t sabotage forward movement, and engage in positive conflict around the most important issues.
- Learning Objective 3: Facilitate innovation, goal-setting and rapid-cycle change and make decisions efficiently and with accountability.
Now is the time for bold, forward-thinking HR leaders! CEOs (and other business leaders) expect HR to have a point of view that understands the past, looks to optimize the present, and attempts to predict the future…all in the pursuit of business success. While artificial intelligence (AI) is revolutionizing the way business gets done, HR can revolutionize what gets done in the business.
- Discuss AI’s impact on businesses and HR
- Focus on what matters most while steering clear of “fake” analytics
- Discover how talent predictions can transform hiring and retention in good (and bad) ways
- Take your HR data from analytics to prediction to action
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