July Program Materials

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Presenter:
Holly Morreels, Owner and Consultant, Workplace Leadership Solutions

Description: HR leaders must support employees during workplace crisis but may be unsure of how best to help.  This session will present 10 foundational crisis management concepts to help guide you with managing and supporting employees during and after workplace crises.  Participants will have an opportunity to share lessons learned from past crises and to start preparing for future ones. Topics will include communications, employee needs during crises, basic guidelines regarding trauma and its impact, suggestions for leaders, utilizing outside support to help navigate a crisis, and more.  Participants will have the opportunity to share examples of crisis response that either employed these concepts or strayed from them, and the positive or negative results, as well as strategize in small groups how they would manage the immediate aftermath of a crisis using a basic crisis response template that will be provided.

Learning Objectives: As a result of this program, attendees will be able to:
1. Identify 3-5 common employee needs during times of crisis
2. Utilize basic crisis management concepts and strategies to enhance their leadership ability in the wake of any crisis
3. Advocate for uniformity of messaging during workplace crises
4. Communicate the importance of crisis response planning to other leaders within their organization

Approved for 1.0 SHRM and 1.0 HRCI credits

Notesheet-for-Crisis-Mgmt.-101-presentationDownload
July-2024-Breakfast-ProgramDownload

President’s Message- June 2024

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Happy summer Lancaster SHRM Members!

It’s June and time for graduations, vacations, and celebrations!

Summer brings many fun and positive things to look forward to and according to the media, the jobs reports have also been positive. But if you’re like me you’re also reading about companies taking longer to fill positions or waiting for that unicorn candidate. You may also have heard about or even know candidates ghosted by companies after multiple rounds of interviews or how qualified applicants are not receiving a call or face-to-face discussion. It is an interesting dichotomy and likely correlates to the increasing anxiety and dissatisfaction reported by job seekers. 

I know these are summarized trends, but they tell a story. They reinforce the importance for organizations to examine their talent acquisition process, particularly from the candidate’s point of view. Employee experience starts at the recruiting stage.  

The trends also emphasize the value of networking and meeting people face-to-face. In-person networking supports both job seekers and Talent Acquisition professionals through connections and opportunities not previously known.  

As you know, at Lancaster SHRM, we offer regular events to connect HR professionals in a space where they can discuss best practices, network, and advance their education. 

On that thought, the upcoming breakfast seminar on Tuesday, June 11 at HACC is titled Recruiting, Retention and Work-life Balance in Manufacturing, Retail, and Healthcare. 

Registration is still open. I hope to see you there!

My best,

Jen

June Breakfast Materials

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Recruiting, Retention and Work-life Balance in Manufacturing, Retail and Healthcare

Presenters:
Kathleen Schulz, Global Innovation Leader for Organizational Wellbeing, Gallagher Benefits and HR Consulting
John Chain, Area Vice President, Gallagher

Description: As many employers and companies continue to develop remote work guidelines and other job flexibilities in the post-pandemic era, this presentation will focus on industries with traditionally more limited options, such as manufacturing, retail, and healthcare. The speakers will explore competitive benefits, wellbeing resources and engagement methods for those with on-site and non-desk duties. Key challenges are worker logistics and generational and cultural differences in how information is absorbed and engaged with. The presentation will provide insights into what competitive benefits are being offered in these industry verticals, how to address people’s Physical, Mental and Financial Well-being needs, how best to address work-life balance for on-site employees, and what modes of communication are best to engage on-site employees of different generations and backgrounds. There will also be sharing of benchmarking data for these key industry verticals and case studies of solutions.

Learning Objectives: As a result of this program, attendees will be able to:
1. Evaluate current benefit offerings for industry competitiveness
2. Use wellbeing resources to support employees physically, mentally, and financially
3. Use multiple methods and best practices to engage the on-site and non-desk duty workforce

Approved for 1.0 SHRM and 1.0 HRCI credits

June-Breakfast-ProgramDownload

May Breakfast Materials

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Reducing the Stigma of Mental Health and Addiction with Language

Presenter: Elena Taylor, Job Developer, PA CareerLink Business Services (EDSI, Inc.)

Description: The Lancaster PA CareerLink Business Services Team is honored to recognize May as Mental Health Awareness Month by sharing a program about “Reducing the Stigma of Mental Health/Addiction in the Workplace with Language.” Mental health and addiction stigma in the workplace can increase fear, shut down relationship building, and contribute to performance concerns and personnel turnover. In this presentation, attendees will define what a stigma is using the language of mental health and addiction. The presentation team will report on statistics on people who don’t seek help and how millennials play a part in this conversation. A new narrative will be shared following the “Instead of this… Try using this…” model when talking about an individual living with mental health and/or substance abuse. Information will also be provided about obtaining a Mental Health First Aid Certification through WellSpan-Philhaven.

Learning Objectives: As a result of this program, attendees will be able to:
1. Define stigma as it applies to mental health and substance abuse
2. Reflect on data and statistics highlighting the value of understanding stigma in the workplace
3. Develop new narratives and language patterns for speaking about mental health and substance abuse

Approved for 1.0 SHRM and 1.0 HRCI credits


Reducing-the-Stigma-SHRM-minus-videosDownload

President’s Message- May 2024

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Hello Lancaster SHRM! I don’t know about you, but I feel like April has flown by! Personally, it has been a busy month of competing priorities and healthy tension, sun and rain, and mastery and discovery. While I have been thoroughly enjoying the ride, phew, I am tired!

I thought I would share a few highlights from the month that may be beneficial for you. I just finished Adam Grant’s latest book, Hidden Potential and it altered my thinking about success and progress. Grant opens the book by pointing out the seemingly obvious, we have all heard the stories of about the habits of superstars who accomplish great things, but the simple fact is not everyone is a prodigy. He says that admiring people who begin with natural advantages or talent can cause us to overlook our own abilities. We often miss the distance we can travel, underestimate the range of skills we can learn, and how good we can become.

Simply put, Grant says, “We can all improve at improving.” Whether you call it resourcefulness, resilience, grit, or fortitude, Hidden Potential explains that progress depends less on how hard you work than how well you learn. Growth is not about the genius you possess—it’s about the character you develop.

These lessons were percolating through my brain during the LSHRM Spring Conference. As our keynote speakers and panel presenters shared their insights, I listened intently and furiously scribbled notes. Once I had some time to digest the material, I could see a correlation arising.

If you missed it, the conference focused on workplace culture and as an HR leader, what you can do to improve, enhance, and influence the culture, even if you do not have the top seat in the department. Our presenters provided poignant questions for audience members to consider and delve into more deeply at their workplaces. Questions such as:

– Are your organizational values an experience or merely words on a wall?

– Does your team trust you to be their leader?

– Who is missing from the table? (Meaning which perspective are we not getting)

– What are the side effects of working for your company?

– Do employees know why their work matters?

Statements and quotes that resonated include:

– The culture of any organization is shaped by the worst behavior leadership is willing to tolerate.

– Your budget (whether shared or not) or how the company spends its money, identifies what the company values.

– The “Sunday Scaries” – Culture is how employees feel Sunday night at the thought of going to work on Monday morning.

– “If there is no laughter, there is no trust.” Mitzi Perdue

– Your brand is not what you say it is, it is what your customers and employees say about you.

As I thought about Adam Grant’s book and the lessons from the conference, I feel our role as HR professionals in enhancing our workplace culture is not about holding positions of power; it’s about empowering every position in the company. By embedding the values we espouse into every action and decision, no matter where you sit in the organizational chart, we have an opportunity to cultivate an environment where trust flourishes and fear recedes.

So here is my ask – let’s strive to create workplaces where laughter is abundant, values are lived experiences, and every employee can clearly see the significance of their contributions. In doing so, we will not only enhance our culture but also pave the way for sustained organizational success and personal fulfillment. Let’s keep moving forward with a renewed commitment to continuous learning and genuine leadership, ensuring that our work environments are not just places we go, but places we grow.

Thank you for joining me on this journey of reflection and learning. Here’s to making May a month of meaningful action and dynamic growth! I look forward to seeing you on May 14th!

My best,

Jen

President’s Message- April 2024

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As we embrace another vibrant month at LSHRM, I find myself reflecting on the pillars that not only hold our organization aloft but propel it forward. Among these, the importance of investing in talent stands paramount. As your President, I’m continually inspired by the talent, willingness, and innovative spirit of our board and committee members. It is truly my pleasure to serve alongside every one of them.

In the ever-evolving landscape of business, where change is the only constant, HR professionals know that fostering a culture of learning is not just beneficial; it is essential. It is the soil where the seeds of innovation are sown. However, cultivating a learning culture involves more than acknowledgment; it requires action.

In the workplace, you may not be as lucky as I have been to have instant teams comprised of engaged, intelligent, inquisitive people who are willing to pose questions, debate ideas, and seek solutions. This is where the work comes in. The pathways to enriching a team’s capabilities and knowledge are as diverse as the skills and abilities they possess. From formalized programs and internal training to leveraging online resources or external expertise, each avenue offers unique advantages. Yet, the challenge often lies not in identifying these resources but in securing the buy-in from senior leadership necessary to bring these initiatives to life.

In instances where formal training programs might not be feasible, HR needs to be nimble, seeking alternative routes that still foster growth and learning. Mentoring relationships can offer connections and serve as powerful vehicles for knowledge transfer and personal development. Whether formally structured or developed more organically, they offer both parties a sense of belonging and an investment in each other’s success, weaving a stronger fabric for organizational culture. Whether the relationships are within departments or across functional boundaries, mentoring provides a foundation for a more cohesive and collaborative environment.

On a personal note, I cannot overstate the value of mentoring. I have been on the receiving and giving end of several mentor relationships for countless years and I have found through the exchange of experiences and insights, that both participants find new avenues for growth, innovation, and leadership.

The investment in talent is also about creating an ecosystem where people feel valued, challenged, and engaged. This investment signals to team members that their growth is the organization’s priority, fostering a sense of loyalty and commitment that transcends the ordinary.

As HR professionals navigate the complexities of today’s business environment, remember that our greatest asset is our people. When our team members grow, they don’t just rise alone; they lift our organization to new heights, driving innovation and ensuring our collective, continued success. For in our people lies the potential to not only envision the future of our organization but to create it.

Whether you are contemplating opportunities to grow and develop yourself or others, trying to change or enrich your company culture, or searching for or considering becoming a personal or professional mentor, I would strongly recommend registering for our upcoming Spring Conference on April 19th at the IU-13. We have a tremendous day planned! I am so excited to hear from our incredible line-up of nationally recognized speakers! Liz Weber and Dr. Katie Sandoe are not to be missed! I hope to see you on April 19th and see how you are nurturing the potential within yourself and your teams.

Happy Spring!

My best,

Jen

President’s Message – March 2024

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Hello Lancaster SHRM! 

In honor of International Women’s Day on March 8th, I thought I would share some insights I gleaned from a recent episode of The McKinsey Podcast.  In the episode, Alexis Krivkovich, Lareina Yee, and Lucia Rahilly discussed the 2023 Women in the Workplace report. The report and their discussion sheds light on the progress and stagnation in women’s career advancement and representation.  From my perspective, as someone deeply invested in fostering leadership among women, the insights shared resonate profoundly with the challenges and opportunities facing female leaders today. 

The discussion began with the debunking of a prevalent myth: the notion that women are losing their ambition.  At first, I thought this was an odd myth as I was not aware this was a myth considered in society.  What did arise from the conversation was the negative manner women with ambition have been viewed historically by society.  Thankfully, the research reveals an inspiring trend; women’s ambition has not only remained resilient but has grown, especially in the wake of the pandemic.  Eighty percent of women express a desire for promotion, mirroring the ambition seen in their male counterparts.  The introduction of more flexible working models during the pandemic has played a crucial role in bolstering this ambition, demonstrating that when given the right conditions, women are eager to advance and take on leadership roles. 

Another myth tackled in the conversation is the misconception that workplace flexibility is solely a women’s issue.  A powerful narrative shared in the report highlights how flexibility benefits everyone, regardless of gender.  This narrative is crucial in understanding that the call for flexible working arrangements stems from a universal desire for a healthy work-life balance.  As many HR professionals are being challenged to bring their team members back to the office, the data in the report may help to strengthen the case of why it may not be the best decision. 

The discussion also highlights the persistent issue of the “broken rung” at the first step up to management positions.  This systemic barrier significantly hampers women’s advancement from the outset of their careers, with the impact being even more pronounced for women of color.  The importance of addressing this issue cannot be overstated, as it sets the stage for future leadership, the diversity of thought within organizations, and it has long-term impacts on a woman’s personal financial success.  

Moreover, the conversation brought to light the significant impact of microaggressions in the workplace.  These seemingly small acts of bias can have a profound effect on women’s careers, contributing to feelings of low self-esteem, imposter syndrome, and burnout.  The move to more remote work has offered a reprieve from some of these daily slights, yet it’s clear that a more systemic change is needed to address the root causes of microaggressions. 

While it is evident that progress has been made, there’s still a long road ahead to achieving true equity in the workplace.  For aspiring female leaders, my message is one of resilience and advocacy.  Continue to challenge the structural obstacles and biases that persist while remembering, that we are all a work in progress, so to quote one of my mentors, assume no ill intent.   

As HR leaders we have the greatest opportunity to create systemic change within our organization.  We can alter the status quo by using data and evidence to advance our organizations (as best as we can) and institute the changes necessary to create a more inclusive and equitable work environment.  High tides raise all ships, let’s use our influence to make positive change! 

For all our LSHRM members, remember we are here to support you on your journey!  We have resources, networks, partners, professionals, mentors, and sponsors who can provide the guidance you need to help elevate your organization.  As you continue to build the company you want to work for, I hope you will join us on Tuesday, March 12th at HACC Lancaster Campus to learn more about the latest in legal matters related to HR from the ever-popular Eric Athey and Micah Saul.  

I look forward to seeing all of you soon! 

My best, 

Jen