June 2024 Issue of HR Professionals Magazine

DOL Final Overtime Rules

Highlights from HR Professional Magazine’s 5th Annual Supervisor and Manager Conference

SHRM-CP, PHR, CSP Director of South Carolina SHRM State Council

Highlights from SHRM Spring Conferences

Real-time arrest data on your employees so you’re never caught by surprise.

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

Publisher

The Thompson HR Firm, LLC

Art Direction Park Avenue Design

Marketing and Social Media Specialist

Julie Nagem

Project Specialist

Liz Rogers

Photographer

Charles B. Thompson

Webmaster

Leo Dimilo

Contributing Writers

William Brown

William R. Carmichael

Amy Schabacker Dufrane

Michael East

R. Edward Johnson

Jerry Pinn Tracie Shepherd

Swarthout

Contact HR Professionals Magazine:

To submit a letter to the editor, suggest an idea for an article, notify us of a special event, promotion, announcement, new product or service, or obtain information on becoming a contributor, visit our website at www.hrprofessionalsmagazine.com. We do not accept unsolicited manuscripts or articles. All manuscripts and photos must be submitted by email to Cynthia@hrprosmagazine.com. Editorial content does not necessarily reflect the opinions of the publisher, nor can the publisher be held responsible for errors.

HR Professionals Magazine is published every month, 12 times a year by the Thompson HR Firm, LLC. Reproduction of any photographs, articles, artwork or copy prepared by the magazine or the contributors is strictly prohibited without prior written permission of the Publisher. All information is deemed to be reliable, but not guaranteed to be accurate, and subject to change without notice. HR Professionals Magazine, its contributors or advertisers within are not responsible for misinformation, misprints, omissions or typographical errors.

©2024 The Thompson HR Firm, LLC | This publication is pledged to the spirit and letter of Equal Opportunity Law. The following is general educational information only. It is not legal advice. You need to consult with legal counsel regarding all employment law matters. This information is subject to change without notice.

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Organizational Certification Badge: Workplace Wellness

Leveraging Artificial Intelligence in Predicting Future Medical Claim Costs::An Actuarial Perpective

McGriff More Insights

SHRM Conferences Update

7 2024 TNSHRM Conference in Memphis August 25-28

8 2024 SHRM Inclusion Conference in Denver Nov 4-7

25 HR Florida Conference in Orlando August 25-28

ENNESSEE n coordination with THE LAW FIRM

Join us for an informative HR topics, including:

28 Texas SHRM Global Conference in Houston September 19

29 The Texas SHRM HR Southwest Conference in Fort Worth October 13-16

May 8, 2024 Wednesday 8:00 a.m. to 4:00 p.m. at Union University

30 Highlights from the SHRM-Atlanta Conference April 17-18

32 Highlights from the Alabama SHRM Conference May 13-15

♦ Do Not Pass the laws that guidance on

♦ Solving the Learn how to accommodations. learn how to

34 Highlights from the WTSHRM Conference in Jackson May 8

36 Kentucky SHRM Conference in Louisville April 27-29

♦ Checkmate! of recent employment concepts and

Carl Grant Event Center 1050 Union University Dr. Jackson, TN 38305 th

39 South Carolina SHRM Conference in Myrtle Beach September 18-20

♦ Playing Twister: Workers’ situations where

41 SHRM Georgia Conference in Columbus September 25-27

42 Highlights from TPMA Conference at Paris Landing April 30-May 3

June

Deadline to reserve space July 15

♦ Get Out of skills as you wide spectrum interactive game!

Lunch is provided. Explore our showcase

Registration Fee: $100 for WTSHRM Members Join WTSHRM for only $25

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The registration deadline is Tuesday, April 30. Register This program has been approved for 6 recertification

a note from the editor

We have an exciting June issue for you! It is chock full of highlights from recent SHRM Spring Conferences and previews of more to come! We have highlights from the 2024 Alabama SHRM Conference in Perdido Beach on May 13-15, and highlights from the 15th Annual West Tennessee Human Resources & Employment Law Spring Conference In Jackson May 8. In addition, we have coverage of the TPMA Annual Conference in Paris Landing April 30-May 3. We also have highlights from the SHRM-Atlanta Conference April 17-18 – and from our very own 5th Annual Supervisor and Manager Conference on May 21!

Here are two SHRM Annual Conferences you do not want to miss!

SHRM24 CONFERENCE in Chicago June 23 -25

SHRM INCLUSION CONFERENCE in Denver November 4-7

Here is a preview of the Fall SHRM Conference schedule. Time to update your calendars and get ready to earn lots of SHRM and HRCI recertification credits!

TENNESSEE SHRM CONFERENCE August 25-28 in Memphis (Page 7)

KENTUCKY SHRM CONFERENCE in Louisville August 27-29 (Page 36)

HR FLORIDA CONFERENCE in Orlando August 25-28 (Page25)

TEXAS SHRM GLOBAL CONFERENCE in Houston September 19 (Page 28)

TEXAS SHRM HRSOUTHWEST CONFERENCE in Fort Worth October 13-16 (Page29)

SOUTH CAROLINA SHRM CONFERENCE in Myrtle Beach September 18-20 (Page 39)

SHRM GEORGIA CONFERENCE in Columbus September 25-27 (Page 41)

We are excited to introduce Karen B. Smith, SHRM-CP, PHR, CSP, Director of South Carolina SHRM. Karen has been serving her passion in a leadership role with SHRM since 2004 when she became Treasurer of Columbia SHRM. Moving up the ranks, she served as Membership Chair, Vice President/Programs Chair, President, and Past President. Conference Exhibitor Chair was her first role on the SC SHRM Board. After a few years in that position, she started on the succession track of Treasurer (two years), Director Elect/Conference Chair (three years, this time) and is happy to be in her second year of serving SC SHRM as State Director.

Congratulations to Cassie Williams, SHRM-CP, PHR! She is an accomplished HR professional with GEOSport Lighting from Gonzales, LA. Cassie is an active member of the Greater Baton SHRM Chapter. We are proud to honor Cassie as our only student to attend both our SHRM and HRCI online certification classes and pass both exams! Read all about Cassie on Page 38.

Watch your email for my monthly complimentary webinar sponsored by Data Facts that will be on June 20. You will earn 1.00 SHRM PDC and 1.00 HRCI Business credit. If you are not currently receiving our monthly email invitation, you can subscribe on our website at www.hrprofessionalsmagazine.com.

Happy summer to all!

Karen B. SMITH

Karen B. Smith, SHRM-CP, PHR, CSP

Karen Bedenbaugh Smith is currently serving as the State Director for South Carolina SHRM. She holds the position of Vice President of Human Resources for Gallman Professional Services, Inc. Karen has earned her SHRM-CP as well as PHR and CSP (Certified Staffing Professional) designations.

Karen was undecided when she graduated Winthrop College with a Bachelor of Science in Business Administration, so the hunt was on. She gained employment through a staffing firm until applications were answered. The first answer was with the US District Court – Columbia, SC as a Criminal Docket Clerk which was quickly found not to be her ‘forte’. Tired and true, she went back to the staffing firm for another assignment. This assignment morphed into a position at Glassmaster, Inc., as Personnel for the monofilament division and the friendship of a great mentor, Neil McLeod. It was McLeod who introduced her to the Columbia Personnel Association, later to be known as Columbia SHRM.

In 1998, Karen found her home at GPS where she handles HR for the staff as well as other matters for the staff and temporary employees, such as Unemployment, Workers Compensation, and any discrimination issues.

Karen has been serving her passion in a leadership role with SHRM since 2004 when she became Treasurer of Columbia SHRM. Moving up the ranks, she served as Membership Chair, Vice President/Programs Chair, President, and Past President. Conference Exhibitor Chair was her first role on the SC SHRM Board. After a few years in that position, she started on the succession track of Treasurer (two years), Director Elect/Conference Chair (three years, this time) and is happy to be in her second year of serving SC SHRM as State Director. The position of State Director allows a voice on the SC Chamber of Commerce HR Committee and the SC Department of Employment and Workforce HR Advisory Committee. 

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JOIN US IN THE DENVER CO METRO AREA, NOVEMBER 4-7, TO DRIVE REAL PROGRESS IN INCLUSION, EQUITY, AND DIVERSITY (IE&D). SPACE IS LIMI TED. REGISTER NOW! Learn more at: shrm.org/inclusion-june

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The Power of Authentic Leadership

By TRACIE SHEPHERD and NANETTE SWARTHOUT

According to Psychology Today, authenticity is the practice of aligning one’s “actions with their core values and beliefs with the hope of discovering, and then acting in sync with, their true selves.” That’s a lofty description and aspiration! What exactly does it mean? What does authenticity look like? Experts don’t readily agree on the meaning or measurement of authenticity, but Kernis and Goldman’s research and Authenticity Inventory provide evidence and objectivity around the concept. Their inventory objectively measures authenticity in terms of four dimensions in order to quantify one’s ability to behave genuinely, transparently and empathetically:

1. Self-awareness: Knowledge of and trust in your own motives, emotions, preferences and abilities

2. Unbiased processing: Clarity in evaluating your strengths and weaknesses without denial or blame

3. Behavior: Acting in ways congruent with your own values and needs, even at the risk of criticism or rejection

4. Relational orientation: Close relationships, which inherently require openness and honesty

Leading authentically takes intentionality, time and practice, and even characteristically good leaders struggle with authenticity. Like Kernis and Goldman, Sarkar (2019) defines authentic leadership as “a pattern of leadership behavior that promotes self-awareness, internalized moral perspective, balanced processing and relational transparency.” Sarkar also seems to suggest that authenticity is not necessarily attainable by every leader. In fact, the presence of certain external precursors may increase the tendency of authentic leadership development and practice:

1. Meaningful work – Alignment of purpose, values and work

2. Family support – Stability of home life and support of family

3. Challenging life events – Times where life becomes difficult and inner strength is challenged

Leaders who can check the boxes for meaningful work, family support and challenging life events are more likely to behave genuinely, transparently and empathetically – that is, they’re more likely to be authentic leaders.

One such leader is Dr. Karen Fisher. After landing her dream job straight out of college, achieving promotions by age 30 that many don’t reach until much later, and earning a doctorate in organizational development, solving problems and achieving success appeared to be routine habits. Karen found purpose and meaning in her work and was grateful for the support of her husband, Todd, as she grew into an accomplished and distinguished leader. Life was complete and fulfilling – until it wasn’t.

Rather than cloaking or disregarding their sense of something’s missing here, Karen and Todd embarked on an adoption journey that would lead them halfway around the world to find their two precious sons. Karen had an idea of how things would go with this new family gig, and life would be Norman-Rockwell picture-perfect. However, when one child was diagnosed with an autism spectrum disorder, she faced the most challenging event of her life, and she credits that same hardship with making her a better leader – an authentic leader. Watch her TEDx talk at https://www.youtube.com/watch?v=ntyA4-FJybQ

Impacts of Authentic Leadership

Authentic leadership doesn’t have to be isolated to certain teams or departments, especially given the organization-wide importance of the factors below that are positively impacted:

Individual employee experience: Authentic leaders build diverse teams and cultivate an environment of inclusivity. They invite, respect, listen to and value each team member’s unique contributions. In turn, the employee’s willingness and eagerness to participate grows. They’re more likely to confidently add their voice to the mix and generously share their talents.

Organizational culture: A strong positive culture is powerful, and authentic leaders reinforce this through a people-first philosophy. People are prioritized over profits. Positivity grows as employees are supported and recognized. Regular collaboration, celebration and recalibration (well-being) is a way of life. Followers of an authentic leader are routinely exposed to values-driven attitudes, decisions and motives and are entrusted and expected to behave similarly.

Employer reputation: In this age of lightning-fast communication with the technological ability of one person to promote a message to potentially thousands (or more) of others, organizations must intentionally drive their reputation narrative and measure the impact. Employees are ambassadors of the organization’s reputation, and those led authentically “can share their experiences, opinions and recommendations with their networks, and influence the perception of your organization as a place to work” (LinkedIn article).

Benefits of Authentic Leadership

The synergy produced from a rich employee experience, shared culture and positive employer reputation can yield beneficial results for the organization and its people – even more reasons to appreciate authentic leadership practices.

Builds trust – Leaders who lead from a position of authenticity make routine deposits in their shared trust account with employees. Such relationship-building fosters trust between leader and followers, and when trust is present, leaders can implement change efforts more effectively. Authentic leaders highly value the trust put in them by employees and honor that trust by engaging in transparent communication and reliable behavior (doing what they said they would do) – all of which are key ingredients in a rich and meaningful employee experience.

Drives employee engagement: A Willis Towers Watson survey listed one of the top drivers of employee engagement as “leadership takes a sincere interest in employees’ well-being, behaves consistently with organization’s core values, and is effective at growing the business.” Authentic leaders contribute to engaged employees – those employees who have moved beyond mere satisfaction and now exhibit enthusiasm and passion for their work. Authentic leadership practices – internal processing, values-based behavior, and people-first attitude – build trust between leader and followers.

At a minimum, given the post-pandemic thirst for genuine connection in our broader culture as well as in our organizations, current or aspiring leaders should examine their capacity for leading authentically. Even if leaders stop short of adopting an authentic leadership approach, those who seek to sharpen their skills or develop their careers will benefit from becoming more self-aware, practicing unvarnished introspection, behaving consistent with values, and choosing relationships with people over profits.

Tracie Shepherd, Ph.D., SPHR, SHRM-SCP

Senior Faculty, School of Business Western Governors University Tracie.Shepherd@wgu.edu

Nanette Swarthout, MBA, SPHR, SHRM-SCP

Senior Faculty, School of Business Western Governors University nanette.swarthout@wgu.edu

Benefits 101: Comparing HSAs, HRAs and FSAs

Comparing HSAs, HRAs and FSAs

Smart benefits choices are all about saving money and staying healthy, but selecting the right employee benefits can be a challenge. To help, this infographic compares three of the most popular health care savings options: health savings accounts (HSAs), health reimbursement arrangements (HRAs) and flexible spending accounts (FSAs).

Who owns the account?

Who may fund the account?

HSA HRA FSA

Anyone can make contributions to an individual’s HSA, including employer and employee.

What plans must be offered with the account?

Is there an annual contribution limit?

Can unused funds be rolled over from year to year?

A high deductible health plan (HDHP) that satisfies minimum annual deductible and maximum annual out-of-pocket expense requirements.

$4,300 Individual, $8,550 Family (2025), $4,150 Individual, $8,300 Family (2024)

Catch-up contributions for those age 55 by the end of the tax year: $1,000/year

health

(HDHP) that sa�sfies minimum annual deduc�ble and maximum annual out-of-pocket expense requirements.

An employer must offer a health plan, and the HRA must be considered integrated with group health plan coverage.

$4,300 Individual, $8,550 Family (2025), $4,150 Individual, $8,300 Family (2024)

Catch-up contribu�ons for those age 55 by the end of the tax year: $1,000/year

No, there is no IRS-prescribed limit.

An employer must offer a health plan, and the HRA must be considered integrated with group health plan coverage.

fits to sa�sfy ACA reforms. T

fy as an ex

pted

What expenses are eligible for reimbursement?

Must claims be substantiated?

May the account reimburse nonmedical expenses?

Does the uniform coverage rule apply?

Can unused funds be rolled over from year to year?

Yes Yes

Section 213(d) medical expenses, including:

• COBRA premiums

• QLTC premiums

• Health premiums while receiving unemployment benefits

What expenses are eligible for reimbursement?

• If Medicare-eligible due to age, health insurance premiums, except for medical supplement policies

No

Yes, but taxed as income and 20% penalty (no penalty if distributed after death, disability or age 65)

Sec�on 213(d) medical expenses, including:

No, there is no IRS-prescribed limit

Yes Yes

Most health FSAs must qualify as excepted benefits to satisfy ACA reforms. To qualify as an excepted benefit, the FSA must meet a maximum benefit requirement and other group health plan coverage must be offered by the employer.

fit, the FSA must meet a maximum benefit requirement and other group health plan coverage must be offered by the employer

For plan years beginning in 2024, employees may not elect to contribute more than $3,200 (up from $3,050 in 2023).

For plan years beginning in 2024, employees may not elect to contribute more than $3,200 (up from $3,050 in 2023).

• COBRA premiums

Section 213(d) medical expenses.

• QLTC premiums

• Health premiums while receiving unemployment benefits

Cannot reimburse health insurance premiums for individual coverage.

• If Medicare-eligible due to age, health insurance premiums, except for medical supplement policies

Yes

Sec�on 213(d) medical expenses.

Cannot reimburse health insurance premiums for individual coverage.

Employer can define “eligible medical expenses”.

Employer can define “eligible medical expenses”

No, with two excep�ons: A health FSA may include a grace period of 2.5 months a�er the end of the plan year, or it may allow employees to carry over up to $500 (as adjusted for infla�on) in unused funds into the next plan year

No, with two exceptions: A health FSA may include a grace period of 2.5 months after the end of the plan year, or it may allow employees to carry over up to $500 (as adjusted for inflation) in unused funds into the next plan year.

Sec�on 213(d) medical expenses. Expenses for insurance premiums are not reimbursable.

Employer can define “eligible medical expenses.”

Employer can define

“eligible medical expenses ” What plans must be offered with the account? Mu

Section 213(d) medical expenses. Expenses for insurance premiums are not reimbursable.

Yes

Federal Regulations and Changes Affecting Background Checks 2024

HR pros must anticipate changes that affect hiring, because they’ll come at you whether you’re ready or not. From a federal law standpoint, significant changes have either recently happened or are coming down the pike in the next couple of years. Here’s a rundown of some federallevel changes we recommend watching.

Non-Compete Clauses

What it is: Almost everyone was shocked when the Federal Trade Commission (FTC) banned non-competes in April. And with good cause. Non-compete clauses (which block employees from seeking work in similar companies or industries within pre-set time frames) have been integral parts of many company employee agreements for decades. At the time of the ruling, one in five Americans were subject to a non-compete agreement.

Federal stance: The Commission determined non-competes were unfair methods of competition. According to the FTC, when job seekers can move freely from company to company, they enjoy wider opportunities. Under the new FTC rule, current non-competes are no longer enforceable by employers. It also bans new non-competes from being created or enforced. (Senior executives may still be required to follow current non-compete agreements).

When will this happen? The FTC proposed the rule in January 2023 and issued the final rule on April 23, 2024.

Salary History Ban

What it is: Asking about salary history has recently fallen out of favor. The question can cause unfair and discriminatory hiring decisions. Several states have already passed laws making it illegal to ask about a job applicant’s salary history during the hiring process.

Federal stance: In January 2024, the Biden Administration proposed a rule (the Salary Rule) that would amend the Federal Acquisition Regulation (FAR) to “prohibit contractors and subcontractors from seeking and considering information about a job applicant’s compensation history when making employment decisions for certain positions.” The new rule would also require contractors and subcontractors to disclose compensation information publicly for open positions.

When will this happen? By an Executive Order, the Salary Rule is set to go into effect on October 1, 2024.

The Word on Weed

What it is: Marijuana is more widely accepted than in years past. Many states have enacted laws loosening restrictions on cannabis use and even legalizing the drug for medical and/or recreational purposes.

Federal stance: Right now, cannabis is still illegal under federal law. This isn’t expected to change. However, the Biden Administration plans to remove marijuana from a list of the most dangerous and highly regulated drugs. In addition, U.S. Attorney General Merrick Garland has proposed loosening the illegal status of marijuana at the federal level. Senate Majority Leader Chuck Schumer and Democratic Sens. Cory Booker of New Jersey and Ron Wyden of Oregon recently introduced a bill to de-schedule the drug altogether.

When will this happen? The federal change toward cannabis is an evolving matter with no set date yet. Some expect to see the government address these changes before the November election.

AI in Hiring Regulations

What it is: While AI sounds like it could be the next best tool for maintaining a fair, inclusive hiring process, there are doubts. Does AI favor or rule out applicants by their names, race, gender, or in other discriminatory, biased ways?

Federal stance: On October 30, 2023, President Biden issued an Executive Order on the Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence. It requires that “within 365 days of the date of this order, to prevent unlawful discrimination from AI used for hiring, the Secretary of Labor shall publish guidance for Federal contractors regarding nondiscrimination in hiring involving AI and other technology-based hiring systems.”

When will this happen? Based on the Executive Order, we should see some guidance in late 2024.

How Employers Can Prepare for These Changes

Some proactive steps to tackle now are:

• Deal with your company’s non-compete agreements. If your company has used non-competes, work with your legal counsel to review, revise, and remove (as needed) them immediately. Ask your counsel for advice on handling your senior executive non-competes.

• Exclude salary history from your hiring process. Even if your state or industry doesn’t require it yet, consider removing the salary history question from your job applications and interviews. Also, add salary ranges into job descriptions to increase transparency and equity.

• Closely follow federal cannabis policy changes. Monitor upcoming changes regarding cannabis usage to ensure your drug screening policy is legal and compliant. Consider removing marijuana testing from your pre-employment drug screening process.

• Monitor how your hiring process implements AI. If your company uses AI to make hiring decisions, closely audit its results and address any unfair or discriminatory results immediately. Ask your AI vendors how their specific algorithms avoid biases and produce fair results.

• Partner with a trusted background screening partner. As always, a third-party background screening partner is crucial for maintaining a fair, compliant, and effective hiring process. Choose a partner who is PBSA-certified and who regularly shares fresh information about industry changes, laws, and trends.

Change Is on the Menu in 2024

Federal laws and regulations are closely focusing on hiring issues in 2024. By understanding the background of each change, HR can proactively adapt, so your company is ready for them. Doing this keeps chaos to a minimum and preserves the effectiveness of your hiring process.

www.datafacts.com

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Your Company Uncovers Financial Fraud. Now What?

By MICHAEL EAST, CFE

Imagine you are the CEO of a company, and there is a knock at your office door. You tell them to come in, and your CFO and HR Director quickly enter your office and close the door behind them. The CFO tells you that Mary, an Accounts Payable Supervisor who has been with the company for over 15 years, is in the main conference room crying.

You know Mary, she is the employee that everyone likes and trusts. In fact, Mary is so well respected that you let her plan the annual Christmas Party, and she handles purchasing gift cards to give out to the employees. Mary also helps get ready for the annual audit when the outside accounting firm shows up, and pays the monthly credit card statements for you, the CFO, and the 6 salespersons that work for the company.

she was ever questioned about them. As for the gift cards for the employees at the Christmas party, Mary did purchase about $2,000 in gift cards for the party each year that were given out to the employees. However, she also purchased an additional $8,000 in gift cards for herself that she used throughout the year for meals, electronics, or just general shopping. We found stacks of gift cards, wrapped in rubber bands in her kitchen drawers when we executed a search warrant at her residence.

The CFO states that it appears Mary has misappropriated approximately $15,000 from the company.

Now, you feel like you got hit by a semi-truck that just kept going. Not Mary. She wouldn’t steal from the company, nor from me. We are not just co-workers; we are a family here. You then ask the CFO a thousand questions.

How did this happen?

Who discovered it?

Why would Mary steal from the company?

Is there anyone else involved?

How long has this been going on?

How come our outside Auditors didn’t find anything in the annual audit?

The CFO’s answer to all these questions is the same, “I don’t know…”

Then you start to realize that your shock has turned into anger. You order the CFO and HR Director to fire Mary at once and have her escorted off the property. After that’s done, you want to speak to the head of the accounting firm that conducted your yearly audits and find out why this wasn’t detected sooner. Then you want to talk to your lawyer to discuss your legal options regarding suing Mary and the accounting firm. Somebody is going to pay for this, and you want to lash out at everyone. You have been deeply hurt by Mary, but most of all, you feel a deep sense of both personal and professional betrayal.

These events that I just described were taken from an actual case that my agents and I worked on several years ago from the Financial Crimes Unit of the North Carolina State Bureau of Investigation. For those of you who like to skip to the last chapter of a book, I’ll be glad to summarize it for you. Mary had an on-line gambling addiction, which grew into trips to the casinos in Las Vegas a couple of times a year. Mary used 3 of the company credit cards assigned to the 6 salespersons. At some point, 3 of the salespersons left the company to pursue other jobs. Since she was the Accounts Payable Supervisor, no one was going behind her looking at monthly credit card bills for 3 employees that were no longer there. The 3 former employees’ credit cards also showed expensive dinners, vacation trips, rental cars, airfare, hotels, name brand purses, and various other items that could be easily explained if

We went back and traced every transaction that Mary did for the past 5 years while she worked at the company. She stole approximately $1,000,000 in each of these years, for a total loss of $5,000,000. I asked the CEO and CFO of the company how they did not miss $1,000,000 in revenue each year. The CEO said, “Mike, our company brings in a half billion dollars in revenue each year. If you had five hundred, $1 dollar bills on a table, regardless of if they were stacked up or scattered around, would you be able to easily see that one of them was missing?” He made an excellent point. This is one of the most profound statements I have ever heard, and I have shared it with clients who are in a similar situation. The more successful your business becomes, the more important it is to stay on top of your finances.

So how did $15,000 grow into $5,000,000? The obvious answer is no one was going behind her. So, the next question is, why wasn’t this picked up in the yearly audits conducted by the outside accounting firm. That’s because audits are designed to look at a company with a high-level view, to determine if the company is making more money than it is spending. Most audits do random sampling of invoices, credit cards, and expenses. Mary was smart enough to use the salespersons’ credit cards that were still working at the company, and of course, all those expenses and payments were properly documented for the auditors. Mary has become comfortable and adept at covering her tracks after all these years.

As the HR Director of a company, what happens next if you unfortunately find yourself in a similar situation? There are many questions to consider: including suspension versus firing the employee; when do we interview the employee; who conducts the interview, how can we recoup the stolen money, and when do we need to notify law enforcement?

I encourage you to find an expert to guide you through this extremely critical point in your company’s history and to help evaluate and navigate this terrain. Your company’s survival and reputation are at stake.

Michael East, CFE east@safehavensecuritygroup.com SafeHaven Security Group www.safehavensecuritygroup.com

HR Professionals have di cult jobs.

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OnUSDOL Issues Final Overtime Rule

By JERRY D. PINN

April 24, 2024, the United States Department of Labor (DOL) announced its final rule on overtime, entitled “Defining and Delimiting the Exemptions for Executive, Administrative, Professional, Outside Sales, and Computer Employees”. This rule updates and revises the DOL’s regulations that implement the Fair Labor Standards Act (FLSA) exemption of certain kinds of “white-collar” employees from the Act’s minimum wage and overtime pay requirements. Specifically, the final rule raises the salary thresholds that are part of the test for exemption and establishes a mechanism for future salary increases.

Unless the new rule is stopped in court, and legal challenges are expected, there will be an initial update to the minimum salary level for executive, administrative, and professional employees to $844 per week on July 1, 2024. The minimum salary level will increase to $1,128 per week on January 1, 2025.

Starting July 1, 2027, these minimum salary thresholds for exempt status will be updated every three (3) years, to keep pace with inflation and changes in worker pay. DOL believes this will help employers adapt more easily because they will know in advance when salary updates will happen and how they’ll be calculated.

To be exempt from overtime as an executive/managerial, professional or administrative employee, an employee must be paid at least a certain minimum salary level. Under the 2024 final rule, the minimum salary level will change as follows:

• On July 1, 2024, the minimum salary level will increase from the current $684 per week (equivalent to $35,568/ year) to $844 per week (equivalent to $43,888/year).

• On January 1, 2025, the minimum salary level will increase to $1,128 per week (equivalent to $58,656/ year).

• On July 1, 2027, and every three (3) years thereafter, the minimum salary level for the white collar exemptions will update by applying the most recent four quarters of data. The Department will publish a notice announcing the updated salary level amount at least 150 days before the update takes effect.

The minimum salary level test does not apply to outside sales employees, teachers, and employees practicing law or medicine. The salary level test also does not apply to business owners who own at least a bona fide 20-percent equity interest in their enterprise and are actively engaged in its management. Exempt computer employees may be paid a salary of at least the standard salary level per week, or on an hourly basis of at least $27.63/hour.

Employers may use certain bonuses and incentive payments (including commissions) to satisfy up to 10 percent of the minimum salary levels, with certain requirements. There are other bonuses that cannot be used to satisfy the minimum salary level. Employers paying bonuses and providing incentives which could make a difference in reaching the new minimum salary level should carefully evaluate whether such bonuses and incentives can be used to satisfy the new minimum levels.

Employers should note that the FLSA provides minimum standards under federal law and does not preempt states from establishing more protective standards. Some states have established more restrictive requirements, including higher minimum pay thresholds and more demanding job duties requirements.

It is estimated by DOL that at least four (4) million white collar employees currently classified as exempt from overtime will no longer be exempt after these higher salary requirements take effect, beginning on July 1, 2024. This portends big changes for many employers, if the new rule is not stopped by the courts.

As a reminder, each of the overtime exemptions requires both a minimum salary be paid and that an employee have certain job duties. The job duties for the most commonly used exemptions are as follows.

• Executive exemption (for officers, managers and supervisors): (1) the employee’s primary duty is management of a customarily recognized department or subdivision thereof; (2) the employee customarily and regularly directs the work of two (2) or more other employees; and (3) the employee has the authority to hire or fire other employees or make suggestions and recommendations as to the hiring, firing, advancement, promotion or any other change of status of other employees are given particular weight. Many employers are aware of the first two duties, but not the third. All three duties must be present for the executive exemption to apply.

• Administrative exemption: (1) the job involves office or non-manual work directly related to the management or general business operations of the employer or the employer’s customers; and (2) the job includes the exercise of discretion and independent judgment with respect to matters of significance. For the latter requirement, the exercise of discretion and independent judgment involves the comparison and the evaluation of possible courses of conduct, and acting or making a decision after the various possibilities have been considered. The term “matters of significance” refers to the level of importance or consequence of the work performed. This exemption is the most mis-applied exemption, as many employers mistakenly assume that, because a job involves administrative-type work, it automatically qualifies for exempt status.

• Professional exemption: (1) the employee’s primary duty is the performance of work requiring advanced knowledge, defined as work which is predominantly intellectual in character and which includes work requiring the consistent exercise of discretion and judgment; (2) the advanced knowledge must be in a field of science or learning; and (3) the advanced knowledge must be customarily acquired by a prolonged course of specialized intellectual instruction (evidenced by a 4-year college degree in the same or related field).

It is virtually certain that lawsuits will be filed to stop the new rule, as occurred in 2016 when the outgoing Obama administration tried to increase the minimum salary level. One of the legal justifications to stop the Obama rule was that it would have increased the minimum salary by a much higher percentage (101%) than the new Biden rule (65%) will for the next 3 years.

Some legal commentators believe that, with the new rule, DOL has exceeded its rulemaking authority by setting a new salary threshold that would quickly exclude millions of employees previously deemed exempt non-exempt in a relatively short time period, even though the job duties for each exemption have not changed.

Pro-employer advocates also contend that the DOL automatically increasing the minimum salary level every 3 years would improperly bypass a federal agency’s duty to provide advance notice and opportunity for the public to comment, as required by the Administrative Procedure Act. It is expected that those challenging the new rule in court will rely upon the “non-delegation doctrine”, which posits that

Congress cannot delegate its legislative powers or lawmaking ability to other administrative agencies such as the DOL. The FLSA statute does not address the requirements for overtime exemptions, which makes the rule arguably unconstitutional by having the executive branch exercise legislative authority reserved to the legislative branch.

Employers with salaried employees in the range of $35,568 to $58,656/ year should closely evaluate whether some of these employees currently classified as overtime exempt may cease to be exempt in the coming 6 or so months. It may be possible to keep some of these employees exempt if their compensation in the form of salary and bonuses or incentives are increased to the new minimum levels. Such employers may wish to work with their employment law counsel to navigate these new requirements and determine which employees can remain exempt and which will need to be reclassified to non-exempt (and overtime-eligible) status.

Employers generally still have the discretion to control scheduling and hours worked by non-exempt employees, and some employers may be able to control overtime costs in that manner. There are a lot of variables for employers to consider, and there is not a lot of time to adapt to the new rule, if it is allowed to take effect on July 1.

Jerry D. Pinn, Member jpinn@wimberlylawson.com

Wimberly Lawson Wright Daves & Jones www.wimberlylawson.com

from the IN PARTNERSHIP WITH

Highlights

5th Annual Supervisor and Manager Conference

“Upskilling Your Leadership Competency”

at The University of Memphis Holiday Inn

May 21, 2024

Congratulations to Jessica Simmers, SHRM-CP, on winning seven nights at Sandestin Golf and Beach Resort at Miramar Beach, Florida.

Jessica is an HR Business Partner at Varsity Spirit in Memphis. The grand prize was donated by LeeAnn Foster with Team Foster Strategy.

Special thanks to Data Facts on being a key sponsor of HR Professionals Magazine since 2011!

Tammy Henry, VP of Client Success, and Julie Henderson, Chief Revenue Officer, presented “Changes in Background Screening.”

Special thanks to our presenting sponsor, the University of Memphis Fogelman Women in Leadership Program and University of Memphis Department of Management.

Dr. Kathy Tuberville was our keynote speaker. Her topic was “Why Should We Be Concerned About Developing Women Leaders? Why Should Men Care?”

Dr. Deneen Lester, HR Manager at the Salvation Army; and Dr. Kathy Tuberville were our “Emcees Extraordinaire.”

Neva Burke Hawes, Senior HR Director at Blue Oval SK, provided an update on Blue Oval City. The HR team from Blue Oval attended.

Neva Burke Hawes – Luncheon Keynote Speaker and her team

SHRM-Memphis President Brad Federman, CEO of PerformancePoint, LLC, welcomed attendees.

Dr. Derriell Springfield, Ed.D with WGU was also a keynote speaker. His topic was “Engaging Teams Post Covid.”

(L-R ) Janie Warner, SHRM-SCP, VP National HR Practice Leader, and Christy Showalter, JD, MBA, Sr. Employee Benefits Compliance Officer, with McGriff discussed “The 5 Love Languages at Work – Risks and Rewards of tapping into Employees’ Motivators.”

Jeff Weintraub, attorney with Fisher Phillips, presented “2024 Labor Law Update.”

Lucinda Kenning, MBA, SPHR, Founding Partner of Holliday | Kenning, presented “Future-Proofing Work: Unleashing HR’s Potential.”

Tim D. Keck, Chief of Police – Retired with SafeHaven Security Group, led a session on “Active Shooter. Tim is an expert in performance and behavior under pressure. He is a best-selling author and sought-after speaker.

Judy Bell, SHRM-CP, PHR, CPBA, CPVA, with Judy Bell Consulting was a co-host of the conference.

(L-R) LeeAnn Bailes Foster is CEO of Team Foster HR Strategy and a co-host of the conference. Dr. Deneen Lester, HR Manager at Salvation Army and host of “Let’s talk HR with Dr. Deneen,” was a Co-Emcee.

(L-R) SHRM-Memphis past presidents: Judy Bell, Elizabeth Sellers, Dr. Deneen Lester, Cynthia Thompson, and Diane Heyman.

SHRM-Memphis Past Presidents

A Mindset of CHANGE

By AMY SCHABACKER DUFRANE

Recently, HRCI co-hosted a very special HRCInsights, our weekly event series on the latest HR products, services, and technologies. It will be no surprise that AI took front and center of our discussion. Ranging from “poised to change the future of HR forever,” according to researchers at Gartner, to what feels like a late-night TV ad for the latest miracle cure, there’s one thing for sure: AI is here to stay.

Participating in our conversation about AI were my esteemed colleagues John Ferguson, SHRM-CP, PHR, Chief Human Resources Officer at NASCAR; Alfred Frager, Ph.D., Assistant Professor of Practice, College of Business, University of Louisville; and Mark Lagestee, Chief People Officer of Yum! Brands. Dr. Frager moderated the session, which served as the College of Business at the University of Louisville’s inaugural CHRO Roundtable. These experts generously shared their knowledge and considerable experience in how HR drives organizational success.

As HR professionals, it won’t surprise you that while our intent was to discuss AI, the macro issue of change and the speed of change could not be ignored. Change is now our norm, not the exception. Embracing change rather than planning for it as a one-off event defines today’s HR function. Inherent in the degree of change we’re all experiencing are modern technologies, and AI is the embodiment of its possibilities. AI is recalibrating skills, education, and leadership. It’s driving tactical changes down to how job descriptions are written, the tone of employee communications, and how candidates are sourced – and quickly.

Although space constraints preclude me from sharing our full transcript, here are some highlights from the Roundtable:

• Starting off with how HR teams can support the successful implementation of AI, my co-panelists considered researching the holistic application of AI at an organizational level to ensure employees are comfortable with the technology first. From there, I talked about the opportunity for HR to lead the change management process as a way to reinforce organizational culture. From my perspective, this might include developing training materials and workshops or a sandbox to help employees get used to new solutions.

• Dr. Frager steered the conversation towards the need for a mindset of change, particularly in the context of AI's implications in HR. Drawing parallels with the advent of the internet, our panel explored how AI will transform all aspects of work, from education and credentials to headcount and work processes. This underscores the urgency for HR professionals to incorporate AI into their skill sets, as this technology is set to redefine the entire function.

• Our discussion also delved into the practical applications of AI, with generative AI emerging as a recurring theme. Mark highlighted its potential in drafting job descriptions, while John discussed its role in refining prompts and editing language. However, the panel agreed that, for now, generative AI tools like ChatGPT are still a stretch for HR, as organizations are still grappling with the concept of AI in general.

• Even so, given the implications discussed earlier and throughout our session, there is a feeling of immediacy behind the adoption of AI for HR, with organizations – and individuals – keen to stay competitive in this new era. The gating item appears to be the concerns around data security and compliance, especially as legislation around AI is nascent. Few HR teams would be willing to take a chance on AI-based solutions when organizational risk is involved, making this still a wait-and-see for many.

Our last point is particularly relevant. As HR professionals, we need assurances that whatever we’re rolling out to our workforce is compliant and field-tested. Yet, in their race to remain competitive, many of the vendors in the HR space are rushing to market with AI solutions without full disclosure as to their extent. And, according to those researchers at Gartner, 76 percent of HR leaders believe that if their organization does not adopt and implement AI solutions in the next 12 to 24 months, they will be lagging in organizational success compared to those that do. Regardless, it’s not surprising that HR is proceeding with caution, as careful analysis before bringing AI-powered products into the organization is a must.

HR is uniquely positioned to manage change. Relied upon to support mergers & acquisitions, new growth strategies, and global expansion into new markets, HR is the same function that rose up quickly to become “COVID czars.” We’re the same professionals researching and implementing these new AI solutions, taking a structured approach to make effective decisions. And we’re the ones taking a longer-term view of what the next changes will be. New technologies come and go; the HR profession and our ability to cultivate a mindset of change through continuous learning is the change that’s here to stay.

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.

Leveraging Artificial Intelligence in Predicting Future Medical Claim Costs: An Actuarial Perspective

By R. EDWARD JOHNSON

Inthe realm of insurance, predicting future medical claim costs is pivotal for maintaining financial stability and offering competitive premiums. Traditionally, actuarial methods have been the backbone of this process, relying heavily on historical data and statistical models. However, the advent of artificial intelligence (AI) has revolutionized this landscape, offering unprecedented opportunities to enhance prediction accuracy and efficiency.

AI algorithms, particularly machine learning (ML) models, excel at extracting patterns and insights from large and complex datasets. In the context of medical claim costs, this means leveraging AI to analyze vast amounts of historical claims data, including patient demographics, diagnoses, treatments, and associated expenses. By doing so, actuaries can uncover subtle relationships and risk factors that may have previously gone unnoticed, leading to more accurate predictions of future claim costs.

One of the key advantages of AI is its ability to handle non-linear relationships and complex interactions among variables. Traditional actuarial models often rely on linear assumptions, which may oversimplify the intricacies of the healthcare landscape. AI, on the other hand, can detect and incorporate nonlinearities, allowing for more nuanced and precise predictions. For example, AI algorithms can identify how certain combinations of medical conditions or treatments may impact overall claim costs differently than would be predicted by linear models.

Furthermore, AI enables real-time data analysis, allowing insurers to adapt quickly to changing trends and dynamics in the healthcare industry. By continuously updating models with the latest information, insurers can better anticipate shifts in medical utilization patterns, emerging health risks, and advancements in medical technology. This proactive approach not only improves prediction accuracy but also enables insurers to mitigate potential risks and optimize resource allocation.

Another area where AI can significantly enhance prediction accuracy is in fraud detection. Medical insurance fraud is a persistent challenge, costing insurers billions of dollars annually. AI-powered algorithms can analyze vast amounts of claims data to identify suspicious patterns indicative of fraudulent activity. By flagging potentially fraudulent claims early on, insurers can take prompt action to investigate and prevent financial losses.

Despite its potential benefits, integrating AI into actuarial practice requires careful consideration of ethical, regulatory, and privacy concerns. Actuaries must ensure that AI algorithms are transparent, explainable, and free from biases that could lead to unfair treatment of policyholders. Additionally, compliance with data protection regulations, such as HIPAA in the United States, is paramount to safeguarding patient privacy and confidentiality.

In conclusion, artificial intelligence holds immense promise for revolutionizing the prediction of future medical claim costs from an actuarial perspective. By harnessing the power of AI, insurers can enhance prediction accuracy, improve fraud detection, and adapt swiftly to evolving healthcare dynamics. However, successful implementation requires a thoughtful approach that addresses ethical, regulatory, and privacy considerations. As AI continues to advance, actuaries must embrace innovation while upholding principles of transparency, fairness, and integrity in their predictive modeling practices.

R. Edward Johnson, ASA, MAAA, FCA Senior Vice President / Practice Leader, Actuarial & Underwriting McGriff johnsonre@mcgriff.com McGriff.com

McGriff MORE InsightsTM

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• What’s the value in getting there?

By optimizing benefit plan selection, design, management, and employee engagement, McGriff MORE Insights can help turn your benefits program into a real differentiator that aligns with your organization’s culture and business objectives. Visit McGriff.com to learn more.

RENEWTHE HEART OF HR

AUGUST 25-28,

Rosen Shingle Creek I 9939 Universal Boulevard

Orlando, FL 32819

WHY ATTEND?

• Build your network of potential new leads, peers, mentors, and collaborators

• Gain targeted knowledge from information presented to fit your needs

• Get answers to questions from experts in the field

• Be inspired by stories from keynote and concurrent speakers

Have fun... there is something for everyone!

DOMINIQUE DAWES

JOHNNY CROWDER

ANTHONY ROBLES

HR CONFERENCE CRUISE MARCH

HR CONFERENCE CRUISE

MARCH

The HR Conference Cruise will depart from Port Canaveral, FL on March 3, 2025 for a 5-night sailing on Royal Caribbean’s Voyager of the Seas.

The HR Conference Cruise will depart from Port Canaveral, FL on March 3, 2025 for a 5-night sailing on Royal Caribbean’s Voyager of the Seas.

Join us!

3-8, 2025

We’ll have FOUR, pre-conference webinars plus 7 sessions on board for at total of 15.75 recertification credits (PENDING).

All on board sessions are held in the ship’s Conference Center.

All on board sessions are held in the ship’s Conference Center.

We’ll have FOUR, pre-conference webinars plus 7 sessions on board for at total of 15.75 recertification credits (PENDING).

The HR Conference Cruise will depart from Port Canaveral, FL on March 3, 2025 for a 5-night sailing on Royal Caribbean’s Voyager of the Seas.

We offer a tremendous number of networking opportunities, with great speakers, on a fun venue.

We’ll have FOUR, pre-conference webinars plus 7 sessions on board for at total of 15.75 recertification credits (PENDING).

All on board sessions are held in the ship’s Conference Center.

We offer a tremendous number of networking opportunities, with great speakers, on a fun venue.

The sailing includes two ports-of-call: Cozumel, Mexico & Perfect Day at Coco Cay, Bahamas (Royal Caribbean’s private island).

Don’t miss out and register today. We look for a $100 per-person, deposit with the balance due on 12/15/2024. Join us!

The sailing includes two ports-of-call: Cozumel, Mexico & Perfect Day at Coco Cay, Bahamas (Royal Caribbean’s private island).

We offer a tremendous number of networking opportunities, with great speakers, on a fun venue.

Don’t miss out and register today. We look for a $100 per-person, deposit with the balance due on 12/15/2024. Join us!

The sailing includes two ports-of-call: Cozumel, Mexico & Perfect Day at Coco Cay, Bahamas (Royal Caribbean’s private island).

Don’t miss out and register today. We look for a

WORKQUAKE:

Embracing the Aftershocks of COVID-19 to Create a Better Model of Working

Introduction

Please excuse the use of an expression but Steve Cadigan’s Workquake:

Embracing the Aftershocks of COVID-19 to Create a Better Model of Working is an absolute ‘wake-up call’! To put it mildly, Cadigan takes us through a paradigm-shaking look at the new nature of work. But where talent shortages, especially in fields like tech that drive the economy, were a problem even before the pandemic, Workquake explains why. With the awareness that the fastest-growing sectors of tomorrow’s job market may not yet exist, Workquake assesses ongoing upheavals in changing workplaces with clarity. We live in an “era of unprecedented technological change,” Cadigan says, in which people change jobs at the fastest pace in history. Encouraging workers and employers to adapt to the changing environment, Cadigan calls out contemporary challenges and upheavals where companies provide little job security, workers show little loyalty, and no one can predict the most needed skills. Cadigan offers a new model for this uncertain future.

What is a Workquake?

As a result of the COVID-19 pandemic, this “workquake” Cadigan refers to is the unprecedented upheaval in many workplaces. Many employees began working remotely and have shown reluctance to return to their offices, particularly after showing they can do that same work from home. This reality has already reshaped the working landscape. For instance, Cadigan asked a group of CEOs from various countries whether they even offer potential employees “long” careers, and none did. The reason? “The future is too unpredictable.” The author’s central contention is slightly counterintuitive; that acclimating to unpredictability can be a tremendous asset in the post-pandemic world. However, Cadigan is not an alarmist. Indeed, the book’s general narrative tone is brisk and upbeat but he wants us to recognize the reality of the instability that has been introduced into our workplaces. Cadigan also suggests that the pace of technological change has made employees’ skills obsolete in less than five years, particularly in fields that depend on knowledge-work. Another factor Cadigan points to is that the older employment models that emphasize uniformity and employee retention are no longer relevant.

What is the Book About?

Workquake concerns the continuing evolution of the business world in a factually entertaining manner. It considers how artificial intelligence, automation, and other forces disrupt traditional working modes and notes that repeated financial downturns have undermined marketplace stability. And in this mire, it says that “employment has gone from being paternalistic and stable to turbulent and dynamic.” With this in mind, Workquake concerns itself with seeking out new workplace models as the old ones fail.

Here, the author addresses employees and employers separately and on a subject-matter basis, covering individual mindsets, strategies, and career management. He combines data and studies from numerous publications with anecdotes from the corporate world to support his points. In doing so, he skillfully communicates his ideas about seismic shifts within the economy. More supportive are the book’s quotes from expert sources and the tendency to pull salient points forward for emphasis. Pop cultural references to The Simpsons, zombie movies, and basketball star Zion Williamson enliven the book further.

Throughout, Cadigan challenges long-held assumptions and outdated ways of thinking. He works toward prognoses for the future of work based on current trends and proposes compelling game plans for navigating these changes. Workquake delves into the nuances of creating a workplace where staff agency is embraced and shares how both employers and employees can come together to build a better future. Through compelling stories and timely research, the author touches on leadership, culture, employee empowerment, and more. His examples from LinkedIn, Cisco, Target, and Toyota, to name a few, add compelling examples of how to rethink the world of work in ways that are good for the business and for those who work there. As Cadigan says: “This is our leadership moment. Right now. Today. Now is the time to tackle the most significant challenges and changes in your career journey or your organization. The environment is ripe for change because everyone already has to do so many things in life differently.”

Structure and Layout

At just over 200 pages, this is a quick, informative read. Structured around two main parts; Employees and Employers, readers will also benefit greatly from the book’s Foreword, Introduction, and Conclusion.

Who Will Benefit Most from This Book?

Business and HR Leaders.

About the author: Steve Cadigan is considered by many to be an expert in the future of work who brings winning insights from over thirty years of HR experience with industry titans like Google, Salesforce, The Royal Bank of Scotland, McKinsey, and the BBC, as well as venture capital firms like Andreessen Horowitz and Sequoia. Cadigan is renowned for leading LinkedIn’s first talent push and architecting its world-famous culture, now considered the gold standard.

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

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

The Future of Global Business: Dive into the 2024 Texas SHRM Global Business Conference

As the business landscape continues to evolve at an unprecedented pace, professionals are gearing up for the 2024 Texas SHRM Global Business Conference. Set to take place in Houston, this event promises to be a cornerstone for innovative strategies, networking, and professional development in the realm of human resources and global business management.

As businesses seek to navigate the complexities of international laws, cultural nuances, and technological advancements, this conference is an essential gathering point to exchange ideas and foster collaborations.

With a lineup of speakers who are thought leaders in their fields, participants can expect to delve into topics ranging from advanced analytics in workforce planning to the impact of artificial intelligence on global recruitment practices.

Networking opportunities abound, with scheduled meet-ups and social events that allow attendees to connect with peers, mentors, and industry leaders. Whether you're a seasoned executive or a newcomer to the field of human resources, the Texas SHRM Global Business Conference is the perfect venue to inspire and be inspired.

The Texas SHRM Global Business Conference is not just an event; it's a pivotal experience that will shape the future of how businesses engage with the global environment. Mark your calendars and prepare to be part of shaping the next wave of global business innovations.

For more information and to register, visit www.texasshrmglobalconference.org. Embrace the opportunity to learn, share, and grow at the 2024 Texas SHRM Global Business Conference. The future is here, and it's filled with potential.

1 More than 50 volunteers helped facilitate the SOAHR conference, in which 800+ business leaders participated. 2 Winners of the HR Excellence Awards were announced at SOAHR. Pictured are (left to right): David Rubinger, publisher of the Atlanta Business Chronicle; CHRO of the Year Jill Wilson, CHRO of Carter’s; and Jason Cline, CEO of SHRM-Atlanta. SHRM-Atlanta and the Atlanta Business Chronicle jointly produce the HR Excellence Awards. 3 SHRM-Atlanta Board of Directors member Emily Best (far left) moderated a panel discussion on Beyond 9 to 5: Modern Approaches to Workforce Scheduling, featuring from left to right: Cliff Corr, Vice President of Customer Success at Feathr, which operates on a four-day workweek; Ryan Marshall, Chief of Staff at staffing technology company Nowsta; and Rosalind Tucker, Managing Director of Georgia Commute Options. 4 SHRM-Atlanta partnered with Rise Against Hunger to offer an onsite meal kit packing

project at SOAHR.

5-7 More than 80 organizations hosted exhibits in the SOAHR Resource Partner Showcase. 8 Keynote speaker Khatdija Meghjani (right) kicked off SOAHR by introducing Dear World. Alongside Meghjani, LaTonya Bowden (left), Area Human Resources Manager for DHL Supply Chain, shared her process for distilling her story down to a key phrase. 9 The Dear World portrait experience involved telling your story through a key phrase or words written on your skin. 10 Individual portraits were then taken of attendees highlighting what Dear World calls “brain tattoos.” 11 Trust expert Yoram Solomon concluded SOAHR with his keynote about how HR professionals can close the “trust gap” between employees and managers, executives, and the HR department. 12 Fiona Passantino’s sessions on artificial intelligence for HR professionals were standing room only. 13 Atlanta Mayor Andre Dickens spoke to SOAHR attendees about the important role HR professionals play in the metro business community and the current state of the labor market and workforce development needs. 14 Attendees enjoyed “making their mark” on a coloring wall. 15 SHRM-Atlanta CEO Jason Cline (left) and Atlanta

Mayor Andre Dickens. 16 Communication

Skot Waldron

HIGHLIGHTS

1 Jillian Miles, emcee for the Alabama SHRM State Conference, with Yvonne Thomas, Director of the Alabama SHRM Conference, welcomed attendees. 2 The 2024 Alabama SHRM State Council 3 The 2024 Alabama SHRM State Conference Committee 4 Ben Eubanks was the opening keynote speaker. 5 Michael Puck, HR Innovation Fellow with UKG, spoke on “The ONE Thing that Changes Everything.” 6 Melissa Devore, past Director of the Alabama SHRM State Council, at the SHRM Foundation Exhibit. 7 Cassie Shropshire discussed “Psychological Safety in the Workplace.”

8 Dr. Kim Lafever with Athens State University and student attendees. 9 Tim Keck with SafeHaven Security presented ”Get LIVE De-escalation Seminar.” 10 Mike Perkins, President of Frontline Develop, discussed “The Whole of Government Tidal Wave.” 11 Pam Werstler, president of Acorn to Oak Consulting, spoke on “Dealing with Discord, Disputes and Dissention Mediation in the Workplace.” 12 Nikita McClain with Hayes Street Consulting presented “Beware the Tides of HR.”

May 8, 2024 Wednesday

8:00 a.m. to 4:00 p.m.

Union University

n coordination with

Join us for an informative day where we will HR topics

Carl Grant Event Center

1050 Union University Dr.

accommodations. Explore what constitutes a financial hardship and learn how to know when enough is enough.

HR Legal Case Studies An interactive discussion employment law cases and the application of relevant concepts and HR strategies.

Playing Twister: The Intersection of FMLA, Workers’ Comp Discover strategies for managing employee situations where multiple laws and regulations apply.

Get Out of Jail Free! Employment Law Game skills as you explore various key legal standards and principles on a wide spectrum of HR issues Test your understanding during this

Lunch is provided. Great door prizes.

Registration Fee: WTSHRM Members

REGISTER NOW!

The registration deadline is You may pay by check or credit card. This program has been approved for 6 recertification credit hours through HRCI and SHRM.

1 WTSHRM 2024 Board of Directors (L-R) Trhea Nixon, Loni Mantooth, Tracey Mebane, Janice Shipman, Dr. John Carbonell, Jennifer Howell, and Brian Forbis 2 Dr. John Carbonell, Chair of the 15th Annual WTSHRM Human Resources & Employment Law Spring Conference, welcomes attendees. 3 Jennifer Howell, conference chair provides a preview. 4 Fran Burton, SHRM Foundation Chair, explains the chapter fundraiser for the conference. 5 Geoffrey Lindley was the opening speaker. His topic was “Checkmate! HR Legal Cases.” 6 Meredith Maroney and John Burleson presented “Do Not Pass Go: Harassment in the Workplace.”

Join us for an informative day where we will including:

Do Not Pass Go: the laws that protect employees from all forms of harassment. Legal guidance on how to respond to employee claims of harassment.

Solving the Puzzle of

Learn how to engage with employees to make reasonable accommodations. Explore what constitutes a financial hardship and learn how to know when enough is enough.

HR Legal Case Studies An interactive discussion employment law cases and the application of relevant concepts and HR strategies.

Playing Twister: The Intersection of FMLA, Workers’ Comp Discover strategies for managing employee situations where multiple laws and regulations apply.

Get Out of Jail Free! Employment Law Game skills as you explore various key legal standards and principles on a wide spectrum of HR issues interactive game!

Lunch is provided. Explore our showcase of HR

CONGRATULATIONS TO Cassie Williams,

SHRM-CP and PHR

Cassie attended HR Professionals Magazine Online SHRM Certification and HRCI Certification classes. She is the only student who has received double certifications.

Cassie Williams is an accomplished Human Resources professional from Gonzales, Louisiana. She began her journey with GeoSurfaces in 2019 and expanded her role to the sister company, GeoSport Lighting, in 2021. With a keen eye for detail and a passion for efficiency, Cassie has developed systems and processes to manage the rapid growth within both companies. Her extensive background spans a variety of roles with previous companies, from outside sales to executive office management, which has equipped her with a comprehensive skill set that bridges the gap between upper management, co-workers, and clients. Cassie's expertise in human resources encompasses recruitment and staffing, employee relations, and employee engagement. She also collaborates closely with the Safety Manager to foster a safe working environment, actively promoting safety programs and procedures. Her recent achievements include earning the SHRM-CP and PHR certifications, which have further enhanced her ability to perform her role with greater knowledge and efficiency. An active member of the Greater Baton Rouge SHRM Chapter, Cassie is looking forward to the 2024 GBR SHRM Conference, where she aims to refine her skills in human resource management, best practices, leadership, and industry trends. Her dedication to continuous learning and professional development underscores her commitment to excellence in her field. In addition to her HR responsibilities, Cassie passed the Louisiana Notary exam and obtained her Notary Commission in 2019. She serves as the Notary for the Baton Rouge GeoSurfaces and GeoSport Lighting locations, demonstrating her versatility and dedication to providing comprehensive support to her colleagues. Cassie Williams exemplifies the qualities of a well-rounded and dedicated HR professional. Her diverse background, continuous pursuit of professional development, and commitment to fostering a safe and engaging work environment make her an invaluable asset to GeoSurfaces and GeoSport Lighting.

SHRM-Memphis Executive Roundtable Meeting

May 9, 2024 | Hilton Operations Center

The SHRM-Memphis Executive Roundtable on May 9 featured an impressive panel on the state of workforce development in Memphis. The panel discussed what is preventing Memphians experiencing poverty from accessing and retaining living- wage jobs.

Panelists included:

Jared Barnett, CEO of Slingshot  and author/researcher of  MemWorks, a research collaboration between MDRC, a premier national research and policy institution, and Slingshot Memphis, a local poverty-fighting center of influence that is helping enhance employment outcomes for people experiencing poverty in Memphis.

Mark Sturgis, CEO of Seeding Success

Mark Sturgis is the founder and CEO of Seeding Success, a national exemplar of collective impact in Memphis, TN. Mark has helped lead the transformation of the education system in Memphis over the last decade and pushed for innovation in the collective impact sector nationally. Mark is a community organizer, educator, researcher, and father. The work of Seeding Success and the national initiatives he is involved in are focused on structural solutions that create greater opportunity and equity for children and families.

Jamilica Burke,

Chief Strategy & Impact Officer for Seeding Success

She has led the work of developing the ambitious  More for Memphis Plan, a comprehensive, community-developed blueprint for improving the long-term quality of life of Memphis and Shelby County residents which includes initiatives in workforce development. Seeding Success has partnered with a national foundation, Blue Meridian Partners, a pioneering philanthropic model for finding and funding scalable solutions to the problems that limit economic and social mobility, on the More for Memphis plan.

1 (L-R) Diane Heyman, Chair of the SHRM-Memphis Executive Roundtable; Farrah Brown, Sr. Director, Learning & Development at Hilton; Austin Baker, CEO of HRO-Partners. 2 Dr. Kathy Tuberville, with the University of Memphis Department of Management and the Fogelman Women in Leadership Program. She is also the Chair of the Tennessee SHRM Conference, which will be in Memphis August 25-28. She presented a preview of the conference. 3 (L-R) Panelists included (L-R) Mark Sturgis, Jamilica Burke, and Jared Barnett. Meg Crosby, Co-Founder & People Strategist at PeopleCap Advisors, moderated the panel discussion. 4 Some of the members of the SHRM- Memphis Executive Roundtable.

2024 SHRM Georgia State Conference & Expo

Paris Landing State

The Lodge at

Paris Landing State Park

1 Peter Voss, 2024 Chair of the TPMA Conference, welcomes attendees. 2 Members of the Tennessee National Guard out of Paris presented the colors. 3 Kathy Ray, mayor of Paris, TN, welcomed the TPMA Conference attendees. 4 The award-winning Madrigals from Henry County High School under the direction of Deanna Cook performed the national anthem. 5 Cynthia Thompson, Editor | Publisher of HR Professionals Magazine, was the opening keynote speaker. Her topic was “Designing Your Leadership Legacy.” 6 Elisha Hodge discussed, “Public Sector Engagement.” 7 Richard Stokes, Past President of TPMA, with 2024 TPMA president, Janet Southards. 8 Fred Bissinger, attorney with FordHarrison, presented “Navigating Difficult Disability Issues in 2024.” 9 Dr. Monty Burks with the University of Tennessee discussed “Moving in Open Space: I Can Because You Did, I can Because He Did.” 10 Mark Morgan, CEO of Sherrill Morgan, spoke on “TPMA Annual Benefits Survey Results.” 11 Peter Voss, TPMA Past President and 2024 Conference Chair, with Ted Archdeacon. 12 The Wednesday evening social event at the Lodge at Paris Landing. 13 Members of the 2024 TPMA Board of Directors 14 The famous Eiffel Tower in Paris, Tennessee.

To Register visit our website at https://tpma27.wildapricot.org

EMPLOYEE ENGAGEMENT IS AT A RECORD LOW

But did you know? Career development is the single biggest factor in employees’ mental well-being.

Invest in your own professional growth while improving workplace culture for ALL at the SHRM Annual Conference & Expo.

With programming like:

• Becoming a Strategic Leader, Thinker & Value-Adder: The Role HR Must Play in Organizational Strategy

• Mastering the Future: Eight Shifts Every HR Leader Needs to Make Before 2030

• Go Beyond Engagement: Cultivate a Happy and Fulfilled Workforce

REGISTER TODAY

shrm.org/shrm24-june Can’t make it to Chicago? Buy a virtual-only pass.