FORWARD HR SPRING 2025 MAGAZINE

SPRING 2025

WI SHRM State Director Jeff Palkowski, MHRM, SHRM-SCP, PHR, PMQ statedirector@wishrm.org WI SHRM Secretary & forwardHR Editor Jennifer Jirsa, SHRM-SCP, PHR secretary@wishrm.org

Workforce Readiness Partner

Legislative Partner

04 | STATE DIRECTOR: Jeff Palkowski

WI SHRM Administration wishrm@morgandata.com

06 | 2025 STATE CONFERENCE KEYNOTE SPEAKERS

10 | CEO SPOTLIGHT: Ben Eubanks

SHRM Members & Community Director

12 | LEGISLATIVE PARTNER

Heather Merrick, SHRM-SCP heather.merrick@shrm.org

Employees Need Only Show “Some Harm” Under Title VII

14 | STUDENT PERSPECTIVE

Navigating the Future of HR

SHRM Member Engagement shrm.memberrelations@shrm.org

18 | RECOGNITION PARTNER

What does recognition look like? 5 Top Trends for 2025

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20 | WORKFORCE READINESS PARTNER Maximizing In-House Learning

22 | SELF FUNDING PARTNER Maximizing Savings & Care

Published by AJS Designs ajsdesigns.net ann@ajsdesigns.net

24 | INCLUSION AWARD Inclusion Matters!

26 | COMPLIANCE PARTNER Layoffs are Hard: Building back team morale may be harder

Publisher, Editor & Graphic Designer Ann Shultz

28 | EMPLOYEE BENEFITS PARTNER Direct Primary Care

30 | LEADERSHIP DEVELOPMENT PARTNER Inspire with Influence, not Power

32 | 2025 HR STUDENT SUMMIT AT UW-WHITEWATER

State Director

As we discuss new opportunities, you are experiencing one by reading our newly reformatted forwardHR digital magazine. While the “official publi- cation of the Wisconsin SHRM State Council” has existed since 2011, in 2025 we are taking the publication to a fully digital format. This allows us to provide the following: • More targeted content • Continue to provide our valuable WI SHRM partners with a platform to share their industry expertise • Allow readers to share our publications via email and social media easily • An environmentally friendly format • Cost-savings to allow us to allocate savings to other offerings We hope you enjoy our updated publication and welcome any feedback you may have. Another new opportunity and offering that Wisconsin SHRM State Council offered earlier this year was our inaugural partnership with the HR Conference Cruise. Joining our fellow state councils in Illinois, Indiana, and Michigan, the HR Conference Cruise provided attendees with 15 hours of professional development and recertification credits combined within a 5-night Caribbean cruise. This unique concept brought attendees from not only our four Midwest states but also attendees from across the country to network with industry expert speakers and other HR professionals.

BY JEFFERY C. PALKOWSKI, MHRM, SHRM-SCP, PMQ, PHR

hile I am not one to make the typical “New Year’s resolutions,” I see each day as a new opportunity to find ways to be better and more effective

than I was the day before. Each of us approach- es new challenges and opportunities in our own ways to determine how to move forward. I want to take a moment to address several new oppor- tunities that lie ahead of us for our profession and association. Before we get started, let me introduce myself. My name is Jeff Palkowski, and I am proud to serve you this year as your Wisconsin State Council SHRM State Director. In my role, I have the honor to work with a team of committed SHRM Volunteer Leaders at the State Council and Chapter levels to support our nearly 6,000 SHRM members in Wisconsin and the statewide human resources community. While not new to the Wisconsin SHRM State Council, and I am new to my role, I look forward to helping energize our volunteers to achieve more tremendous success and achievement for our organization.

I have the honor to work with a team of committed SHRM Volunteer Leaders at the State Council and Chapter levels to support our nearly 6,000 SHRM members in Wisconsin and the statewide human resources community.

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HR Conference Cruise aboard the Royal Caribbean’s Explorer of the Seas March 16-21, 2026

SHRM Annual Conference San Diego, CA June 29-July 2, 2025

WI SHRM Volunteer Leader Conference Oshkosh, WI August 2025

So, as you can see, there are plenty of new opportunities for each of us to make strides toward our personal and professional goals, create new networks for support and inspiration, and continue to create better work- places for a better world. If you want to join us on this journey as a chapter member, volunteer, sponsor, or speaker, please visit wishrm.org or contact me directly at StateDirector@ wishrm.org.

In 2026, Wisconsin State Council SHRM will again partner with the HR Conference Cruise for a 5-night cruise aboard Royal Caribbean’s Explorer of the Seas. The dates are March 16-21, 2026. For more information, please visit hrcruise.com. In addition to these new offerings, for the remainder of the year you can ex- pect some of the familiar HR events that WI SHRM has been recognized for as a leader in providing, including our WI SHRM Volunteer Leadership Conference in Oshkosh for Council and Chapter volunteer leaders (Au- gust) and our WI SHRM State Con- ference in the Wisconsin Dells (Oc- tober). Our State Conference theme is “Next Generation of Work” and will feature keynote speakers, concurrent sessions, and content to help us all with our industry’s challenges. At the national level, SHRM will host its Annual Conference in San Diego from June 29 to July 2, 2025. If you are attending, please join us for a networking reception on June 29, 2025, hosted jointly by Minnesota State Council SHRM and Wisconsin State Council SHRM. More information will be shared shortly.

WI SHRM State Conference Next Generation of Work Wisconsin Dells, WI October 2025

What new opportunities will you experience this year?

Jeffery C Palkowski, MHRM, SHRM-SCP, PMQ, PHR

Jeff has been an active member of SHRM since 2003. In addition to serving as State Director, Jeff is a SHRM Foundation Leadership Circle Member and State Council/Chapter Ambassador. He has also served as a SHRM Annual Conference Influencer since 2019.

WI SHRM 2025 State Conference Speakers

2025 State Conference Keynote Speakers

Conference FAQs • FAQs and Cancellation Policies

Attendee Registration • Registration Fees

Thursday, October 9, 2025 // 7:45 a.m. – 9:15 a.m.

• Activities • Volunteer

CHERI TREE

Conference at a Glance • Conference at a Glance • Session Descriptions PDF • Handouts - available in the app • Keynote Speakers • Preconference Speakers • Download the Conference App - Apple • Download the Conference App - Droid • App Web URL for Laptop Become a Sponsor, Exhibitor, Advertiser • Advertise • Exhibit • Sponsor

“Make People Matter - Unlocking the Secret to Maximizing Human Potential” You’re invited to an unforgettable key- note that will redefine how you lead your people strategy in an increasingly AI-driven, fast-evolving workplace. In “Make People Matter – Unlocking the Secret to Maximizing Human Poten- tial,” global thought leader and Found- er & CEO of Codebreaker Technologies, Cheri Tree , introduces a transfor- mative approach rooted in the BANK methodology—an innovative people science that combines behavioral psy- chology, emotional intelligence, and cutting-edge AI to revolutionize connection and communication in the workplace. This experience is designed for forward-thinking HR professionals who don’t just want to adapt to the future of work but shape it by putting people first. In align- ment with this year’s SHRM Conference theme, “Next Generation of Work,” centered around Innovation, Navigation, Automation, and Collaboration, this keynote delivers actionable strategies and powerful insights that will equip you to lead with authentic- ity and empathy—without losing pace with rapid technological change. By attending this session, you will discover how to: • Decode personality in less than 90 seconds to dramatically improve hiring accuracy, employee engagement, and internal communication. • Build more inclusive, values-driven teams by understanding what truly drives and motivates each individual—beyond job titles and resumes. • Leverage Codebreaker AI to support smarter talent development while keeping empathy, trust, and belonging at the core of culture. • Navigate generational shifts and hybrid workforces with relationship intelligence that honors individuality and fosters genuine collaboration. • Align people with purpose—even as you deploy automation and digital tools—by ethically integrating tech and human behavior science.

Registered Exhibitors

Become a Speaker • Speaker RFP • Become a Preferred Provider Hotel, Travel & Directions • Accommodations • About Wisconsin Dells • Directions • Kalahari Convention Center Map Contacts • Conference Committee • Volunteer for the 2025 Committee Conference Location Kalahari Resort 1300 Kalahari Drive Wisconsin Dells, WI 53965

BANK equips today’s HR leaders with the technology and people skills required for tomorrow’s demands, ensuring the heart of business stays human. In a world where artifi- cial intelligence is advancing faster than ever, this keynote is your blueprint for deeper connection, faster innovation, and a workplace where people are seen, heard, and valued.

Thursday’s Keynote Sponsored by UKG

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Friday, October 10, 2025 // 8:15 a.m. – 9:45 a.m.

JEFF BUTLER

“Leading in Times of Uncertainty - Building an Effective Multi-Generational Workplace”

Jeff Butler is our Friday morning keynote and will present “Lead- ing in Times of Uncertainty - Building an Effective Multi-Genera- tional Workplace.” Jeff will share insights gained through years of research, blending two presentations into one for WISHRM. He will share how the human psyche handles change and how you as a leader can adapt to change while also ensuring you’re not creating setbacks. Backed by a decade of psychological research, Jeff shares in- sights about motivations, differences, and communication styles of the four generations all working within your organization. Through this program you’ll find specific actionable strategies to manage your cross-generational challenges and turn your multi- generational workforce into a competitive advantage.

Jeff Butler is an author and workplace strategist who explores what organizations need to do to navigate uncer- tainty. His experience spans over 40 industries in four continents on how different cultures and employees interact with each other. He studies common threads of behavior in industries such as IT professionals, underground utility workers, police officers to clothing retail chains. In addition, Jeff has also worked with various Fortune 500 compa- nies to my and pop shops. His ideas have made it to TEDx twice, appeared in dozens of media outlets including two books on human behavior: The Authentic Workplace and The Key To The New You . Currently, he lives in Dallas, Texas as an out of place Californian.

WI SHRM 2025 State Conference Speakers (cont.)

OBJECTIVES:

Friday, October 10, 2025 // 12:30 p.m. – 1:30 p.m.

1. Having a Vision Often we think about what we truly want to achieve but we must have the Vision within ourselves, to live it, to breathe it, to read it and to focus on it so everything we do is in alignment with making our Vision become a reality. 2. Our Mindset If our mindset isn’t strong we will constantly let life’s circumstances dictate how we respond. But when we flip that upside down we learn that we cannot control what happens to us but we can control how we react. A positive focused Mindset is the most powerful tool for one’s success. 3. Sense of Urgency We often talk about the things we are going to do and accomplish. We talk about starting “tomorrow” or “someday.” It’s the start that stops most people. But the fact is tomorrow is not guaranteed and success is never convenient. It will never be the perfect time to start. It’s about creating it. David is a retired New York State Police Captain after 22 years of service. He ran all State Police operations for the County of Westchester NY, averaging approximately 400- 500,000 911 calls a year. David was the New York State Trooper of the Year in 2003 followed by New York State Police Investigator of the Year in 2007. David was also a first responder at Ground Zero on 09/11 where he spent weeks working in New York City. While working full-time with the NY State Police, David also built a million-dollar international direct sales business with Beachbody, lead- ing a team of 1,400 people today. Through his success both in law enforcement and business, David became a Keynote Motivational Speaker presenting to groups of a few hundred people to over 20,000 people in the NFL Su- per Dome in New Orleans. David published his first book The Leveled Up Life , is the creator of The One Decision Away Philosophy and host of the Personal Perseverance Project Podcast . Most importantly David is a husband and a father to his three daughters.

DAVID ATKINS

One Decision Away #NoExcuses – Break Through Fear and Adversity to Play a Bigger Game in Business and Life

Have you noticed Fear, Adversity, Mindset and Excuses to name a few are often the difference makers for those that are truly successful and those that aren’t?

We all face them each and every day, but a select few know how to overcome them.

So how do you overcome these obstacles that we all face every single day both personally and professionally?

You teach your organization a model that speaks to their inner core, mindset and thought process to breakthrough these barriers.

That’s where David comes in. The “One Decision Away” Philosophy.

Friday’s Keynote Sponsored by Anthem

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CEO Spotlight

Background + Experience Your career spans over 13 years as an analyst and researcher in HR and talent technology. How has your journey shaped your understanding of what constitutes a winning culture in organizations? I will have to admit that I had the ad- vantage early on of working in compa- nies with both incredible and terrible cultures. Those experiences provided a set of guardrails that helped me to know where to go, what to do, and how to treat people from my earliest career experiences. Since stepping into the analyst/re- searcher role, I have the opportunity to use actual data and research to help elaborate on what creates an incredible, supportive, and winning culture. For instance, our data on more than 5,000 workers over the past few years shows that when a company (and an em- ployee’s direct leader) make them feel accepted, respected, and appreciated, that person is more likely to stay in their job, feel like the company is transparent and honest with them, and tell others about the incredible employer they work for.

group of people.” I choose the second one because it filters through how I treat my team and the culture we cre- ate together. Technological Influence: Your book “Artificial Intelligence for HR” discusses making work more human with AI. How do you see AI contributing to

Those things make sense logically, but when you can show up to an executive meeting with actual data to back that up, it’s a lot more powerful for getting buy-in and support for your ideas and initiatives as an HR leader. HR Leadership As the Chief Research Officer at Light- house Research & Advisory, what are the key elements you believe are essential in leading a winning culture within an organization? I realized early in my career just how hard it is to lead a team and do it well. I love theresearch work that I get to do, but the part where I’m leading others is probably the most difficult part of my job. Interestingly enough, it can also be the most rewarding. I love encouraging others, casting a big vision for the future and how we are impacting those around us, and aligning work tasks to the strengths of the team around me. Bottom line: as a leader I can either say “I have to work with others to get my job done” or I can say “it’s a blessing to be able to work with such an incredible

building and sustaining a winning culture in the workplace? AI has the potential to radically improve how we support and serve our workforce, but stories abound in the

news about rogue chatbots, inhuman automation experiences, and other negative pieces. When we as HR leaders educate our- selves on how AI works and what it can do, then we can use it to actually see and understand each of our people at a deeper level. Our team just finished putting together a two-hour digital training class on AI Applications in HR to help HR leaders, and HRCI actually

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Lance Sapera , a talent acquisition leader with experiences at a range of fast- growing organizations, rec- ommends that to speed up hiring and make it more predictable, we need to lean into hiring internal candidates, referrals, and silver medalists (those people who make it to final interviews but don’t get the job).

supported Business credits for the course because they see that this isn’t an “HR activity” but a true “business enabler” if we can get it right. Podcast Insights From your podcast “We’re Only Human,” what are some key lessons or insights you’ve gathered that might be useful to our readers? I remember getting interested in pod- casts earlier in my career when I was commuting about 30-40 minutes each way to work. A friend called it “auto- mobile university,” because you could learn nearly anything while riding in your car from one place to another. Then, in 2016, I began my own podcast and called it “We’re Only Human” for

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The future of HR is a bright one based on the evidence and trends our re- search team are watching. It’s up to the HR community to step up, take the lead, and contribute mightily to the needs of the workforce and to the business itself.

There are so many others, but I highly recommend that HR leaders listen to at least a few podcasts because it helps them to stay sharp and get new ideas, and best of all, it’s free! Future of HR Looking ahead, how do you envision the future of HR and its role in developing and sustaining winning cultures? The demand has never been higher for forward-thinking, agile HR leaders that want to use culture as a tool to grow the business and maintain a competitive advantage when hiring/ retaining talent. Our research shows there are five key drivers that indicate a higher demand for engaged and dynamic human re- sources professionals. Some of those include: • AI is all the rage, but work is still fundamentally a human thing • Organizational agility comes down to people and change, and those are our superpowers • Talent is at the top of every CEO’s list of risks and concerns for the business

Ben Eubanks

Ben is the Principal Analyst at Lighthouse Research & Advisory, a human capital management research and advisory services firm. Lighthouse supports HR, talent, and learning leaders across the globe by offering research-based insights on technology, innovation, and strategy. He is a highly sought after speaker with dozens of events to his credit, and the research his team produces at Lighthouse is known throughout the industry. Ben is also the host of We’re Only Human, a podcast dedicated to exploring the intersection of people and technology at work. We’re Only Human is one of the featured syndicated shows on HR Happy Hour, the world’s largest and longest-running HR podcast network.

two reasons: first, HR supports the human work within the business, but also because we’re human, too, and we don’t always get it right the first time. I’ve had hundreds of guests over the years, but a few that stand out to me:

Kellee Webb , a nonprofit CHRO from Houston shared how to grow an HR team as you grow the busi- ness, and her approach into how to align employee strengths with the workload was so insightful.

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Legislative Partner

BY STORM LARSON

I n 2024, the U.S. Supreme Court ruled in Muldrow v. City of St. Louis, Missouri, 601 U.S. 346 (2024) that plaintiffs need only show “some harm” in the workplace to state a claim for employment dis- crimination under Title VII. Since that time, lower federal courts have been deciding cases which apply this new standard. Recently, the U.S. Court of Appeals for the Seventh Circuit (which covers Wisconsin, Illinois, and Indiana) decided Thomas v. JBS Green Bay, Inc. and held that an employee alleged enough to show that his employer may have violated Title VII. In that case, Miko Thomas sued his em- ployer, JBS Green Bay, Inc. (“JBS”), and alleged that it discriminated against him because of his color. Among his allegations were that JBS delayed his training on a particular machine, de- nied him vacation while granting va- cation requests to other workers, and that JBS transferred him to a different shift while knowing that the transfer would cause him difficulty with raising a young child. The trial court original- ly dismissed Mr. Thomas’s complaint because it found that these types of actions were not sufficiently serious to allege a violation of Title VII.

Mr. Thomas appealed that dismissal and the Seventh Circuit reversed the trial court’s decision. The Seventh Circuit held that the standard an- nounced in Muldrow does not require Mr. Thomas to show that any alleged harm he suffered was significant. Ac-

The U.S. Court of Appeals for the Seventh Circuit (which covers Wis - consin, Illinois, and Indiana) decid - ed Thomas v. JBS Green Bay, Inc. and held that an employee alleged enough to show that his employer may have violated Title VII.

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cording to the Seventh Circuit, all Mr. Thomas had to do was show that he suffered a disadvantage that was not suffered by others of a different color regardless of whether the disadvan- tage was severe or substantial. As the court recognized, delaying training can result in delayed promotions and denying preferred vacation requests can make vacation more uncomfortable if it is not granted at the employee’s preferred time. These sorts of alleged injuries were sufficient, if true, to constitute a violation of Title VII. This case shows that courts are open to a variety of different ac- tions in the workplace which can constitute a violation of Title VII if those actions are taken on the basis of an employee’s protect- ed trait (race, color, sex, national origin, religion, gender identity, and sexual orientation). State and local laws also include addi- tional protected traits beyond these listed which are the ones protected by Title VII. Employers must therefore be careful to always base decisions on neutral criteria which are unrelated to protected traits.

Storm Larson

Storm is an attorney at Boardman Clark where he counsels and litigates on behalf of employers in all aspects of employment law. Storm also routinely presents in front of HR audiences across the state of Wisconsin.

2025 WI SHRM State Conference October 8 – 10, 2025

Get ready to join your HR peers for a fantastic learning and networking experience. The Wisconsin SHRM Conference is coming to the Kalahari Resort and Conference Center in Wisconsin Dells from October 8 to 10! The theme of this year’s conference is the Next Generation of Work: Innovation, Navigation, Automation, Collaboration. Save the date now and get ready for: • Amazing speakers: Three keynotes

• Valuable education sessions: 60+ breakouts • Fantastic entertainment: Dueling Pianos! • A lively Exhibit Hall: 130+ exhibiitors

You’ll also enjoy the opportunity to connect with peers and grow your HR network. The conference will be at the beautiful Wisconsin Dells Kalahari Resort & Conference Center and will also be online. Watch for conference and hotel registration information to arrive soon! Check the conference Home Page and follow WI SHRM on social media for the latest updates.

Student Perspective

law, and practical HR management is more dynamic, and more crucial, than ever before. While this article highlights connections between my coursework and conference sessions, the networking connections I made as a conference attendee were just as valuable.

s a strategic human re- source management MBA student with a freshly minted SHRM-CP cer-

knowledge I had crammed for my certification exam translate to the re- al-world challenges HR professionals face today? Would my employment law class discussions align with what industry leaders were saying? As I discovered throughout this enlight- ening day, the intersection of policy,

tification in hand, I approached the recent, WI SHRM Workplace Policy Conference with both excitement and curiosity. Would the theoretical

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The Changing Landscape of HR Policy The conference opened with remarks from Jay Stephany , WI SHRM Legisla- tive Director, who emphasized some- thing that would become a recurring theme throughout the day: regardless of which political party holds power, HR’s fundamental purpose remains serving employees, organizations, and society. This non-partisan ap- proach to workplace policy struck me as particularly important given the current political climate and the sig- nificant changes happening with the new administration.

Preparing for an Era of Legal Uncertainty The legal update from Bob Gregg and Storm Larson from Boardman Clark LLP was perhaps the most directly ap- plicable to my employment law class. Their analysis of recent strange but in- structive cases (like the manager who “intended to fire” an employee but forgot) highlighted how easy it is for organizations to find themselves in le- gal hot water despite good intentions. Their warnings about the current administration’s potential impact on employment law enforcement is important. As government agencies potentially scale back enforcement activities, they predicted increased lit- igation and costs for employers. This creates an environment in which hu- man resources professionals must be even more vigilant about compliance, despite potentially receiving less guid-

es influence workplace policy helped crystallize concepts I’d been grappling with in my coursework. Given the flur- ry of executive orders from President Trump since his January inauguration, understanding these checks and bal- ances feels particularly relevant to my future HR career. Many states are already pushing back against some of these orders, creating a complex patchwork of compliance requirements that HR professionals must navigate. As HR professionals, we must understand the importance of these processes, as they directly shape workplace policies. When Emily discussed SHRM’s six pillars - work- force development, workplace inclu- sion, flexibility and leave, immigration, governance, and healthcare - I recog- nized many topics from both my certi- fication studies and various HR cours- es in my MBA program. Yet hearing how these areas are actively being shaped by current legislative priorities gave me a more nuanced perspective.

ance from regulatory agen- cies. Points made reinforced a crucial lesson from my

Jesus Villa

Emily M. Dickens , Chief of Staff, Head of Government Affairs and Corporate Secretary for SHRM delivered the first keynote, and her presentation on “Civics, Policy, and Compliance for HR Professionals” immediately resonated with what I’ve been studying in my em- ployment law class. Her breakdown of how our government’s three branch-

Bob Gregg

Emily M. Dickens

Student Perspective (cont.)

SHRM-CP studies and MBA HR cours- es: HR must remain focused on legal compliance regardless of political or cultural trends. As Storm empha- sized, “The laws have not diminished or gone away.” The next session addressed practical applications in Wisconsin employment law. During my SHRM-CP preparation, I studied federal requirements exten- sively, but this session highlighted how state laws often provide additional protections or have subtle differences that can create compliance challeng- es. Their emphasis on clear documen- tation for policies - particularly re- garding fringe benefits like vacation pay - aligns perfectly with what I have learned in my HR classes. The impor- tance of “clear, concise, and complete” policies cannot be overstated in pre- venting disputes and litigation.

the emerging apprenticeship models in non-traditional fields like HR spe- cialist (18 months) and early childhood education (24 months). These insights connect directly to topics covered in my SHRM-CP materials and talent manage- ment class, but with practical applica- tions I hadn’t considered before. Reflection: Navigating Uncertainty with Knowledge and Agility As I reflect on the conference, I am able to confidently affirm that the con- tent discussed complemented my ac- ademic studies, MBA coursework, and SHRM-CP preparation. The speakers

brought these concepts to life with real-world examples and current chal- lenges. The sessions reinforced that HR professionals must be prepared to adapt quickly to changing regulations while maintaining focus on core prin- ciples that transcend political shifts. As Emily Dickens emphasized, SHRM is committed to “policy, not politics,” ad- vocating for workplace practices that benefit both employers and employ- ees regardless of which party holds power. Successful HR professionals must be both compliance experts and strategic partners, helping organiza- tions navigate complex regulatory re- quirements while creating workplaces that attract and retain talent.

Finally, Chuck Olson ’s session on innovative apprenticeship programs offered a forward-looking perspective that complemented the compliance-fo- cused presentations. As someone pre- paring to enter the workforce devel- opment side of HR, I was fascinated by

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As the landscape continues to evolve with new technologies, changing workforce expectations, and shifting political prior- ities, I’m grateful for my MBA program, SHRM-CP preparation, and the insights from experienced professionals at this con- ference. Together, they’ve provided me with tools to approach HR not just as a set of rules to follow, but as a dynamic practice

that helps organizations and employees thrive even in uncertain times. I’m incredibly excited to apply all the knowledge I’ve gained from the conference, my SHRM- CP certification prep, and my MBA program in my full- time role after graduation. And that, perhaps, is the most valuable lesson of all.

Prachi Garg, SHRM-CP

Prachi is a second-year MBA student at the Wisconsin School of Business, specializing in Strategic Human Resource Management.

Recognition Partner

BY JOSEPH CULL

With demands for more timeliness, personalization, and day-to-day incorporation, employee recognition continues to prove itself an invaluable business strategy in 2025. Here’s a look at 5 emerging trends for this year.

1. Real-time feedback Saving all recognition for a formal an- nual event is going out of style. While formal award ceremonies still have their place, employees want more immediate praise for a job well done. By giving more timely recognition, managers and business leaders show they are present and genuinely appreciative, instead of checking off a box once a year. The employee, in turn, gets that immediate satisfaction and confirmation of their value to the company.

2. Frequent recognition Recognition has not only gotten more immediate, it’s becoming more fre- quent. Gone are the days of awarding employee tenure in multiples of five or ten years, nearly half of us employees (48.4%) Have been at their jobs either less than a year (22.2%) Or more than 10 years (26.2%). The average tenure for us employees is 3.9 Years. This all signals that during an employee’s first 10 years, the company must make a strong effort to ensure its employees

want to stay. Instead of waiting to award employees for their service, more companies are opting to use a 1 year, 3 year, 5 year, 7 year, 10 year frequency, or even honor every year of employment! When sourcing these awards, it’s reassuring to have a custom award specialist in your corner. With over 55 years of expertise, Royal Rec- ognition is committed to creating the unique, high-quality employee awards people treasure. 3. Gamification Gamification is a recognized way to boost engagement, as it spurs com- petition and makes tasks more enjoy- able and rewarding. Often seen as a marketing technique to drive audience engagement, more companies are applying gamification tactics to their recognition programs. This may include establishing a points system, lead- erboards, challenges, and of course, rewards. Gamification can boost mo- rale and foster team camaraderie as employees work towards their goals. Add an extra bit of friendly competition by keeping these awards visible, not just in the workplace, but wherever the employee goes!

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4. Personalization An ongoing trend is tailoring awards as much as possible to the recipient. This is a tough balance to strike, as re- wards should be of equal value among employees. Some companies fall into the giftcard trap, with the intention that the employee can buy whatever they want for themselves. However, this comes off as cold, has little impact, and is usually spent on ordinary ex- penses. In order to award consistently yet personally, it’s more advantageous to combine personal notes and shout outs with a more formal award that has customization options. 5. Team oriented recognition According to the us department of labor, 67% of the american workforce

is either generation x (31%) or a millennial (36%). Generation Z (18%) has now overtaken baby boomers (15%) in their share of the workforce. As these demographics shift, so do employee values. Millennials and Gen Z’ers tend to value shared success. By recognizing team efforts, companies can help build unity, morale, and a sense of purpose among their employees. This all contributes to a strong and collaborative workplace culture. With demands for more timeliness, personalization, and day-to-day in- corporation, employee recognition continues to prove itself an invaluable business strategy.

Joseph Cull

Joseph Cull with Royal Recognition, Inc. is one of the founders of the company (Since 1983). Born and raised in Wisconsin and proud of his midwestern values. He has been passionately providing recognition solutions to his clients and partners for over 40+ year. Royal Recognition has been nationally recognized as one of the Top Service Award Providers in the country on numerous occasions. Providing recognition solutions, corporate apparel and promotional programs and on the spot recognition programs to over 1500+ companies worldwide with distribution in over 84 countries.

Let’s make something special

www.royalrec.com sales@royalrec.com 800-756-9122

Workforce Readiness Partner

BY SARA MACKEY

Here are some in-house training and/ or engagement strategies to consider:

on financial wellness, healthy living, or hobbies like digital photography, woodworking or starting a TikTok account can create excitement. Con- sider tapping into your employees’ talents—maybe someone is a fitness coach, a savvy social media guru, an expert in investing, or a talented bak- er. Build confidence in employees and camaraderie among colleagues by giving them a platform.

If you’ve read our articles in past For - ward HR publications, you know we take pride in offering affordable and impactful corporate training solutions. We also understand that hiring an out- side consultant isn’t always feasible. That’s why we want to be a resource, providing creative and cost-effective ways to retain employees while keep- ing them engaged, learning, and con- nected.

Lunch-and-Learn with a Twist

Not all employees will sacrifice their lunch hour for extra training—but what if the topic were something they’d pay to learn on their own? Hosting informal, engaging sessions

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6 Creating a Culture of Learning— Without Breaking the Bank Investing in your employees doesn’t have to be expensive—just intention- al. Implementing these in-house train- ing strategies will boost engagement and create a workplace where em- ployees feel valued, empowered, and eager to grow. So, what will you try first?

An outside speaker can still be an op- tion for work-related topics without a hefty price tag. Local business leaders or even seasoned employees with- in your company can provide fresh insights. When employees feel their company cares about them as peo- ple—not just workers—it builds trust and connection.

For example, a long-time customer service representative might share techniques for de-escalating difficult situations, or a production supervi- sor could discuss successful efficien- cy strategies. These sessions help break down silos and promote knowl- edge-sharing across departments. Fun and Competitive Want to spark engagement? Turn learning into a game! Create trivia challenges based on company his- tory, industry trends, or even em- ployees’ fun facts. Offer small in- centives—gift cards, a book, even a traveling trophy—to keep the com- petition exciting. Gamify Training: Make Learning A fun example: Start a “Mystery Ques- tion of the Week” contest where em- ployees submit answers, and the prize pot grows until someone gets it right. A little friendly competition can drive interest and participation, whether work-related or just for fun. 4

Cross-Training: A Win-Win

for Employees and Employers

Cross-training isn’t just about oper- ational efficiency; it empowers staff, broadens their career perspectives, and strengthens team resilience. Employees who understand differ- ent roles within the company are more engaged, adaptable, and better equipped to collaborate across de- partments. Try implementing job-shadowing days where employees spend a few hours learning a colleague’s role. This ex- pands their skill set and fosters appre- ciation for each other’s contributions. Internal Expert Talks: Learning from Your Own Talent Every company has hidden experts— people who have spent years mas- tering their craft but rarely get the chance to share their insights. Host- ing internal “TED” talks where em- ployees present their experiences, problem-solving strategies, or unique perspectives can be incredibly valu- able and can develop an appreciation among colleagues for the talents with- in the ranks. 3

Book Clubs and Study Groups

Sara Mackey

That Go Beyond Business

Sara is the Marketing Communications Specialist with the Wisconsin Technical College System Statewide Marketing Consortium.

Maybe you don’t want to train but encourage meaningful workplace re- lationships. Consider hosting a book club. While business or leadership books are great, don’t be afraid to expand into fun or fictional subjects. Employees discussing and sharing ideas outside their usual work duties often develop stronger bonds, lead- ing to better teamwork and overall fulfillment.

Self Funding Partner

The Benefits of Custom Networks for Self-Funded Employers

BY DEB KUNFERMAN

As the healthcare landscape continues to evolve, self-funded employers are seeking strategies to balance cost control with access to high-quality care for their employees. Custom provider networks have emerged as a solution, enabling employers to tailor healthcare access based on the unique needs of their workforce.

The ROLE of Custom Networks

Self-funding gives employers control over their health plans, including the ability to de- sign a custom provider network. A custom network enables self-funded employers to contract directly with providers and health systems, allowing them to negotiate better rates, manage costs, and improve care ac- cess. The Alliance contracts directly with pro- viders on behalf of its employer-members. This ensures access to high-quality care at competitive prices.

ADVANTAGES of Custom Networks 1. Tailored Network Design

Unlike standard provider networks, custom networks are designed with an organization’s specific goals in mind. Employers can choose to include local providers, specialists, and even centers of excellence for particular procedures. This tailored approach not only improves em- ployee satisfaction but also helps employers of- fer healthcare benefits that meet diverse needs of their workforce.

SPRING 2025

2. Enhanced Cost Control By selecting providers based on cost efficiency, employers can bet- ter manage their healthcare spend. Custom networks often involve Reference-Based Contracting (also known as Medicare-based pricing) or direct contracting with provid- ers, ensuring predictable and often lower rates for services. This cost control empowers employers to reduce premium increases and manage their healthcare budgets more effectively. The Alliance has implemented Reference-Based Con- tracting in over 80% of its contracts.

als throughout the Midwest, includ- ing 9,700 clinics, 150 hospitals, and 395 home health providers. Our Comprehensive Network covers 91 percent of Wisconsin and gives em- ployers a broad selection to offer their employees and covered family members. As the healthcare landscape continues to evolve, self- funded employers are seeking strategies to balance cost control with access to high-quality care for their employees. We are continuously expanding our networks in key areas for our employer-members. For example, Western Wisconsin was affected by hospital closures this year. The Alli- ance added multiple preferred-val- ue providers in this region to en- sure self-funded employers and their employees in Western Wis- consin have convenient, cost-effec- tive healthcare options. Reach out to our Business Devel- opment team to learn how The Al- liance can help your organization self-fund smart with customized provider networks. the-alliance.org

Deb Kunferman Vice President of Provider Contracting & Relations, The Alliance

3. Flexibility in Benefit Design

With custom networks, employers can structure their benefit plan to incentivize employees to choose preferred-value providers. This often involves steering through tiered benefit structures, where employ- ees pay lower out-of-pocket costs when they use preferred-value providers. The Alliance’s Premier Networks are customizable and can include up to four tiers. By including major health systems along with alternative care options like independent providers for primary care, behavioral health, imaging, and laboratory services, we ensure that individuals can ac- cess care where they’re most com- fortable, receiving timely, high-qual- ity services at a fair cost. The Alliance partners with em- ployers to create custom networks that emphasize cost savings and high-value care. We contract with over 39,000 healthcare profession-

Deb Kunferman joined The Alliance in 2013 and now serves as Vice President of Provider Contracting & Relations. Kunferman leads the team responsible for constructing a provider network that brings value to employer healthcare purchasing by providing direction and oversight of provider network development strategies, including maintaining and growing provider partnerships.

Inclusion Award

ach year, the Wisconsin SHRM State Council recognizes an organization for its efforts and accomplishments in the areas of diversity and inclusion. The diversity, inclusion, and belonging award is presented annually at the WI SHRM State Conference in October at the Kalahari Resort and Conference Center in Wisconsin Dells, Wisconsin. In 2024, the Committee had the difficult task of selecting our winner from the 14 nominations. The Council sought to recognize an organization or organizations that holistically embrace diversity, inclusion, and belonging, evidenced through intentional leadership actions, company policies, and consistent behaviors, where all employees feel safe, secure, and sup- ported as they engage with the rest of the organization, can bring their authentic self to work and feel heard and valued.

pledges to creating and maintaining an environment that respects diverse perspectives, traditions, heritages, and lived experiences.

THREE FINALISTS Three finalists were selected to be honored for their inclusion work: Exact Sciences, Promega, and Quartz Health Solutions. These organizations shared numerous inclusive practices in their applications. What was clear from these nominations was that all employees had opportunities to excel at these organizations, and the organizations intentionally fostered efforts to ensure all employees felt included. 2024 DIVERSITY & INCLUSION AWARD WINNER PROMEGA was selected as the 2024 WI SHRM diversity, inclusion, and be- longing award winner. Promega is an international company with offices in 16 global locations, benefiting from the unique cultures and experiences of every individual employee. The company’s portfolio of over 4,000 products supports a range of life sci- ence work across areas such as cell biology; DNA, RNA and protein analy- sis; drug development; human identi- fication and molecular diagnostics. In advancing science, Promega acknowl- edges and honors the fundamental value and dignity of all individuals and

human resources professionals are in a challenging position that may not be resolved any time soon. Where do we stand? The answer is unclear, but SHRM, with its ‘commitment to pol- icy, not politics,’ provides guidance. SHRM recommends that “all private companies evaluate their inclusion and diversity initiatives to ensure they provide equal access to opportunities, skills development, and do not give special advantages to one person or group over another, avoiding any per- ception of identity-based favoritism” “[Companies] should also review their initiatives to determine whether they foster inclusivity or inclusive work- place cultures.” As noted by Anthony Haller, an attorney with Blank Rome in Philadelphia, who has provided com- ments to SHRM, “inclusion—defined as making sure that every employee is given the necessary support and tools to achieve their performance goals, perform at their highest levels, and bring their whole selves to work—is a central hallmark of a nondiscrim- inatory policy, and is supportive of a merit-based system. To equip lead- ers to navigate the shifting DEI land- scape, SHRM’s BEAM framework (Be- longing Enhanced by Access through

Fast-forward less than four months from our award ceremony. The po- litical environment has changed. The legal landscape is exceedingly different. Many companies, human resources professionals, employees, and humans are feeling vulnerable and uncertain, even though, at their core, they know inclusion still mat- ters. While some companies are roll- ing back on or renaming their diver- sity and inclusion; other companies, like Apple and Costco, are holding firm to their initiatives despite efforts to impede them. Organizations and

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Merit) provides a structured approach to evaluating and evolving inclusion and diversity programs. As eloquently said by Justice Ruth Bader Ginsburg years ago, “We will all profit from a more diverse, inclusive society, understanding, accommodating, even celebrating our differences, while pulling to - gether for the common good.” We at the WI SHRM State Council hope to receive just as many nominations from our Wisconsin companies in 2025

despite a more challenging political, economic, social, and legal environ- ment for this work. Applications for this year’s award, which will align with national SHRM guidance, will open in May 2025. And, like last year, we hope Wisconsin companies – like Promega, Exact Sciences, Quartz, and many others – will submit nom- inations outlining their inclusive practices.

Tanya Hubanks

Tanya Hubanks is the Director for the Strategic Human Resource Management Center at the WI School of Business in Madison, WI. She also serves as the Inclusion & Belonging Director for the WI State Council SHRM.

Because inclusion matters – yesterday, today, and tomorrow.

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Compliance Partner

BY MICHELLE HIGGINS

An unexpected meeting pops up on your calendar — this can’t be good. You find out the company is laying off 10 percent of its workforce. It’s on your shoulders to find a way to meet goals with fewer staff and keep employee morale up after layoffs are finalized. This type of scenario could be facing managers across the country. While difficult, there are strategies to help keep employees moving forward during tough times. The downsizing download After layoffs, remaining employees might distrust manage- ment and exhibit a decrease in productivity and morale. They could experience survivors’ guilt, seeing the displaced employees as “victims” in a sense, especially if those who were laid off were treated poorly. When companies treat laid off employees with compassion and respect, it strengthens the relationships with remain- ing employees. It also helps when companies assist de- parting employees with life after the layoff by connecting them with resources to become re-employed elsewhere. Layoffs, therefore, should be well-orchestrated. Thor- ough planning and clear communication can mitigate dis- content. Once the downsizing is over, HR leaders and department managers should meet with the remaining staff to discuss the company’s plans, calm any fears, answer employee questions, and address any concerns.

When companies treat laid off employees with compassion and respect, it strengthens the relationships with remaining employees.

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