The California State Council of SHRM
2014 Summer Newsletter

statecapitol
"SAVE THE DATE"
2015 California State Legislative Conference
April 8 to 10 at the Hyatt Regency  in Sacramento   
The California State Council of SHRM
Welcome to the 2014 CalSHRM Summer Newsletter. Our newsletter is designed to bring you up to date information on employment law changes, best practices in Human Resources, education opportunities and insightful articles and special event information designed to provide resources and tools for the Human Resource Professional serving California employers. CalSHRM welcomes your comments and encourages our HR Professionals to actively participate in our statewide and local SHRM Chapter events and initiatives. 
A Message from State Director, Mike Letizia, PHR-CA

  

As a SHRM volunteer leader for more than 14 years, there have been many times when balancing my home, career, and family life with my stewardship proved challenging, but I deeply believe that to make a difference in life, one must be engaged, be a steward and follow one's passion. This sometimes means asking the ones we love, to be patient with us as we take our journey. It means demanding the best in ourselves and expecting no less in the world we build around us. It also means that the drive to move forward with life, in all its aspects, highs and lows, ease and challenges, keeps our passion strong.

 

I was worried all those years ago that getting involved with my local SHRM chapter here in San Joaquin County would be a gigantic waste of my time. Time that would be better spent with home, family, and recreation. 

 

I could not have been more misguided! 

  In 14 years i have built strong, lasting relationships with numerous colleagues, many of which I now call dear friends as well. I've been given the opportunity to build a reputation as a subject matter expert in my field of passion and to move from working for "a" company to working for "my" company.  A dream I never imagined 15 years ago!

 

Doors opened and opportunities presented themselves in my life without solicitation because i chose to get involved, stayed involved, and pledged to make a difference by giving my best effort and passion. I ask each one of you reading this article to take a moment and reflect on how your life might look if doors opened and opportunities presented themselves for you as well. 

 

For some of you, this may not be the right time to take the leap, but for others reading this, this may be the perfect time to begin a new journey in stewardship.

 

If this is your time....please drop an email to cal.shrm@gmail.com and we will help guide you to a local SHRM chapter leader, eager to have you join their team and start your journey!

   

The New SHRM Certification Coming in 2015

Richard Dawson, SPHR-CA

CalSHRM Director of Certification

  

                  

By now, you have received the news that SHRM will be launching their own certification in 2015.  Below is a link with some of the details.  More information will be revealed at the National SHRM Conference & Exposition in Orlando, Florida this June 22-25.   When we return from the conference, we will provide you with latest information we learn; in the meanwhile, feel free to contact me with any questions you may have.

 

SHRM Announces Details of New Certification

Updated May 19, 2014

 

 

 Click Here

 

CalSHRM Continues Advocacy Efforts

Michael Kalt, Esq. 

CalSHRM Government Affiars Director

   

On April 23, 2014, former CalSHRM Director Debbie Horne and current Government Affairs Director Michael Kalt continued CalSHRM's increasing advocacy efforts o Michael Kalt n bills potentially affecting California employers.  In this case, both Deb and Michael spoke in favor of the "Workplace Flexibility Act of 2014" (AB 2448) which was sponsored by Assemblyman Brian Jones and would have made it easier for individual non-exempt employees to select an alternative workweek schedule that best fits their individual needs.  Deb and Michael both initially spoke at a press conference arranged by Assemblyman Jones, and later testified along with Assemblyman Jones at the Assembly's Labor and Employment Committee meeting.  Separately, SHRM, CalSHRM and a number of CalSHRM Chapters sent letters lending further support to AB 2448 specifically and to increased workplace flexibility generally.  Although AB 2448 ultimately did not pass, these efforts increased support for this particular bill which may resurface, and provided greater visibility for CalSHRM's and SHRM's advocacy efforts in California.  CalSHRM is particularly grateful to Assemblyman Jones for his leadership on this issue and his invitation to CalSHRM to participate and we look forward to future collaborative efforts.

 

Government Affairs Report

Michael Kalt, Esq.

CalSHRM Government Affairs Director

   

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As expected, there was a flurry of activity as the May 30th deadline for bills to pass their house of origin approached.  And also as expected, a number of employment-related bills passed either the Assembly or the Senate and have now proceeded to the second legislative chamber.  Some of the more significant employment bills that have passed this first legislative hurdle include:

 

  • AB 1522 which would require all employers provide up to three days of paid sick leave annually;
  • AB 1443 which would amend FEHA to prohibit discrimination or harassment against unpaid interns or volunteers;
  • AB 2053 which would require employers discuss "abusive conduct" in sexual harassment training currently required under AB 1825;
  • SB 1407 and AB 2617 which would impose new requirements for FEHA-related settlement agreements and essentially prohibit arbitration agreements for employment claims, respectively;
  • SB 935 which would raise California's minimum wage beyond the just-enacted raises in AB 10, to $13.00 hourly by 2017;
  • AB 2416 which would allow employees to file liens against an employer's real or personal property in wage disputes; and
  • AB 2271 which would preclude employers from advertising in a manner suggesting that unemployed applicants need not apply; and

 

Looking ahead, the Legislature will soon begin holding initial Committee hearings on these bills before taking its summer recess, with a second flurry of activity anticipated before the August 31, 2014 deadline for bills to pass both legislative chambers.

 

The CalSHRM Legislative Report for June is now available on the CalSHRM website, and contains a complete overview of the bills that may affect private sector employers we are currently tracking 

http://calshrm.shrm.org/2014-forecast)

  
 

 

If you are interested in joining CalSHRM's Legislative Committee, please contact CalSHRM's Government Affairs Director Michael Kalt at 619-236-9600 or mkalt@wilsonturnerkosmo.com

 

 

 

Remember the Military Spouses

Nancy Scholink, SPHR

CalSHRM "We All Service" Champion

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When creating a program at your company to focus on hiring military veterans, remember there is also another population of job seekers who can also bring valuable skills and knowledge to your workplace.  Spouses of military veterans are often forgotten and find the odds are against them in the job market.

 

They often blame themselves for being jobless or they may blame their service member spouse.  According to readers of a military resource website, Military.com, when spouses are unable to find suitable employment, it can lead to feelings of helplessness, stress, and anger within the household.

 

There are several reasons why spouses find it difficult to get work.  Start with the economy -- it's hard for everyone to get a job right now, no matter where they live or who they marry.   Then there are very real structural problems that military sociologists link to spouse employment: Rural locations of military bases, frequent moves, and lower wages for women in military areas. There's also a lack of social networks that leads to jobs and in addition, employer bias.

 

Finding a job is a battle for anyone.  The good thing about being a military spouse is that they know why the job hunt can be so difficult.  Military spouses can prepare for inevitable questions such as, "What brings you to Fort Leonard Wood?" They get over their lack of a social network in their particular area by working for a temp agency, by volunteering in the place they would like to get a job, by expanding their online network to people who actually have jobs.

 

They learn to make cold calls, write cold emails and even request informational interviews.  Organizational guru David Allen says that people can't do projects like "Get a Job". People can only do next actions.  The smaller the action, the more likely it is to get done.  Military spouses are encouraged to sit with their service member husband/wife and come up with a list of next actions they can take - actions to take tomorrow and not next week.  The little steps matter such as completing their profile on an online networking site, writing a cold email and asking an informational interview.

 

As always, when it comes to spouse employment, remember that this is strictly a case of survival of the busiest.  Jobs sometimes go to the most persistent person who keeps trying new things -- and wipes up the competition.  As an example of a program designed to focus on this important population, check out the Department of Defense's Military Spouse Employment Partnership (MSEP).  MSEP expands career opportunities for military spouses among companies that are eager to hire them and provides companies' access to military spouses seeking career opportunities and connects spouses to employers who are actively recruiting.  MSEP currently has more than 200 partners who have hired more than 55,000 military spouses.

 

MSEP also formed the Spouse Ambassador Network, to raise awareness about the challenges related to employment, increase career opportunities and assist in developing career paths that follow military spouses as they relocate.  MSEP is based on the premise that hiring military spouses is good business. Spouses bring hard-to-find values and skills to a wide range of fields, including education and training, health care and financial services.  They are tech-savvy, adaptable, resilient, strong leaders, team players and effective under pressure.

 

MSEP is part of the Department of Defense's broader Spouse Education and Career Opportunities (SECO) program, which seeks to strengthen education and career opportunities for military spouses.  The Chamber of Commerce Foundation partners with the Department of Defense in support of SECO.  The Chamber's Hiring Our Heroes program helps veterans, transitioning service members and military spouses find meaningful employment.

 

Hiring Our Heroes holds hiring fairs specifically designed for military spouses in communities across the United States.  These events allow military spouses to meet with employers who are committed to hiring them.  Hiring Our Heroes also arranges networking receptions for military spouses across the country to better connect them with local military, community and business leaders.

 

Together we can not only bring veterans back to the workforce but also include this often forgotten source of knowledge and talent. 

  
 

Stay Connected With CalSHRM

Michael Garcia

CalSHRM Communications Director

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Everyone has heard of LinkedIn, Facebook and Twitter, but did you know CalSHRM uses these websites as a way to keep our HR professional supporters informed about upcoming events, hot legislative activity and commentary about relevant HR topics.  These sites allow viewers a fast and easy way to access information on Chapter activities throughout California.  It's quick and informative.  At this time we have:

 

  • 787 LinkedIn Followers
  • 205 Facebook Likes
  • 486  Twitter Followers

 

Out of 120,000 HR professionals in California, I think we can do better.  Take a look; you will be pleasantly surprised by how informative our sites can be, the amount of activity going on with CalSHRM and by what your friends and colleagues have to say.  Check out CalSHRM's social networking sites and "friend" us or "follow" us.   We can help you stay connected.

 

 

Six Questions to Help You Plan a Reduction in Staff

Randy Hood

CalSHRM Technology Director

  

 

Staff reductions can be difficult to navigate for everyone involved, but adequate planning will help you better manage the often-upsetting impact that layoffs can have across a company.

 

Carefully determining the size of and areas affected by a workforce reduction ahead of time can allow an organization to become leaner and more focused going forward.

 

Before you get started, make sure that your company's non-labor costs are optimized. Whatever efforts you make to "tighten your belt" before you plan the specifics of a reduction in staff will likely be seen and appreciated by many employees, both those affected and those not affected.

 

Showing employees that the organization did what it could to limit the number of layoffs may help the remaining employees feel that your company cares and feel more confident of their future with the organization.

 

When you are ready to identify the size of and areas affected by the impending workforce reduction, asking yourself the following six questions will assist you in determining a scope that will meet your company's financial and business goals and ensure that the talent who remains after a staff reduction is suited to take on the future challenges of the organization:

 

1.        What are your long-term business priorities?
Considering long-term priorities will help you avoid making cuts that might inhibit future growth in certain areas.  

 

2.        Are there currently any staffing shortfalls across the organization?
Moving employees from areas with more employees to areas where new talent may be needed can minimize the number of layoffs.

 

3.        Who is the top talent?
Recognizing talent can help you keep those needed for your company's long-term success.

 

4.        What are the financial projections?
Looking at both optimistic and pessimistic forecasting can ensure that you have the financial information you need to make a confident, lasting decision.

 

5.        Are there any projects still in the process of being completed?
Considering pending projects will help you identify the talent who should remain through the transition.

 

6.       How can teams and/or departments be reorganized?
Planning reorganizations ahead of time will help your company maintain its efficiency and effectiveness as resources are cut.

 

Submitted with Authorization from HireRight.

  

 

Ten Great SEO Tips From Google Network 

Rosanna Indie

CalSHRM Social Networking Director

 

 

 

In an effort to encourage good SEO practices that will be beneficial to real people, Google has started making a lot of helpful information available to website owners. One resource that stands out is their comprehensive Search Engine Optimization Starter Guide. Since it's a long read, we took the liberty of summarizing the top 10 most valuable points for you here:

 

1. Create unique, accurate page titles that

A. Accurately describe the page content

B. Are unique by page

C. Are brief, but descriptive

 

Sample job page title: Front End Web Developer Job (accurately describes job with relevant keywords) Common job page mistake: Careers at MyCompany.com (doesn't reference the actual job, is often repeated on every page of career site)

 

2. Make use of the "descriptive" meta tags

Description meta tags give Google and other search engines a summary of what each page is about. This content is generally not used for ranking purposes, but it is still important because it's commonly displayed in search results as a descriptive snippet of your site.

It is important to:

A. Accurately summarize the content of the page.

B. Use unique descriptions for every page.

 

3. Improve the structure of your URLs

Clear, readable URLs help search engines understand the context of your page. They also help real people make decisions about the content of the page and whether it is what they're looking for or not.

A. Simple to understand URLs will convey content information easily.

B. URLs are displayed in search results.

C. Use words in URLs.

D. Create a simple directory structure.

E. Provide one version of a URL to reach a document (if 2 URLs point to the same page, search engines may count one of them as duplicate content, which they tend to devalue).

 

4. Make your site easier to navigate

Navigation is very important for search engines. A straightforward hierarchy and clear internal links down through the pages in the hierarchy will make it easier for both search engines and users to find your content.

A. Ensure more convenience for users by using 'breadcrumb lists'.

B. Allow for the possibility of removing part of the URL (i.e., For a URL like

mycompany.com/jobs/atlanta/softwarejob1 - if you remove the last piece, the result should return a real page at mycompany.com/jobs/atlanta/ - ideally that page would list all the jobs in Atlanta).

C. Prepare two sitemaps: one for users, one for search engines.

D. Create a naturally flowing hierarchy.

E. Use mostly text for navigation (avoid image links or complex javascript menus).

 

5. Offer quality content and services

Interesting sites will increase their recognition on their own. Anticipate differences in users' understanding of your topic and offer unique, exclusive content. For career sites, this might include employment videos and details about the work environment, culture, etc.

A. Write easy-to-read text.

B. Stay organized around the topic.

C. Create fresh, unique content (company blog can help here).

D. Create content primarily for your users, not search engines.

 

6. Write better anchor text

Anchor text is the readable text of a link as it appears on a page (like "click here"). Suitable anchor text makes it easy to convey the contents linked.

A. Choose descriptive text (don't use "click here").

B. Write concise text. Keep it short.

C. Format links so they're easy to spot.

D. Think about anchor text for internal links too.

 

7. Optimize your use of images

Image-related information can be provided for by using the "alt" attribute in the HTML.

A. Use brief, but descriptive filenames and alt text.

B. Supply alt text when using images as links.

C. Supply an Image Sitemap file.

 

8. Use heading tags appropriately

Use heading tags to emphasize important text. Heading tags are <h1>, <h2>, etc. not to be confused with the HTML <head> tag that is included at the top of every HTML document.

A. Imagine you're writing an outline.

B. Use headings sparingly across the page.

On a job page, the job title would typically be designated as the <h1>. This emphasizes the title for candidates on the page as well as search engines.

 

9. Promote your website in the right ways

Effectively promoting your new content will lead to faster discovery by those who are interested in the same subject. You might use a company blog, social media accounts, your customer email list, as well as offline methods to make people aware of new developments with your business.  Overly aggressive or spammy techniques (like paying for thousands of links to your site) can get you in trouble with search engines.

 

10. Make use of free webmaster tools

Google's Webmaster Tools is a great resource to help understand how Google sees your site.

 

They provide a number of reports to let you know how your site is performing and make you aware of any potential issues. You can also use it to improve Google's access to your site by, for example, submitting an XML sitemap. Whether you are just starting to plan for your career site, or looking to improve your current search engine performance, these tips from Google are a great place to start. In fact, we kept these guidelines in mind when we built the Recruiting.com Site platform, and continue to refer to them as we build out new client sites. If you'd like to talk about how you might be able to improve your career site's SEO, just give us a ring.

 

  

  

Diversity: 9 Ways It Can Strengthen Your Bottom Line.

Cori Winn-Charles, SPHR

CalSHRM Diversity Director

 

 

This week Google admitted an alarming statistic regarding the lack of diversity in its workforce.  The statistic they sited was staggering.  70% of its workforce are men; and 61% are white.  This means that Google's lack of diversity exists in both gender and ethnicity within its workforce.

 

This lack of diversity in such a huge and well respected company is enlightening and they are not the only company that continues to lack diversity in its workforce, but few companies are willing to change how they view diversity.

 

Our world is increasingly becoming more diverse and organizations that embrace diversity can reach a greater share of consumers in the marketplace.  Diversity brings together individuals from different backgrounds and experiences that can lead to greater creativity, innovation, and productivity within an organization.  Diversity can be the catalyst to growing a strong and inclusive economy.

 

 Benefits of a Diverse Workplace:

 

 1.       Diversity drives economic growth.  Human capital grows as more women, racial and ethnic minorities, and gay individuals enter the workforce.  A McKinsey & Company study, for example, found that the increase in women's overall share of labor in the US - women went from 37% of all jobs to 47% in the last 40 years - accounted for a quarter of current GDP.   

 

2.       Diversity can capture a greater share of the consumer market.   Hiring people from different backgrounds and experiences, organizations can grow more consumer market share from different racial and ethnic backgrounds, women, and consumers who are gay who reflect an organizations diversity.   

 

3.       Recruiting diverse candidates translates to a more qualified workforce.  Recruiting from a diverse pool of candidates can potentially mean an organization will likely hire the best and brightest in the labor market.  A diverse talent pool can assist with the challenges of attracting and retaining top talent.  

 

4.       A diverse and inclusive work environment helps businesses avoid employee turnover costs.  Businesses that do not create an inclusive work environment may see higher turnover rates than an organization that values a diverse workforce.  Failure to retain qualified employees results in avoidable turnover-related costs at the expense of profits.  Having a diverse and discrimination-free workplace assists businesses avoid such costs.   

 

5.       Diversity fosters a more creative and innovative workforce.  Workers that bring different qualifications, backgrounds, and experiences are all key to effective problem-solving in the work environment.  Diversity breeds creativity and innovation.  Of 321 large global enterprises - companies with at least $500 million in annual revenue - surveyed in a Forbes study in 2011, 85% agreed or strongly agreed that diversity is critical to fostering innovation in the work environment.  

 

6.       Businesses need to adapt to our changing nation to be competitive.  Census data tell us that by 2050 there will be no racial or ethnic majority in the US.  Between 2000 and 2050 new immigrants and their children will make up 83% of the growth in the working-age population.  Our economy will benefit from this changing demographics, but businesses will need to meet the needs of a more diverse community.   

 

7.       Diversity is a critical component of entrepreneurialism.  The US entrepreneurs are a diverse set of people of color, women, gay, and transgender individuals.  According to the Census Bureau, people of color own 22.1% of US businesses.  Women own 28.8% of US businesses, and Latina-owned businesses in particular are the fastest-growing segment of the women-owned business market.   

 

8.       Diversity in the workplace is necessary to create a competitive economy in a globalized world.  As communities grow, it will become important to capture the talent of all Americans.  Increasing diversity is a fantastic opportunity for the US to become more competitive in the global economy by leveraging the unique talents and contributions that diverse communities bring to the workplace.   

 

9.       Diversity in the boardroom is needed to leverage an organization's full potential.  As mentioned previously, by 2050 there will be no racial or ethnic majority in the US and this changing demographic needs to be represented in our boardrooms.  People of color and women only represent about 14.5% and 18%, respectively, of corporate boards among the senior management of Fortune 500 companies.

 

Reference:  Burns, C., Kirby, S.; www.americanprogress.org; 7/12/2012

 

The Value of SHRM

Trisha Zulic, SPHR

CalSHRM Marketing Director

 

 

 

Times are tough, and budgets seem to rule our workplace decisions. Where we spend our money for professional growth is something we look at often.  The workforce is more age-diverse, job compressed and changing more rapidly due to the economy and technology than ever before. But none of that diminishes the importance of belonging to a professional industry-focused association such as the Society of Human Resource Management (SHRM).

 

Associations such as SHRM are one of the most valuable, inexpensive and under-utilized business resource HR Professionals have. They give us the ability to affiliate with others who have common needs and interests. Local SHRM chapter events are where you can find people too quickly and easily relate to, people you can share frustrations and success with, people who care about your experiences and people whose experiences you want to learn about.

 

A few of the many benefits associations offer include:

  • Providing a window into the future of an industry or market
  • Keeping up with changing legislature
  • Gaining insights from colleagues who have been there, done that
  • Improving your skills and abilities
  • Leveraging the processes of others to utilize in your own organization
  • Developing a community of practice you can call on for help, advice, collaboration, and many other things too big, too time-consuming, and too expensive to do on your own.

It's also true that for most of us, it's easier to make connections with others when you have face-to-face contact and meet because of common goals. The one thing I want to ensure to convey is there's more opportunity out there than you can ever capture yourself, by yourself.

Come to SHRM where you will find like-minded people, continued education and networking opportunities.  Develop relationships with other members and build a virtual advisory circle of associates. Regardless of your level of experience, this will bring more immediate and powerful returns on your investment of time.

 

 

 

 

 

 

 

 

Our local chapters offer numerous professional development programs and special events.   Click Here for information on upcoming Chapter events

In This Issue
Message from State Director
The New SHRM Certification
CalSHRM Continues Advocacy Efforts.
Government Affairs Report.
Remember the Military Spouses.
Stay Connected With CalSHRM..
Six Questions to Help You Plan a RIF
Ten Great SEO Tips
Diversity and the Bottom Line
The Value of SHRM

When Work Works 

Workplace Flexibility! 

Daily Journal Article

Published 2/14/14

Click Here to Read

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CalSHRM Members in Action


 

Assemblyman Jones at press conference regarding AB2448 with CalSHRM Advocacy Team Members Horne and Kalt.  

 

 

 

 

 

Interested in joining a local Chapter or subscribing to our newsletter?  If so, please click on the links below:

Visit us at Calshrm.org to locate a chapter near you.

To subscribe to our newsletter, click here

 


Sincerely,

 

 

California State Council of SHRM