MRA Test

September/October 2021

Transitioning 101:
How to Make
It Smooth

TEAM csot8ovreyr 2 Transitioning 101:
How to Make It Smooth
EDITOR Deborah Morgan sctoovreyr
1 Compensation Trends: Transitioning Up
ASSISTANT EDITOR 2 Where Have All the People Gone?
Gretchen Daul 4 Tips from the Trainer:

WRITER Sue Piette Making Meetings Work
ART DIRECTION/
GRAPHIC DESIGN 6 The Evolution of Benefits
Wendy Schmidt 10 Adapting to Change With the Help of

OUR MISSION Digital Transformation

Our mission is to maximize 11 Two Sides: Open Enrollment—
performance of organizations
and employees so that Are You Active or Passive?
business thrives.
12 Focus on You: Getting Back to the
OUR PURPOSE
New Old
We achieve our mission
through knowledge transfer— 13 Summertime Success for Interns
the delivery of HR expertise 15 Spotlight on Training: Leading Remote
and a wide range of
membership benefits. and Hybrid Teams Workshops

The MRA Edge is distributed 16 Surveys 50/50
bi-monthly by MRA— 17 Upcoming Events
The Management Association
as a benefit of MRA 2 Letter From the Editor
membership. Back issues are 13
available at www.mranet.org. Deborah Morgan • [email protected]
Share content as often as AREAS OF EXPERTISE
you’d like for the benefit of Brené Brown recently did a podcast where
your management team or HR SERVICES she referred to her past self as a
employees with appropriate LEARNING waccrohoonarulmsdntaedsnlienhtolceyenr.c—CDhOaosnVoegsImDnine’-t1got9nhtojeaotpwinslheoeauodsnwetdhatehlsikosecseetnhee?HR
MRA attribution. Reach out TALENT
to Deborah Morgan, TOTAL REWARDS gwldirkiaofefswe?srWtpehneeantfntidndoirdneoocpstuupiorrosvnreit—vluvaenslslicIittgahiefhnoisntp.blayienl.lWgytrfahtehnaeastlitsdtsiaooosenmisefedmwoteoofvawtihrneaegradefbonplreelwartgnaoynrsdithnhligoaftotfioknr a
Manager, HR Content at
262.696.3477 or Deborah. 7soeyIutmto’shruvpetriirlvmoosi,nypeiegtetenmotshpasbeeoyatpsbcinakteineotpwdonleasigmn.noF-nipaocilen.rsrgo!sFtothohnerewrssbo,oemirtsketme,watnhayvyaimrttoomenasmanhyeabmnrretiensta.ghnSientrisglelu,dcfuoccreisnsgof
[email protected] with
questions or comments. tymciRhsoaeeiaurngeltdsmaeroarrfdonoaolvsrepteittrsphaisaoonewonrmsfta.iutwy.inWohfinrteaoie’tfmvosyer,ocacyuhnroreadutamrrataeeensdmleesntiopthsinloioes-nmyoieslfoosebudosee.ekClsooaolnfnimkMgdeipRnt,oerAgenwEmasadrareegtdimesomtntbiol,alebfhkrreietonhnlngpaettfoiittfs,

LOCATIONS

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Illinois
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Compensation Trends:
Transitioning Up

MRA’S SURVEYS DEPARTMENT RECENTLY conducted surprising
their highly anticipated annual Compensation Trends survey, responses to our
completed by over 700 participants. The good news is our survey, like zero
economy has had less of a negative compensation impact from percent of
COVID-19 than first projected.  employers saying
they plan to
The bad news is 44 percent of organizations reported the pandemic reduce pay at any
directly affected their revenue flow. Of course, 2020 brought with it time in 2022.
compensation struggles like reduced pay and canceled bonuses. When
looking at merit increases and bonus pay, we are still not back to where What does this mean?
we were in 2019. However, the survey optimistically points to being
back there in 2022. Fifty-seven percent of the survey-takers said they feel the U.S. economy
is improving. While it went through a tough time in 2020, many
We sat down with Zach Day, Director, Surveys, Custom Research & companies have figured out their financial situation and are full steam
Analytics, to discuss more Compensation Survey data results. ahead. And the need to retain talent is paramount. As businesses get
back to it, they are choosing to pay employees more and cut wages less. 
What’s new in compensation? 
But the global economy is more unclear. There are still challenges with
A lot. For one, employers are attracting employees by adjusting their how different countries are handling COVID-19. For instance, Canada,
base pay. For example, 68 percent of manufacturers indicated they are our neighbor to the north, is still mostly closed. We know what the U.S.
increasing their starting wages to attract talent. is doing, but we are still figuring out how the ever-changing pandemic
affects other places around the world.

The Million-Dollar Question. What are the pleasant surprises the
survey delivered? 
What do pay increases look like for
organizations? Organizations are It’s always great to see that revenue projections are optimistic. Going
showing characteristics of the past and into 2022, 80 percent of respondents think they will see an increase in
budgeting three percent increases to sales and revenue over 2021 numbers. The survey says there is a
wages for the next 12 months. During the renewed confidence in the U.S. economy.
past 12 months, the actual average
increase was 3.4 percent, due to What are employers doing to transition
unforeseen economic conditions. into 2022 when
it comes to
To get people in the door, 50 percent of organizations are starting to compensation?
offer (or increasing) their sign-on bonuses. Our survey reports that 37
percent of organizations using sign-on bonuses are offering more than Organizations are reacting less to Zach Day
$500, and 14 percent are offering more than $1,000. COVID-19 changes, even with the Director, Surveys, Custom
new surges in cases. For 79 Research & Analytics
When it comes to offering variable pay in 2021, 72 percent of percent of respondents, there is [email protected]
organizations reported they are doing just that. When looking at 2022, no need to change their
71 percent of organizations plan on offering variable pay. We even saw compensation structures.
Companies are looking ahead
with optimism and a drive to
attract and retain talent.

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Where
Have All
the People
Gone?

“The Great Sansdemic” Is Upon Us!

THE FIRST TIME I REMEMBER a discussion about a labor Think about those three
shortage was 1989, but it was mostly projections. The first time I questions for a minute …
remember the skills shortage being discussed, I was making a we’ll wait!
speech in the 1990s and listing the overwhelming number of “help
wanted” signs in manufacturing facilities. The first time it got scary was When did you have that
when UW-Madison’s Applied Population Lab published Wisconsin’s
Future Population: 2010-2040 and it became a body shortage. And now, discussion with yourself, or Jim Morgan
it’s “The Great Sansdemic.”That’s “sans = without” and “demic = people.”
Meaning there are no people! your partner, or a co- Vice President, Business
worker? Most likely after a Development & Workforce Strategies
Talent supply chains have been a focus for employers the past 20-some tough day, or a series of tough [email protected]
years, but this “sansdemic” is going to be a whole new ball game. Where
and how we recruit, how we use artificial intelligence, how we do more days, or a set of circumstances
with less (people), how we use cognitive computing, how we fit lifestyle
and work together, how we reinvent the candidate and employee that just overwhelmed
experience, basically, EVERYTHING must change!
you. Now what if you were told one company is having its managers
However, all is not lost. There are a number of new and innovative ways
companies are changing. Here are a just a few. ask their direct reports those questions on a regular basis? Surprised?

Try These Three Questions As part of their quarterly stay reviews, bosses throughout the facility at
one company are being bold enough to ask, “Have you thought about
Have you thought about quitting? quitting?” And they follow it up with, “Why?” and “Why didn’t
Why? you?” Gutsy, but revealing!
Why didn’t you?
Think about it . . . if you want to know what’s on someone’s mind at
work, what’s eating at them, what’s got them thinking about going
somewhere else . . . ask! That’s quite a bit cheaper than trying to replace
them after they leave, and sometimes the solutions are pretty simple.

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If you want to know what’s on
someone’s mind at work,
what’s eating at them, what’s
got them thinking about going
somewhere else . . . ask! That’s
quite a bit cheaper than trying
to replace them after they
leave, and sometimes the
solutions are pretty simple.

These are tough conversations, and managers need to be well-trained. it is providing a two-hour leeway on start and stop times by just
But, if you don’t ask employees what is on their minds, you probably notifying their supervisor the day before.
won’t find out until they’re gone! In today’s talent market, that is a risk
you cannot afford to take. ƒ It is now a necessity for applicant tracking systems to be more
candidate-friendly.
Uber for Talent
ƒ One company does all its learning and development via a
Most people didn’t think much about the word “uber” until it became a podcast subscription. It has access to over 1,000 podcasts. The
transportation phenomenon. It certainly was never thought of when supervisor selects, direct reports view, and then they hold small
discussing talent. Technically, uber means being a superlative group discussions.
example. It is also a way to get from place to place. And it came up
three times in recent discussions about talent. ƒ A large employer had all its managers go through the company’s
orientation process—then they completely changed it.
1. Using the Uber transportation meaning, a company is covering a
limited number of Uber reimbursements for its employees each ƒ Quicken, simplify, and make the candidate experience web- and
year when there is no other way to get to work. mobile-friendly.

2. Another company is applying the Uber transportation idea and ƒ A benefit is not a benefit if the employee doesn’t think it is a
using a taxi service to get its employees to work in carpool fashion. benefit. Companies are rethinking their total rewards package.

3. Finally, both a hospital (nurses) and a warehouse (assembly ƒ Recruiting everywhere and anywhere to find talent—there are
workers) are applying the Uber idea to scheduling. Employees tell no boundaries.
the employer when they are available to work, and the employer
builds the schedule around them. Necessity is the mother of invention, and that is where employers are as
they struggle with “The Great Sansdemic.” MRA is offering a virtual
More Innovative Ideas From Employers event, The Great Sansdemic: Solving Your Talent Problems, on
ƒ A large delivery warehouse is interviewing people asking what September 28, and will continue to offer creative solutions to the talent
and body shortages we are all facing. For the big picture and more
hours they want to work, treating work with an uber mindset. Also, solutions contact Jim Morgan at [email protected] or
262.696.3331. MRA is here to help!

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LEARNING

Tips from the Trainer

Making Meetings Work

MANY EMPLOYEES ARE HEADING back to the office, but many are still
working from home, making meetings challenging for both the meeting leader
and attendees.

With remote and hybrid work here to stay, how can managers run meetings that inform,
inspire, and initiate appropriate action? How can they keep their onsite and virtual teams
engaged and productive?

In our transitioning Consider encouraging participants to
work world, leaders have a mindfulness moment, where
are choosing to have they get a chance to relax, meditate,
meetings with the and focus before the meeting gets
hope of helping started. Shut off the camera and do
employees feel nothing but breathe. This intentional
engaged. pause allows attendees to reset and
Unfortunately, many focus on your meeting and the tasks
meetings are at hand.
ineffective, creating
frustration and time
management issues.
Have you been at a
virtual meeting where
some attendees have
their cameras off?
Chances are they have
been in back-to-back
meetings and are
trying to get other tasks done.

How can we remedy this situation? First things first—before calling a meeting, consider
the necessity. Meeting just to meet is a common complaint. Time is money, and
unnecessary meetings cost your organization both so make sure your meeting is an

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appropriate use of time and resources. Calculate the cost of the Kathy Price
attendees’ time and compare it with other tasks they could be doing. Director, Learning & Development
[email protected]
If you’ve determined the meeting needs to happen, think about why
each person should be there. Having the right people in attendance ƒ Managing Stress: Helping Others Cope and Stay on Course
helps to make your meeting successful, and it also allows participants ƒ Today Is Different Than Yesterday - Leading Your Team
to know how they should prepare, so they can bring value to the table. 
Through Change
Your next step is to put together an outcome-based agenda. Use action
verbs so attendees know what the results of the meeting should be. For ƒ Managing in Uncertainty: What to Do When You Don’t Know
example, instead of the bullet point “Idea Generation,” you could label it ƒ Crisis Management: Leading from the Front
“Brainstorm ideas for making meetings more effective, using the ƒ Unleash the Power of Teams - Increasing Effective
Nominal Group Technique.”
Decision Making
When it’s time to send out meeting invitations they should include:
ƒ Problem Solving Through Creative Solutions
ƒ Why the meeting needs to be held, including what’s in it for ƒ Leading Effective Meetings: Virtual, In-Person, or Hybrid
the attendee. ƒ Everything Is Urgent! How to Sort Through It All
ƒ Effectively Using Email in the Workplace
ƒ Items for attendees to prepare, if necessary. ƒ Steps to Survive and Thrive as a New Remote Leader
ƒ An outcome-based agenda. ƒ Painful or Productive: How to Prepare a Home Office That Works
ƒ A list of those invited. ƒ Making the Most of Your Technology
ƒ What technologies are in use? If the meeting will be virtual include,
Members will save $100 when they sign up for the entire series or have
“cameras on.” the option to register for specific sessions individually. For more
information, contact Registrations at 262.696.3319 or at
ƒ The date, start time for each speaker on the agenda, and end time. [email protected].
(Important: Do not let your meeting run over!)

Keep the meeting moving along and keep tabs on your agenda.

The final strategy for successful virtual, in-person, and hybrid meetings
is to make sure everyone is assigned action items. Make time at the end
to divvy them up. 

Poorly run meetings have long been a problem. Pile on the challenges
of virtual and hybrid meetings, and you may have a waste of time,
money, and energy on your hands. With planning and intention,
managers can make sure their teams spend effective time together.

Knowing that hybrid and remote work are here to stay, MRA created the
series Leadership Skills You Need Now. The 30-minute recorded
presentations dive into 16 different topics, helping managers
successfully lead their teams in person, remotely, or in hybrid settings. 

Check out these video sessions of the Leadership Skills You Need Now series:

ƒ Building Resilience: Finding Your Strengths and the Capacity
to Thrive 

ƒ Building Team Resilience
ƒ Emotional Intelligence: Evolve as a Leader
ƒ Creating a Culture of Positivity Within Your Team

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TOTAL REWARDS

The Evolution of Benefits

YOU HAVE HEARD THE SAYING, “the more things change, the Hilary Hauser Mackenzie Button
more they stay the same.”  Since the pandemic came to town, Director, Total Rewards & Total Rewards Director
when it comes to benefit offerings, that statement is straight- Affirmative Action [email protected]
up false. [email protected]

Organizations are changing their benefits immensely to try and keep
up with employees’ current wants and needs. What was once
considered unnecessary (or not considered at all) is now a
nonnegotiable item. Think remote work and flexibility.

“We have seen statistics that more than half of employers now offer
remote work, and 96 percent say that remote employee productivity
stayed at the same level or greater,” says Mackenzie Button, Total
Rewards Director for MRA. “For many employees, flexibility is simply
part of the deal. Moving forward, companies that can offer remote
options and don’t will be at a competitive disadvantage.”

Back in the day, like 2019, benefits were more focused on checking the
box of what employees needed to have. There was not much thought

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given to how employees were using their benefits, or what would make employers are looking at both retirement plan design and student loan
life more convenient for them and their families. A handful of companies repayment benefits. You can tell a lot about a company when you look
offered certain benefits just to be competitive in the marketplace.  at its offerings. Are childcare benefits in the mix? Eldercare options? It is
a peek into how the organization may value families and time away
A New Day Has Dawned from work to care for them, both now and in the future. 

But now, there is much more emphasis on benefits because employees Another change in benefits to keep up with current times is paid time
are focused on them to a greater extent. Human resources off for parental leave. Like it or not, companies must be family-friendly
professionals want to make sure they are spending money in the right and flexible. It is becoming more common to offer 12 weeks off for a
places while getting the most bang for their buck, so they are using birth mother and two to four weeks off for parental/adoption leave,
new and creative benefit ideas as a way to address their employees’ both with full pay. 
needs. A big bonus: a thoughtful benefits package can attract and
retain quality employees.  Work-life balance is another front-runner for employees. They want to
know they won’t have to give up what they enjoy—either at work or at
“A welcome transition is that EAPs are more front and center as an home—because there just isn’t time for it all. Some related options that
employee resource, helping people through good and bad times,” says have begun to surface are pet insurance, laundry pick-up and delivery
Button. “People are taking advantage of using more resources offered at work, transportation assistance, and flexible scheduling.
by their EAP, especially the mental health component.” 
Entry-level wage increases have been in the spotlight for a while. With
“We have seen statistics that more than unemployment pay bumps and the war on talent, many organizations
half of employers now offer remote have upped their entry-level pay by 20 to 30 percent. Combining that
work, and 96 percent say that remote with other added and enhanced benefits, many organizations’ total
employee productivity stayed at the rewards packages look very different than just a few years ago.
same level or greater,” says Mackenzie
Button, Total Rewards Director. “For Change can be good. In this case, change can be just what your
many employees, flexibility is simply employees need. Focusing on the benefits that your workers now want
part of the deal. Moving forward, will help them be more engaged employees and all-around happier,
companies that can offer remote healthier people.
options and don’t will be at a
competitive disadvantage.” Have some questions about benefits? Reach out Hilary Hauser, Director,
Total Rewards & Affirmative Action at 763-253-9186 or Hilary.Hauser@
mranet.org, or Mackenzie Button, Total Rewards Director at
262.696.3367 or [email protected]

Mental health benefits are evolving to be more accessible with a focus
on mindfulness and support. Some companies provide meditation and
quiet rooms, others offer “Wellness Days,”—paid days off. Employers are
more open to stress management strategies and have begun including
new programs that have not been seen before, like mental health
first-aid for supervisors. Wellness programs have also become
increasingly popular. Employers may offer exercise options during the
workday and provide resources for healthy living outside of work such as
smoking cessation programs or healthy lifestyle coaching. A more robust
effort helps recognize those in crisis and shows people how to get the
support they need. The realization of the overworked employee who
needs a break is being embraced instead of being swept under the rug. 

Then there are customized benefits for different workplace populations.
New college graduates have different needs than senior staffers, so

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TA L E N T csotovreyr

TRANSITIONING 101:
How to Make It Smooth

8 SEPTEMBER/OCTOBER 2021 MRANET.ORG | 1.800.488.4845

T MAY BE STATING THE OBVIOUS but working at your kitchen How will you
table is vastly different than going to the office. Employees make your team
shine during the
Itransitioning back to the office may need some guidance on how transition?

that looks and feels. Now is an excellent time to get back to the basics One of the best things a manager
by refreshing how things operate and getting people reacquainted
with life at the office. can do is to set the stage for a

As with much of the pandemic, no one knows how things will play out. positive experience. Employees
The same goes for transitioning from working at home to going back to
the office. For that reason, Lisa Pook, Organization Development Director may have safety and health
at MRA, answers some basic questions that managers may be asking.
concerns about returning to the
One of the best things a
manager can do is to set the office or they may have found they Lisa Pook
stage for a positive experience. simply prefer working remotely. Organization Development
Listening and respecting points of Director
What issues may be problematic when view while setting clear [email protected]
transitioning back to the office? expectations and explaining the

People have created immensely different patterns while working by reasons for decisions are good communication strategies that are vital
themselves. Consider what they wear, the hours they keep, even
getting work done in the hammock in the backyard. Leaders need to in times of transition. Support your team with regular one-on-one
recognize the change in environment and be respectful of the
adjustments employees will need to make. meetings in addition to team meetings and be sure to check in on how

It’s a good idea to have a refresher on the ground rules. What are the employees are doing with the changes they’re experiencing.
expectations now that people are back in the office? Consider your
answers to these questions: What happens if it does not go as
smoothly as you envisioned?
ƒ Is a hybrid schedule offered? Are there certain days and times
employees must be together? When (if ever) is it okay to work at Don’t worry—you have options. You can get positive results through
home?  training or coaching. Which one, you ask? Both training and coaching
are there for employees and managers to improve on what they do.
ƒ How are you going to communicate with each other? Choosing coaching or training depends more on the root cause of
ƒ What are the new ways of doing things? What are the pre- the issue.

pandemic ways that have come back? When is training needed?

ƒ How does the team agree to handle disagreements and conflicts? Training involves delivering content to gain knowledge and
then doing something with it. Does the office transition
Do your team’s interactions look require employees to learn new technology? Or maybe a
different now?  manager is leading a hybrid team for the first time and
needs help seeing how that looks. Both involve training.
Think about how you will shift to make sure that the goals and purpose
of your team are intact and how you will relate to your employees. Take When is coaching a fit?
time to refresh your team goals, including sharing your expectations
and making sure communication takes priority. Ask questions like, how People should work with a coach when they need more
are people feeling while integrating back to the office. There may be support. Is a leader specifically having trouble with
issues, and leaders should be prepared to deal with them on an consistent communication? Or maybe engagement
individual basis. strategies need to be developed for employees struggling
with transitioning. Coaching can help people figure out
what they need to do to get to where they want to be.

As employees continue to come back to the office, successful
managers will refresh how things look, communicate their
expectations, listen to their employees, and be responsive to their
needs. Transitioning may be tricky at times. But looking at how far the
world has come over the last year gives us hope that a year from now
life will look much more familiar.

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Adapting to Change With the
Help of Digital Transformation

DURING THE PREDOMINANT STAY-AT-HOME work era that Now, the challenges faced in Zach Day
began in 2020 and carried into 2021, organizations needed to March 2020 have had time to sort Director, Surveys, Custom
adjust to new uses for technology. Video conferencing became out and organizations have Research & Analytics
domesticated, and grandparents, CEOs, and kindergartners were all established a new expectation for [email protected]
using the same platforms. Collaboration tools like Slack, Teams, and how work can happen.
Google Hangouts evolved to extensions of employee personalities. Organizations will continue to feel
Paper copies became a rarity as the working world realized that very the pressure of providing a work
few people have home printers. Forced change was everywhere. experience that can happen
“anywhere” and it is human of us
Now, the challenges faced in March to expect that changes (to a lesser
2020 have had time to sort out and extreme) will happen just as fast.
organizations have established new As budgets and strategic planning
expectations for how work can happen. begin to take place moving into
Organizations will continue to feel the 2022, here are some lessons of the
pressure of providing a work many micro digital
experience that can happen “anywhere.” transformations that occurred
during the pandemic:
In these moments of adjusting, many different digital transformations
were taking place. Digital transformation is the adoption of digital 1. Focus on the “least viable product.” Technology is forever
technology by a company to improve business processes, value for improving, and the adoption of technology needs to function the
customers, and innovation. Simply put, it is using technology to same. Identify what you are intending to do and focus on creating
compliment, replace, improve, and innovate the standards of a workplace. a process that fits that goal. Then, allow people to change and
require that the change happen over time. Focus on providing a
Digital transformation has been common in the workplace for quite solution rather than planning the perfection.
some time, but it has traditionally come with planning and plenty of
justification in the form of ROI predictions. COVID-19 became the 2. Value the small improvements. Not everything needs to be a
ultimate process disruptor, including the ways businesses adopt significant investment and improvement. Sometimes, the best
technology. The reliance on technology changed, tech served a much transformation comes when a company focuses on a change that
greater need, and the traditional steps towards transformation were saves five people 15 minutes a day. It is okay if the goal of the
thrown to the side out of necessity for the survival of business operations. change is to make someone’s job a little bit better.

Much of the change occurred around providing a remote“office” 3. Don’t be afraid of the investment. Yes, it is good practice to
experience. Human resource partners had the monumental task of creating always know what the return on your investment is, and time is
policy and guidance while trying to maintain culture and satisfaction with often the largest consideration of investment. However, as we have
no reference for how to do it correctly. New ways of communicating and seen these past two years, you may not always know what the
connecting had to be created without a formal business plan. potential outcome of a change will produce. As we continue the
momentum of drastic change because of the pandemic, now
might be a good time to invest into changing actions and tasks.

4. Trust your staff. It was not simply operations that changed during
the pandemic—your staff did too. They handled change,
sometimes in a very gray and confusing environment. A simple
truth is, organizations have proven to themselves that they can
handle change.

Whether it is a digital or simply business process change,
transformation will be a sustained feeling for a while. Now, when the
world is still expecting change, is a time to introduce it.

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Two OPEN ENROLLMENT—
ARE YOU ACTIVE
OR PASSIVE?

An active enrollment Sides
requires employees
to choose benefits and
participate in open enrollment
each year. Passive enrollment allows
employees to be automatically re-
enrolled in their current selections and
involves little or no action on their part.
There are pros and cons to each side of
this annual event.

Laura Ruby, SHRM-SCP, MBA Maureen Siwula, SPHR 
Senior Human Resources Interim HR Director
Business Partner
IN OUR VIRTUAL
ACTIVE ENROLLMENT WORK WORLD,
ENCOURAGES: PASSIVE ENROLLMENT
ƒ Employees to address needed changes in their IS GAINING MOMENTUM
AND EMPLOYERS SHOULD
benefits. What worked for them one year may not be REMEMBER:
as fitting the next year. ƒ Passive enrollment is more convenient and is used

ƒ Employers to educate employees on the nuances of most frequently by larger companies (500+
their plan, like supplemental benefits that can fill employees) and small organizations (with 50 workers
gaps or add to standard benefits. Some employers or less) than by mid-sized employers. 
share what the competition is doing regarding
benefits and how their company compares, which ƒ Employees can manage benefits themselves in
can lead to better retention. passive enrollment, but they need to know what they
want and what level or amount to sign up for. 
ƒ HR to explain any new benefits being offered or
changes to existing benefits. Adding new benefits ƒ With passive enrollment, sometimes employees do
involves communication from human resources to all not get all the information they need for an educated
employees, explaining how benefits can be decision. If a company has complicated benefit
customized to fit each individual. packages, employees may choose options that
underutilize or overutilize their benefits.
On the other hand, active enrollment can involve more
chasing after people who have not completed their Passive enrollment may lead to people being reenrolled in
enrollment. The enrollment window is open for a short a plan that is not the best fit for them, or unintentionally
time, and if employees do not participate they may lose missing a step so a dependent does not get enrolled. If
benefits or miss out on making the necessary updates. your employees are not technical or have never
Employees would then need to wait for the next open participated in open enrollment before, they may need
enrollment period or a qualifying life event to become more help.
eligible to make changes.

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Getting Back to the New Old

WHEN THE PANDEMIC FIRST BEGAN, walk when a meeting canceled? Both scenarios FOCUS
we were inundated with a new have their benefits. If possible, give yourself ON
normal—social distancing, face masks, the time to adapt completely. YOU
and buying more hand sanitizer than we knew
what to do with.  ƒ What about refiguring out how to manage a
hectic schedule? Youth sports are back, people
But now that life is looking more similar to are getting married, having birthday parties,
pre-pandemic days, we are starting to embark on taking vacations, and making plans to spend
the new old. There is once again maskless indoor time together. Having nothing on the calendar
dining, kids out of the house and in person at for the last year-and-a-half was monotonous at
school, and public transportation up and running. times. But now, going back to being a planning
ninja and fitting it all in can be stressful and
How do we transition to getting back to the way complicated. It is a great time to remember that
things were?  sometimes it’s okay to say no.

ƒ Working from home meets going into the ƒ And then there is the return to having
office. Some companies are reopening their access to everything. Museums, libraries,
doors and welcoming employees back to restaurants, professional sports games, the
physically work together as a team. While this movies—and all at 100 percent capacity. Many
is anticipated and appropriate, it may take a people are thrilled. But it makes many people
little getting used to. It was nice to prepare uncomfortable. After being warned for so long
dinner in between virtual calls or switch the not to be in the same space with others (and
laundry over lunch. What about that quick certainly not without a mask), it now may feel a
little strange—like it did when the world
closed its doors. For those whose comfort level
isn’t there, don’t forget about conveniences
that are here to stay, like curbside pick-up.

Now is the time to focus on finding the balance
that works for you. Not comfortable picking up
your Saturday night bowling league quite yet? That
is okay. Does your employer offer a hybrid schedule
because five days in the office feels overwhelming?
Problem solved. Or maybe you are ready to do
everything as you did in 2019. Awesome!

As we focus on returning to the old way of
doing things, let’s also focus on being
patient and kind with ourselves and those
around us. We have successfully made it
through the pandemic —we can
transition back from it too.

12 SEPTEMBER/OCTOBER 2021 MRANET.ORG | 1.800.488.4845

Summertime Success
for Interns

FROM DEVELOPING WORK-LIFE BALANCE and confidence to LinkedIn networking groups. They also worked on their professional
taking advantage of resources, the interns from MRA’s Intern development with weekly live training and monthly panel discussions
Leadership Program had one amazing summer learning and from CEOs, HR leaders, and young professionals.
growing in their budding professional lives.
We talked with three of this year’s interns about their experiences with
MRA worked with 74 interns at 17 different companies where they took the summer Intern Leadership Program, and we are pleased to report it
advantage of opportunities to network through intern roundtables and was a big success. Check out what they had to say.

What was the most valuable thing you learned that you can’t wait to Name: Sophie Boler
use at a job? 
School: University of Wisconsin-
It is truly energizing to work among such a strong group of leaders. That said, I am soaking La Crosse
in so many leadership skills that I cannot wait to expand on and apply in my professional
career and lead a team of my own someday! 

What were your favorite growth experiences this summer? 

There are so many! From experiencing my first business trip, to planning and executing a
large-scale open-house event, to researching and compiling a detailed competitive analysis,
I am proud to be growing in many diverse areas of the workplace.

What have you learned that has changed how you do something?

The confidence I have in approaching and tackling situations is unmatched with what it was
prior to my internship. I have learned the excellence of saying “yes” to anything and
everything while taking on those projects with a fresh view on organization, prioritization,
and curiosity.

Major: Organizational
and Professional
Communications
with a Minor in Digital
Media Studies and Design

Internship provided by
MRA – The Management Association

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What was the most valuable thing you learned that you can’t wait to Name: Isabelle Yoshizaki
use at a job?
School: Marquette University
The most valuable thing I have learned has been how to work with others and how I Milwaukee, WI
specifically can work and contribute the best to a team. I have learned this by being on a
few different teams, as well as through the leadership program and its guidance with tips to Major: Mechanical Engineering
understanding ourselves.
Internship provided by
What were your favorite growth experiences this summer? Sentry Equipment Corp.

My favorite growth experiences this summer were learning new skills, such as how to
market myself, how to work on teams, and how to navigate being a young professional in
the workplace. What made this even more valuable was being able to grow and put these
new skills into practice during my internship. 

What have you learned that has changed how you do something?

I have learned that it is okay to get help and that I will not know everything. This has been
especially the case in my internship as I was exposed to many new and different things. I
have started to ask more questions and have made sure to take advantage of my resources.

What was the most valuable thing you learned that you can’t wait to
use at a job?

The most valuable thing I learned from my internship experience is that my coworkers and
team members are the most valuable resources I have. They have experience and
knowledge that I may not have, and that can be beneficial in completing a project to the
highest standard. If I need clarification or advice on a project, I learned that I should never
be afraid to ask for help. Especially as I continue a career in engineering, teamwork will
always be vital for success.

What were your favorite growth experiences this summer? Name: David Perry
School: Purdue University
My favorite growth experience from the summer was my first time meeting contractors by
myself for an on-site quote meeting. We had a piece of equipment that had failed and West Lafayette, IN
needed replacement, so having the responsibility to describe the issues and show the asset Major: Environmental and
to outside contractors made me very nervous. I had doubts about if I knew the equipment
and processes enough to describe the issues and understand what they had to say about it. Ecological Engineering
The meeting was successful, and carrying the meeting alone gave me a big confidence Internship provided by
boost for the rest of the summer and made me feel like I could contribute to the company’s Veolia in Milwaukee, WI
success with my skills and knowledge.
MRANET.ORG | 1.800.488.4845
What have you learned that has changed how you do something?

I have learned the importance of establishing a routine and personal schedule around the
workday. I had to learn to balance work with the other important things in my life, like
working out, seeing my family and friends, having time for myself, and making sure I got
enough sleep each night. Establishing and settling into a new routine ultimately helped me
feel more accomplished and satisfied at the end of each day while reducing stress and fatigue.

Countless professional (and life) lessons were learned this summer by our interns! And the
fun is just getting started. Keep an eye out for information on upcoming Intern Leadership
Program opportunities. Want more information now? Contact Courtney Lamers at
262.696.3633 or [email protected].

14 SEPTEMBER/OCTOBER 2021 If You Print, Please Recycle

Leading
Remote and
Hybrid Teams
Workshops
Spotlight on Training Tammy Smith
GONE ARE THE DAYS when your whole team is Learning and Development Instructor
in one place at one time. Employees are [email protected]
scattered across locations and time zones
working in remote and hybrid groups. Both new and After 2020, it’s common for new leadership variables to
experienced leaders are facing the challenges of come into play. Dealing with them well does not
adapting to these new working conditions. How can happen automatically, even for a successful leader with
you manage individual performance, maintain team a stellar track record. The Leading Remote and Hybrid
engagement, and ensure employees are on task? Teams Workshops help leaders make some intentional
changes while managing a remote or hybrid team
structure, emphasizing that remote employees feel
every bit as valuable as onsite workers.

We have listened to our members’ needs and created The series looks like this:
the Leading Remote and Hybrid Teams Workshops. 
In these individual workshops, participants explore how ƒ Laying the Foundation for Team Results
to enhance their skills of managing remote and hybrid ƒ Defining Employee Success and Managing
teams by raising self-awareness, creating alignment and
clear expectations, communicating what success looks Expectations
like for their teams, and maintaining team and
ƒ Building Trust From a Distance
organizational culture. ƒ Facing Challenging Conversations on Camera
ƒ Fostering Team Collaboration and Connections

How can you manage The workshops focus solely on leading remote teams,
individual performance, and each session contains two hours of instruction. The
maintain team live interactive workshops offer engagement and
engagement, and ensure activities the entire time. 
employees are on task?
Participants prepare with a pre-class training video for
each session. All sessions have post-class action steps to
help practice what they learned. Two sessions have
post-class training videos (we like to call it bonus content),
which complements the subject matter in each session. 

Who Should Attend? All five workshops can be taken together, on their own,
in any order, or purchased just for your organization to
The series is perfect for leaders managing remote and use onsite. This last option teaches identical content,
hybrid teams, including employees who work from home, but everyone in the class is from your company. The
in multiple locations, time zones, and different shifts. advantage is that everyone hears the same information
while sharing and comparing experiences, challenges,
All leaders are facing challenges and adapting. Even the successes, and examples. 
most experienced can fall into traps, make assumptions,
and miss opportunities for things like keeping their For more information, check out our website or email
people engaged, upholding expectations, and keeping your MRA Registrations Team at: Registrations@
communication and connections strong. mranet.org or 262.696.3319.

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Surveys 50/50 

RECENT SURVEY data shows full-time onsite workers and those making their way back to the office
are split down the middle.

Recently MRA’s survey pros asked managers about remote employees and what that looks like for
them. The new data is all about transitioning.

As the responses spell out, 50 percent of workers are already back onsite full-time. But that leaves 50 percent
who are currently transitioning or are just talking about getting back to the office. Of the other 50 percent:

ƒ Thirty-one percent of people are working on a hybrid basis.
ƒ Sixteen percent are totally remote but are planning a move back.
ƒ Three percent are working remotely indefinitely.

Recent survey data shows full-time onsite workers and those making their way back to the office are split
down the middle.

Want to see more survey data to discover if your organization is in the majority, the minority, or someplace
in the middle? Check out all the survey possibilities MRA has available.  With all the credible, high-quality
data, MRA’s comprehensive survey reports or select cuts of data give you the metrics you need for success.
The Survey Team can help you:

ƒ Benchmark one job or department.
ƒ Conduct a total compensation review.
ƒ Analyze job descriptions, industries, and make comparisons based on the size of your organization.
ƒ Determine how your benefit package compares to the competition.
ƒ Provide data to help you develop a specific Talent Management Program and Talent Rewards Package

for your company.

ƒ Review the latest in HR business trends to stay current.

Want to talk with a person about surveys? Contact one of our survey experts for a free consultation at
800.488.4845, or complete an online request.

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Upcoming Events

HR Leadership 2021 Training Test Drives

MAKING WORK HUMAN MRA’s complimentary Training Test Drive sessions are the best way to
experience MRA’s training and our dynamic instructor-led classes. You’ll
September 17, 2021, 11 a.m. – 3 p.m. CDT get a firsthand look at a variety of courses to see how engaging and
interactive our training is and how our instructors conduct their classes.
As we emerge from a time that has forever changed us, it has never Time will be included for breaks and networking. Contact Registrations
been more important to focus on making work human. To help HR and at [email protected] or call 262.696.3319 to learn more.
business leaders rethink their approach, this year’s National HR
Conference, HR Leadership 2021 – Making Work Human, has a Topic 1: Building Trust and Positive Team Foundations
lineup of presenters that will inspire and guide you. Topic 2: Building Diversity, Equity, and Inclusion in the Workplace
Topic 3: Recruiting Right Now: Getting Good People in the Door
ƒ Derek Irvine Topic 4: Resign? Re-sign! Getting Good People to Stay
How Human-Centered Companies Are Changing the Future
In Person:
ƒ Seth Mattison
The Emerging Future: Building Future-Ready Organizations and ƒ Fri., October 1 – Waukesha, Wisconsin
High-Performing Cultures to Compete and Win in the Decade ƒ Fri., October 8 – Palatine, Illinois
Ahead ƒ Fri., October 15 – Moline, Illinois

ƒ Alison Levine Live Online:
On the Edge: The Art of High-Impact Leadership
ƒ Fri., November 5
Register today! Questions? Email [email protected] ƒ Fri., November 12

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New Members

MRA extends a warm welcome to our newest members

A to Z Machine Company Flannery Construction, Inc. McFarlane Manufacturing School District of Shorewood
Danielle Spigarelli Hanika Alemayehu Company Kim Salem
HR Manager Accountant Judy Bayer SHRM-SCP HR Manager
Appleton, WI Saint Paul, MN Director of HR Shorewood, WI
Advancing Choices, Inc. Forever Companies Sauk City, WI SHINE Medical Technologies LLC
Melissa Doornek Susan Komorowski Milwaukee School David Bailey
Director of Client Services Vice President, HR of Engineering Director of HR
Delafield, WI Franklin, WI Rebecca Ploeckelman Janesville, WI
All Integrated Solutions LLC Fresh & Ready Foods Director of HR Sisters of the Order of
Greg Schmidt Nancy Carrion Milwaukee, WI St. Benedict
Head of Finance Vice President, HR Moraine Park Technical College Sandie Westergren
Franksville, WI Schiller Park, IL Beth Mendoza Director of HR
Andrea & Orendorff LLP From the Forest Director of Talent St. Cloud, MN
Kathryn Andrea CPA Kerrin Kriewaldt Fond du Lac, WI STIR LLC
Partner HR Manager NeighborWorks Home Partners Brian Bennett
Kenosha, WI Weston, WI Jason Peterson President
Aspen Research Corporation Germantown Iron & Steel Executive Director Milwaukee, WI
Kenneth Zigrino Breanna Bartmann Saint Paul, MN Tecnetics Industries Inc.
SVP General Counsel & CIPO Accountant Northland Lutheran Retirement Scott Trobec
Maple Grove, MN Jackson, WI Community Controller
Aurora Fresh Market, Inc. Hekima Cultural and Darrell Lancour Saint Paul, MN
Jose Sandoval Consulting Services CEO/NHA The Airtex Group
HR Manager Trizer Smith Marinette, WI Jean Radeztsky
Aurora, IL CEO Notre Dame School HR Consultant
Bliffert Lumber & Hardware West Saint Paul, MN of Milwaukee Minneapolis, MN
Josh Brown Heraeus Medical Components Jazmin Vazquez Wright County
Vice President Sandra Cook HR Manager Community Action
Oak Creek, WI SVP & Global Head of HR Milwaukee, WI Jennifer Liebeck
Bonstone Materials Corporation Fridley, MN Oak Point University HR Professional
Jennifer Questad Holbrook & Associates LLC Anthony Ribaudo Maple Lake, MN
Finance Manager Mary Dellenbach Director of HR
Mukwonago, WI Principal Oak Brook, IL
Butler Tool, Inc. Saint Paul, MN Pacur, LLC
Nicole Engman Hooper Corporation Nancy Braatz
HR Specialist Lisa Hirchert Controller
Butler, WI Director of HR Oshkosh, WI
Carlson Capital Management Madison, WI Ponsse North America
Jackie Finkbeiner Humane Society of Scott County Angie Dreifurst
Sr. HR Generalist Erika Gunn HR Manager
Bloomington, MN Board Member Rhinelander, WI
Definox Davenport, IA Project NOW
Steve Smith Inno-Flex LaRonda Birch
Site Manager Jason Opsahl Director of HR
New Berlin, WI Director of Finance & Accounting Rock Island, IL
Family Sharing New Hope, MN R+D Custom Automation
Julie Hoover Market & Johnson Samantha Torraco
Executive Director Heather Kretz Human Resources
Grafton, WI Employee & Organizational Trevor, WI
First State Bank & Trust Development Manager Saint Paul Area Association
Diane Gustafson Eau Claire, WI of REALTORS
HR Manager Kara Maurer
Bayport, MN CFO
Maplewood, MN

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heard it on the HR HOTLINE

While employers fight the battle to find qualified employees, many have taken creative approaches to lure
candidates to the doorstep. One example is changing the preemployment drug screen requirements. Other
employers wonder how to implement drug-fee policies when employees are working from home.

Q My employer conducts preemployment drug screens for all new hires
using the five-panel test. It is becoming more difficult to find good
candidates in this tight labor market, and the general manager would like to
overlook a positive test result and proceed in hiring a candidate who is
positive for marijuana on the preemployment screen. What are your
thoughts on this practice?

A Many employers are revisiting their existing policy due to the changing laws and viewpoints on marijuana, as
well as the tight labor market. Drug and alcohol policies and procedures are not a “one-size-fits-all” approach.
As you explore your procedures for positive tests, consider your company culture and philosophy around
testing, your recruitment and retention strategy, as well as both federal laws and state laws that apply.
Whether you are a federal contractor, have drivers who operate under the DOT regulations, have safety-
sensitive positions or caregiver roles, and the states in which your employees work all have an impact on your
employer’s specific policy and procedures.

If you ultimately decide marijuana use is not a deterrent for hiring an individual, it is recommended that you
work with your drug screening provider to customize a drug testing panel for your pre-employment test that
does not include marijuana.

Q Our company has a drug and alcohol-free policy in place. Since many
employees are working from home, how can we address situations when it is
suspected that a remote employee is in violation?

A Most policies address employees being under the influence while performing job duties on the employer’s
premises or while using or operating company property. In addition, some states have legalized the use of
marijuana for both recreational and medicinal use, so it may be more difficult to enforce a policy prohibiting
its use, especially when an employee is not on your premises. The best solution is to give definition to the
words making the policy too vague to enforce with remote workers.

Consider these updates to your current policy:

ƒ Define “workplace” in your policy as the employee’s physical work space.
ƒ Define use by time, if employees have regular work schedules, and specify that use should only be during

nonworking hours.

ƒ Enforce any violations swiftly and in a timely manner when it appears that an employee’s performance
has decreased or the ability to perform job tasks is impaired.

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