Keynote Address:
Finding Hope, Renewal and the Wisdom for HR to Persist in Difficult Times
Dr. Stephen Lundin
International Best-Selling Author, Professor, Entrepreneur & Filmmaker
For the past decade Dr. Stephen Lundin has been on an amazing journey covering over one million miles while looking for and finding FISH! in 40 countries. Against the backdrop more commonly known as the workplace, lessons have emerged and knowledge concerning the world of work has been revealed. In this keynote presentation, Dr. Lundin will highlight these lessons with the greatest relevance for those of us who proudly refer to our work niche as HR. Along the way, he will introduce us to a new character found in his latest book, CATS: The Nine Lives of Innovation. Here are a few of the topics that will be highlighted:
• How HR has exactly what is needed today.
• The downside of work-life balance.
• Why FISH! was more of a provocation than a program.
• The third face of leadership.
• Why the best response to failure must always be, “How fascinating!”
• Why “natural energy” is essential and what street performers can teach us about this all-important ingredient.
In addition, Dr. Lundin will be present for a book signing at the registration table immediately following his keynote address.


Reducing Liability Associated with Reductions in Workforce
Todd D. Wozniak, Esq.
Shareholder, Greenberg Traurig LLP
In our current volatile economy, employers are faced with an unyielding array of difficult business decisions. Whatever the name - lay-offs, downsizing, reductions-in-force or workforce ("RIFs") - there is no business decision more difficult than having to terminate employees. While it is virtually impossible to eliminate post-RIF litigation, employers can minimize liability through strategic planning and execution as well as a clear understanding of the relevant rules and regulations and common pitfalls. This session covers issues such as:
• Selection of employees for the RIF list.
• Adverse impact/EEO reviews.
• Considerations in unionizing/bargaining.
• Guidelines for an effective release agreement.
• Federal and State WARN Act.
• Maintaining employee morale/loss of productivity and public relations.
• Voluntary vs. involuntary termination programs.
• ERISA considerations.
• Intellectual property and non-compete issues.
• Communicating the RIF decision to impacted employees.


The New Family and Medical Leave Act: Is Your Company Prepared?
Annette A. Idalski, Esq.
Partner, Duane Morris LLP
The newly revised regulations of the Family and Medical Leave Act (FMLA), which became effective on January 16, 2009, require immediate action by employers. This session will describe the significant changes to the FMLA including the new definition of a serious health condition, employer notice requirements, medical certifications, intermittent leave, computing FMLA leave, recertification, fitness-for-duty certification, military caregiver leave and qualifying exigency leave. The presentation  will focus on action items that employers must take right now, how to handle a request for leave from start to finish, as well as strategies for handling difficult employee requests for leave. In addition, the new forms provided by the Department of Labor and the sample optional forms for fitness for duty requirements will also be discussed - among other new issues. 


FLSA: Strategies For Avoiding Liability Under The Fair Labor Standards Act
David Long-Daniels, Esq.
Shareholder, Greenberg Traurig LLP
The Fair Labor Standards Act (FLSA) covers nearly 90 percent of the workforce, however, the U.S. Department of Labor estimates that nearly 70 percent of employers are in violation of the FLSA. FLSA litigation can be extremely expensive and time-consuming for company executives and for human resource professionals. This engaging session will discuss the key requirements of the FLSA as well as examine the legal risks associated with non-compliance. In addition, we will identify the most recent trends in FLSA litigation and provide practical steps enabling you to:
• Ensure your employees and independent contractors are properly classified under the FLSA.
• Know how to treat additional benefits, such as holiday bonuses, for non-exempt employees.
• Properly keep track of employee hours and maintain employee time records.
• Conduct an internal FLSA audit and correct any unlawful pay practices.
• Reduce or limit liability associated with costly FLSA class action lawsuits.


Internal Investigations: Using the Law to Uncover the Truth
David Gevertz, Esq.
Shareholder and Vice Chairperson, Baker, Donelson, Bearman, Caldwell & Berkowitz, P.C.
This informative session will take you on a step-by-step tour as you become acquainted with the components of a lawful and successful workplace investigation. Starting with the accusations, complaints and suspicions that usually require an internal investigation, you will learn how to establish the nature and scope of your investigation. Then, you will learn to determine who should conduct your investigation and how to document the investigation so as to reduce your legal exposure. Finally, you will explore the right – and wrong ways – to interview witnesses, including how to deal with those who refuse to talk, those who do not seem credible, or those who gossip about the investigation. In addition, this session will address these topics:
• When to bring in outside help: attorneys, independent investigators, and law enforcement agencies.
• How to deal with difficult situations such as complaints about top executives or off-site incidents.
• When (if ever) it is appropriate to use tactics such as electronic monitoring, searches, polygraph tests, and undercover investigators.
Along the way, this presentation will highlight the most common legal mistakes that employers often make when conducting internal investigations and how to learn from these missteps.


Succession Planning in a Changing Economy: Safeguarding Organizational Success through Effective Talent Management
Henry L. Thompson, Ph.D.
President & CEO, High Performing Systems, Inc.
In 2009, the strategic necessity for successful succession planning as a key component to comprehensive talent management remains center stage as organizations meet head-on the economy-driven mandates for reduced budgets, hiring freezes and workforce reduction. Doing more with less has never been more vital to organizational stability and success. To safeguard high performance, however, organizations should temper a survival mindset with a recovery attitude. Correctly identifying leaders from the talent pool – whether present employees or prospective – is key to an organization’s future positioning. Even more critical is having a game plan for aligning human resources to meet business needs – putting the right people in the right jobs and knowing when and where to move them. In this presentation, you will learn:
• Why succession planning is key to your organization’s current and future success.
• How to implement a succession planning process that really works.
• How to know when your high potentials are ready to move to the next level.
• How to create and manage multiple talent pools.
• Why succession planning must extend throughout the entire organization.
Plus, hear best practices for how to hire, develop and retain high performers and high potentials – all essential components of an effective succession planning process.


Agility: A New Leadership Model for Challenging Times
John Arnold Smith
Senior Vice President, Lee Hecht Harrison
Leading an organization has never been easy, but demographic shifts and demands for doing more with less have unquestionably made it more difficult than ever to be in charge. Executives these days are under intense pressure to reduce costs and trim staff while still producing the same, excellent results. So how do you retain the best employees, increase productivity, foster innovation, generate customer loyalty, and maintain a competitive advantage when your resources have been slashed? Unfortunately, traditional leadership models and behaviors do not adequately address today's unique challenges. What is needed is a new framework that offers a more flexible dynamic for leadership. In particular, such a model needs to address the many paradoxical behaviors that leaders are often required to demonstrate and pivot between both quickly and seamlessly. This presentation will explore the seemingly paradoxical behaviors that leaders in this new era must develop as well as stimulate a new way of looking at leadership.


Generating Success: Helping the Multi-Generational Workforce Work Together
Tina Davis
Executive Director, NAS Recruitment Communications
In today’s complex workplace, one challenge that increasingly confounds the HR community involves how to turn generational differences into intergenerational successes. As work environments simultaneously host four generations of employees, instances of misunderstanding, miscommunication and misperception have multiplied. The habits, communication styles and technologies that are second nature to younger workers can leave workers of an earlier generation both dismayed and even disgruntled. But it is not merely a case of the Millennials vs. the Veterans. The differences associated with each of the four generations in the workplace have the potential to devolve into “in-groups” and “out-groups.” Complicating matters is the phenomenon known as “upside-down management” in which younger workers manage employees who are their grandparents’ age. Although the situation can be turbulent, every organization has the opportunity to create work environments that foster productive and enjoyable intergenerational work relationships. The first step is to be able to understand the various generational differences. Then, it is crucial to see how these generational differences impact recruiting, retention, team building, managing, communicating, motivating and almost every aspect of the workplace dynamic. This session will not only help you identify the discrepant traits of the four generations, but it will also offer insight into how to convert these differences into glowing strengths.


Recruiting in a Recession
Dan Campbell
CEO, Hire Dynamics
When it comes to recruiting in tough economic times, there are positives and there are negatives. On the one hand, you have a significantly greater number of high-quality candidates than perhaps during any other phase of the business cycle. On the other hand, employers must now weed through a significantly greater number of resumes in order to uncover these high-quality candidates. This interactive presentation will address the salient questions that guide employers when recruiting during a recession. For instance, how should your approach to recruiting change during an economic downturn? What are the most efficient approaches to screening resumes? What changes can you expect from “passive” job seekers and how should you alter your approach in recruiting them? This session will also explore best practices in recruiting to allow you to maximize your effectiveness while minimizing your time spent sourcing candidates. Additional topics will include:
• How best to manage the expectations of hiring managers.
• Recommended changes to the recruiting process.
• Ways to advertise open positions to achieve superior results.
• How best to position your company to attract high-quality candidates.
• Retaining top performers during uncertain times.


When Managing an Aging Workforce Increases Legal Risks: How to Comply with Employment Laws that Protect Older Workers
M. Kim Vance, Esq.
Shareholder, Baker, Donelson, Bearman, Caldwell & Berkowitz, P.C.
Why talk about the legal implications of managing an aging workforce? By 2016, one-third of the total U.S. workforce will be age 50 or older. In the wake of the aging baby boomer generation, the changing face of the American workforce has created new challenges for managers and human resource professionals alike. First of all, there are the practical realities of managing different age groups. Then there are the ever-increasing productivity issues that stem from the potential disharmony associated with generational differences. Besides these, though, there are also serious legal considerations to be cognizant of, especially involving the ADA and the ADEA. This informative session will help you comply with the various employment laws that protect older workers. In addition, the presentation will also address the following topics:
• How to bridge the culture gap and improve teamwork when generational differences affect performance.
• How to legally manage productivity when age affects performance.
• How to prepare your business for future workforce challenges when expertise is retiring.


Immigration in the Obama Era: E-Verify, Visas, Legalization and Strategies for Being Part of the Change
Charles H. Kuck, Esq.
Managing Partner, Kuck Casablanca & Odom, LLC
Every month we hear more news about significant changes to immigration law. Whether it be massive modifications to the I-9 procedures or Homeland Security's new "no-match" rules or unprecedented new state laws seeking to compel employers to electronically verify work eligibility or new visa application procedures, there is no doubt that we are in the midst of a major transformation. Yet despite these monumental changes, compliance in the new era of I-9s is neither straightforward nor effortless. This session will offer practical guidance on how to comply, what to expect, what you and your company can do to be prepared, as well as what the business impact will be with the changes to immigration law. Along the way, Charles Kuck, noted immigration attorney and National President of the American Immigration Lawyers Association will:
• Discuss the new rules and challenges of using the E-Verify system.
• Provide an overview of various electronic compliance system options.
• Engage the audience in a discussion of expected immigration law changes affecting HR personnel.
• Provide insight into what government actions are likely to occur in the near future.
• Offer tips on how to be part of the change.


The Impact and Promise of Social Media for HR
Debbie McGrath
CEO, HR.com
Although various forms of online social media have been around for over fifteen years, only now are we just beginning to harness its potential as a multi-faceted resource for doing business. What began as an easy way for friends and colleagues to communicate, share ideas and stay in touch with each other has blossomed into a vast universe of possibility with a myriad of different uses and applications for just about every profession, industry and intention. Human resources is already benefiting from social media with its cost-effective alternatives for keeping employees engaged, informed and productive. This session will focus on how HR professionals can strategically use social media to manage, grow and improve their organizations. In particular, you will learn how to use social media to:
• Find top talent.
• Manage teams and networks.
• Create knowledge hubs for mentoring and onboarding.
• Build your employment brand.
• Develop your HR value proposition.
• Improve employee, partner and client communications.



401(k): How to Manage Your Fiduciary Responsibilities, Reduce Your Fees and Get Your Employees Back on Track
C. Todd Lacey, AIF
Managing Partner, The (k)larity Group
The 401(k) is one of the more complex employee benefits for HR professionals to manage. The fiduciary responsibility associated with the management of a 401(k) is significant and carries personal liability. Fees for retirement plan services are often times hidden, hard to understand, and excessive. Compounding the problem, many participants have lost huge amounts of money in the stock market and are not on track to have enough savings at retirement. Often times the responsibility for addressing these challenges rests on the shoulders of a company's HR department. These challenges are real and significant, but they can be addressed with education and the implementation of prudent processes. This workshop will teach you how to address these issues and greatly improve the efficiency and effectiveness of your company's retirement plan.  The specific topics and solutions that will be discussed include:
• The current state of most 401(k) participants.
• How we ended up relying so heavily on 401(k) plans to fund retirement.
• What features of 401(k) plans especially create problems for participants.
• The benefits of implementing auto features in a plan.
• The types, pro's and con's of "do it for me" investment options.
• What a QDIA is and what the advantages are of having one in a plan.
• An explanation of retirement plan fee types and how to potentially reduce them.
• An update on the proposed Department of Labor fee regulations.


How to Become a Successful HR Business Partner
Valerie Frederickson
CEO, Valerie Frederickson & Company
HR’s contribution is increasingly being measured by how well it supports the company’s business objectives and addresses the strategic people issues – and not by administrative efficiencies and cost-controlling capabilities. As a result, a new role is rapidly emerging to build the alignment between human resources and business operations: the HR Business Partner. This session will provide participants with a detailed guide for how to become the kind of HR Business Partner that every CEO wants and needs, especially in this economy. The presentation will begin with a brief study of the four, primary skills that all HR Business Partners should possess:
1) Facilitating change management
2) Assessing organizational needs
3) Handling conflict
4) Dealing with the “unsolvable”
Then, using several real life case studies, the audience will have the opportunity to begin thinking and acting like top HR Business Partners. Interacting with their fellow participants, attendees will have a chance to work through the most common challenges that HR Business Partners are facing today: reductions-in-force, compensation, conflict resolution, communications, change management and strategic planning. This interactive workshop will offer HR professionals a glimpse into the life of an HR Business Partner, as well as provide them with the basic tools to be successful in that role.


Progressive Discipline
Dethra U. Giles, MBA, MSCM
Director of Staff Recruitment and Retention, Georgia State University
When it comes to addressing incorrect, inappropriate or unacceptable behavior in the workplace, how would you describe your management style? Are you the "best wishes" style of manager who crosses her fingers and simply hopes for the best, expecting her employees to magically improve without telling them what they are doing wrong or how to correct it? Or maybe you prefer the "trap door" style of management with termination letters already written as you patiently wait for each employee to take an errant step? Hopefully, neither of these appeals to you. A far better approach is to employ progressive discipline which can be one of the most effective tools to assist you in managing the performance of your employees. This session will consider progressive discipline from a practical perspective. Using real scenarios and actual results, you will learn everything from the four major steps in the process to the mistakes commonly made to the most overlooked aspects of progressive discipline. Along the way, you will also find out how to create a progressive discipline plan for your organization.


How to Overachieve without Over-Committing: Motivating Yourself and Others in a Down Economy
Brian Hilliard
Founder & President, Agito Consulting
Unless you have been living in a cave for the past few months, you already know that the economy is not doing so well. Corporate earnings are down, employee anxieties are up, and everyone is turning to you for answers. Once again, HR professionals are being asked to inspire and keep motivation on high, but how exactly is this accomplished? More importantly, how do you deal with the many challenges at work without killing yourself in the process? If you are a busy HR professional looking to get the most out of yourself and others, then join us for this for this fast-paced session. You will learn several techniques designed to help identify and realize your full potential as an HR professional, manager and leader. Along the way, participants will discover:
• Three ways to motivate themselves – and others – in a shaky economy.
• Two ideas on managing change and making it work for you.
• How to avoid the single biggest mistake most overachievers make.
• How to overcome the distress and anxiety normally associated with a goal-oriented perspective.
In addition, you will learn advanced task management techniques to help you execute more effectively as well as ways to manage energy and turn goals into reality. If you are looking to juggle multiple commitments while still maintaining your sanity, then this session is for you.


Credit Score Enhancement and Hiring: What’s in Your Number?
Ryan Behrens
Development Officer, Georgia's Own Credit Union
Human Resource professionals have many factors to consider when hiring new employees. One increasingly widespread practice in the past two years has been to view credit reports. When consumers apply for credit – whether for a credit card, a car loan, or a mortgage – lenders need to know the level of risk they are taking in lending the money. FICO® scores were created to help lenders determine that risk. Similarly, this measure has been adopted recently as a consideration in the hiring process, too. As a consequence, it is increasingly important for HR professionals to understand personal credit reports and credit scores. Everyone has three FICO scores - one for each of the three credit bureaus: Experian, TransUnion, and Equifax. Each score is based on information that the credit bureaus obtain and keep on file. As this information changes, credit scores tend to change as well. Depending on a particular score, both credit limits and interest rates can be increased or decreased, potentially saving or costing thousands of dollars during the life of a loan. This seminar will explore what a good credit score is, how the score is determined, why it is important to have good credit, and some essential tips for acquiring and maintaining good credit. For instance, did you know that missing just one payment, regardless of the amount, can take up to 24 months to restore? In addition, this session will address some of the misconceptions concerning credit scores, such as the impact of the current length of employment.