JANUARY 2021

EWSHRNTHE MAGAZ INE OF THE INTERNAT IONAL PUBL IC MANAGEMENT ASSOCIAT ION FOR HUMAN RESOURCES

Virtual HRVirtual HR

| 2 | JANUARY 2021 HR NEWS MAGAZINE

CALENDARWe are putting together a full slate of online courses, region meetings and webinars for 2021. Watch the IPMA-HR Events page at www.ipma-hr.org/events for announcements of new learning and professional development opportunities.

To learn more about our courses and how to arrange to have a customized training session created for and delivered directly to your agency or department, visit www.ipma-hr.org/advance-your-career/courses.

Last year was tough, and IPMA-HR met the challenge by offering several webinars on keeping employees safe throughout

the COVID-19 pandemic, addressing mental wellness needs and working toward ensuring diversity, equity and inclusion.

Each session is now archived and available to stream for free when you log in to the website at learning.ipma-hr.org/webinars.

Did you miss any these?

n The 10 Trends Shaping Public Sector HR in 2021 (Sponsored by NEOGOV)

n Work and Occupational Stress in the Midst of COVID-19

n 9 Steps to Remove Bias and Promote Diversity at Every Stage of the Hiring Process

n Navigating Difficult Conversations in the New Normal

n 7 Ways to Maximize Employee Potential Through Coaching and Feedback (Sponsored by NEOGOV)

n How Cooperative Purchasing Can Help You Get Better Employee Benefits, Cheaper and Faster

n Virtual Roundtable: Public Safety Hiring During a Pandemic

n Building World-Class Employee Engagement

n May 5, 2020 IPMA-HR Virtual Roundtable: Plans to Reopen

n The Brain Science of Shared Adversity and Resilience: Exploring the New Opportunity for Connection and Leadership

n April 16, 2020 IPMA-HR Virtual Roundtable: Handling Coronavirus in the Workplace

n How to Thrive and Flourish When Working in Isolation (From Home)

Resolve to Catch Up on Webinars

n April 2, 2020 IPMA-HR Virtual Roundtable: Handling Coronavirus in the Workplace

n In Harm’s Way: Suicide Prevention in Law Enforcement

n March 25, 2020: Coronavirus in the Workplace

n Walk a Mile in Your Candidate’s Shoes: 6 Tips for Improving the Candidate Experience (Sponsored by NEOGOV)

n HR20/20 Report: The IPMA-HR Guide to Transformative HR

n Government Affairs Update for January 2020

n Best Practices in Police Recruitment: How the Metropolitan Police Department Continues to Thrive in a Challenging Environment

Do not forget that completing webinars earns you points toward recertifying as an IPMA-CP or IPMA-SCP. Find the details at on.ipma-hr.org/recertification. —N

WWW.IPMA-HR.ORG JANUARY 2021 | 3 |

FROM THE PRESIDENT

Welcome to 2021!

I hope this finds you safe and healthy. As we prepare to start a new year, the one we just completed calls for reflection.

All of us have been challenged in ways we could not have imagined. Shifting between confronting racial issues and inequities, managing the pandemic professionally and personally, and supporting the missions of our workplaces with already hectic workloads called for us to react quickly, think creatively and remain nimble. It feels like we’ve been sprinting throughout an entire marathon. But after all, it’s what we do.

Looking back on 2020, I’d like to applaud IPMA-HR leadership and staff for taking opportunities to turn challenges into successes. To list only a few of many:

n We selected Cara Woodson Welch as IPMA-HR’s new executive director.

n We shifted the Annual Conference to a virtual format and saw record attendance. With more than 880 attendees, we were able to provide development and engagement opportunities to the largest audience in more than a decade.

n We launched the Racial Equity Resource page and the Coronavirus Resource page to assist members in addressing imperative and emerging issues.

n We hosted the free COVID-19 Roundtable series to share our experiences.

n Engage, our online community, proved to be a valuable space for discussions and sharing resources.

n We moved the certification process and other professional development opportunities online.

n We continued to grow the membership.

I’m humbly looking forward to serving the Association that has provided so much for me throughout my career. My array of professional experiences, as well as my involvement and past leadership within IPMA-HR, allows me to bring a reflective and ambitious perspective. As I envision what I want to do as president, my focus is on the following:

n Assessing, further updating and operationalizing the HR 20/20 Report: The IPMA-HR Guide to Transformative HR. Now, more than ever, we must step up as HR leaders and continue shifting how we view our work through the lenses of business acumen, innovation, strategic orientation and equity.

n Understanding the needs of members and examining the Association’s value proposition (i.e., identifying and clearly stating our “why”).

n Working to attract and engage emerging and diverse professionals as IPMA-HR members.

n Working to ensure IPMA-HR remains visible and relevant via resource offerings, programming and advocacy. This work includes strengthening our social media presence, extending our research and benchmarking, and providing even more flexible professional development opportunities and certifications that are valuable throughout one’s professional career.

n Continuing to use technology and other creative ways to keep everyone connected.

n Exploring additional ways to work together across chapters, regions and internationally to build on our strengths and grow the Association.

Taking the principles detailed in the HR 20/20 Report as our vision, IPMA-HR’s leadership will provide a network of support. As we lean into 2021, you will be able to look to me as a thought partner for trends, issues and ideas regarding the HR community, our profession and the Association. As a connector at heart, I welcome opportunities to connect with you through meetings and events, emails, phone calls and social media, and I look forward to hearing your thoughts, concerns, successes and ideas for how IPMA-HR can work for you.

Before I close, I want to give my praise and thanks to past presidents from whom I learned so much and gained inspiration. My sincere thanks go to Cheryl Cepelak, IPMA-SCP, for her outstanding leadership during the past, unprecedented year. From guiding the transition to our new executive director to implementing a new way of working across the Association and for all HR leaders, I appreciate Cheryl’s creativity, agility, support and friendship. I know IPMA-HR has benefited greatly from her leadership.

Now, on a personal note, it is vitally important for each of us to maintain our own well-being. As HR professionals, we need to nurture our health and cultivate our support networks in order to sustain our ability to provide support for our organizations. My hope is that you find inspiration in IPMA-HR by accessing our resources, professional and personal development opportunities, networking events and friendships. And so, to quote Brené Brown, I want to say, “No one belongs here more than you.” IPMA-HR is about each of you.

I look forward with great enthusiasm to the year ahead and the success we will build together.

Cheers!

Pam Dollard, IPMA-SCPpamdollard.ipmahr@gmail.com

Pam Dollard

| 4 | JANUARY 2021 HR NEWS MAGAZINE

HR1617 Duke Street Alexandria, VA 22314phone: (703) 549-7100 fax: (703) 684-0948www.ipma-hr.org

General Inquiries For basic information about Association programs and products, call (703) 549-7100 or email ipma@ipma-hr.org.

Assessment Services Call (800) 381-TEST (8378) or email assessment@ipma-hr.org to ask about test products, test ordering and shipping, test development and test validation. Direct all other questions to (703) 549-7100.

Government Affairs For information on legislation and court decisions, email gov@ipma-hr.org.

Finance To ask about 1099s, taxes, accounts payable, credit card payments and insurance, email finance@ipma-hr.org.

Membership For membership questions, name and address changes, chapter information and dues or invoice inquiries, email membership@ipma-hr.org.

Meetings For conferences and seminar registration and information, email meetings@ipma-hr.org.

Publications To place orders, confirm prices, arrange shipping, obtain reprint permissions and submit to HR News, email publications@ipma-hr.org.

Research For sample policies, best practices, surveys and reports, call (703) 549-7100 or email hrresources@ipma-hr.org.

Web For all questions relating to the website, email web@ipma-hr.org.

IN TOUCH WITH IPMA-HR

Editor: Ed LambGraphics: Alison Dixon/ImagePrep Studio IPMA-HR Executive Director: Cara Woodson Welch, Esq.

HR News is published monthly by the International Public Management Association for Human Resources, 1617 Duke Street, Alexandria, Virginia 22314; (703) 549-7100. Copyright ©2021. The January issue is volume eighty-seven, number one of the monthly magazine of IPMA-HR..

Contributed articles of 750-1,500 words are welcome via email. HR News reserves the right to refuse and/or edit manuscripts submitted for publication. For further information, email elamb-CONTRACTOR@ipma-hr.org or phone (703) 549-7100, ext. 243.

Send notices of changes in employment, special awards or honors, or other member news of interest to publications@ipma-hr.org, along with color photographs, if applicable.

Change of address notices should be sent to the IPMA-HR Membership Department at membership@ipma-hr.org.

IPMA-HR Membership Information

Join IPMA-HR today and receive HR News for free as part of your membership. Sign up online at www.ipma-hr.org or contact the Membership Department at membership@ipma-hr.org or (703) 549-7100.

Advertising Information

HR News accepts display advertising. For complete advertising information, please download our Media Kit at https://www.ipma-hr.org/media-kit or email publications@ipma-hr.org.

IPMA-HR is a nonprofit membership organization dedicated to providing resources and advocacy for public human resource professionals at all levels. Comprised of four U.S. regions and more than 45 chapters, IPMA-HR represents individuals and agencies in local, state and federal government worldwide. IPMA-HR provides a focus and forum for the discussion and exchange of views and best practices among public sector human resource professionals throughout the United States and abroad.

EWSN

Coming up in the February issue of HR NEWS

Workforce and Succession Planning

Executive Council Pamela Dollard, PresidentDirector of Human ResourcesUniversity of Wisconsin–Madison Division of Extension

Jennifer Fairweather, President-ElectHuman Resources Director (CHRO)Jefferson County, Colo.

Cheryl Cepelak, Past PresidentDirector, Department of Public Health/Department of Social Services Joint Operations TeamState of Connecticut

Melanie AultEmployee Relations Senior AdvisorCarver County, Minn.

Cheryl BrownRetired Local Government Employee

Momoh ContehDirector, Human Resource ServicesMaryland Department of Natural Resources

Andrea CutlerRetired Local Government Employee

Tamara Dixon, IPMA-SCPDirector of human Resources and Chief Diversity OfficerCity of Northglenn, Colo.

Holly M. Hobbs, IPMA-ACPAdvanced Human Resource ProfessionalConsultant, Saskatoon, Saskatchewan

Pamela LeakeSenior Human Resources ConsultantCity of Goldsboro, N.C.

Cheryl Lewis-Smith, IPMA-SCPHuman Resources DirectorCity of La Vergne, Tenn.

Sonja Stanchina, IPMA-SCPDirector of Diversity & InclusionContra Costa Water District, Calif.

Gail Strope, IPMA-SCPDirector of Human ResourcesCity of Jefferson City, Mo.

WWW.IPMA-HR.ORG JANUARY 2021 | 5 |

TABLE OF CONTENTSJANUARY 2021 | VOLUME 87 NO 1

DEPARTMENTS2 CALENDAR

23 MEMBERSHIP MATTERS

FEATURES

Inclusive Recruiting: What Employers Need to Know to Gain the Benefits of Diversity6

3 From the President

22 MEMBER SPOTLIGHT: Dena Hernandez

Hire Effectively in an Increasingly Virtual World8

5 Practical Tips for Improving the Onboarding Experience for Remote Employees10

Meet the Urgent Need for Online Mental Health and Substance Abuse Counseling12

COVID-19 Highlighted the Need for a More Flexible Open Enrollment Process14

3 Ways HR Pros Can Improve the Impact of Telehealth and Reduce Costs for Their Organization16

Try Virtual Group Fitness Classes for a Remote Team-Building Boost18

| 6 | JANUARY 2021 HR NEWS MAGAZINE

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

Why should you focus on recruiting to drive diversity in the workplace? Quite simply, following a year marked by calls

for social change, more executives are looking for human resources professionals to be agents of change. Those same organizational leaders are likely citing persuasive evidence that companies with diverse workforces are measurably more successful.

In a January 2018 report titled Delivering Through Diversity, authors with McKinsey & Company noted that companies with the most ethnically and culturally diverse executive teams were 33 percent more likely to have industry-leading profitability. Conversely, the least diverse companies were 29 percent less likely to outperform peer organizations. At the board level, the impact of diversity was even greater: “Companies with the most ethnically/culturally diverse boards worldwide are 43 percent more likely to experience higher profits,” the McKinsey authors wrote.

A Boston Consulting Group study that was also reported in January 2018 similarly revealed that companies that achieved above-average diversity on management teams realized “innovation revenue that was 19 percentage points higher than that of companies with below-average leadership diversity—45 percent of total revenue versus just 26 percent.”

Diversity also helps employers compete for the best talent because job seekers value it. When Glassdoor surveyed nearly 2,750 workers in August 2020, three-quarters (76 percent) of respondents agreed that a “diverse workforce is an important factor when evaluating companies and job offers.”

Transforming an organization’s workforce and culture is more than a one-and-done recruiting task, of course. It is an ongoing form of change management. Savvy HR professionals can approach recruiting efforts in practical ways that help achieve the complex goals.

What Does Diversity Look Like?Undertaking recruiting with an eye toward increasing diversity can

By Allison O’Kelly

INCLUSIVE RECRUITING: What Employers Need to Know to Gain the Benefits of Diversity

feel a bit like preparing your home for guests: You suddenly see all the things you have been meaning to fix up or had never noticed until now. Embrace that shock of recognition as a source of useful energy. If you want to make meaningful change, try to take a fresh look and evaluate your organization as an applicant might see it.

Candidates will be examining your organization for signs of a diverse and inclusive workforce. According to Glassdoor, one in three job seekers will not even apply to an organization that lacks diversity. The website’s survey further revealed that “this is significantly higher for Black (41 percent) job seekers and employees when compared to white (30 percent) job seekers and employees, and among LGBTQ (41 percent) job seekers and employees when compared to non-LGBTQ (32 percent) job seekers and employees.”

Examine the Leadership TeamWhat will candidates see when they view the executive team on your website? If leadership consists of mainly cisgender white men—with few women, people of color or individuals from other underrepresented groups—there is an opportunity to grow.

An organizational commitment to diversity starts at the top. Because leaders highest up in the organization make key decisions, set policies and create cultural priorities, they are ultimately responsible for ensuring diversity at all levels. Making changes to the executive team can significantly advance the cognitive diversity required to drive innovations and succeed in making the workplace and its culture more inclusive.

Look at CultureAdditional markers of organizationwide diversity are representation on and engagement with your social media pages. Before launching a push to recruit for diversity, search your public channels for mentions of diversity, inclusion, employee resource groups and related topics. Ask who is participating on LinkedIn and Facebook.

WWW.IPMA-HR.ORG JANUARY 2021 | 7 |

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

Other questions to ask include

n Do your social media posts create an attractive impression of gender and ethnic equality in job roles?

n Are there any red flags such as consistently identifying women as support personnel and men as managers or skilled professionals such as engineers?

n Are personal and professional achievement for a diverse mix of employees depicted by highlighting awards, promotions and recognitions?

Also let your marketing or communications team know about plans to recruit for diversity and invite ideas on ways social media channels can support and enhance the effort.

Pull Some Key Performance IndicatorsHuman resources initiatives reflect what matters most to an organization. Keeping that in mind, make diversity matter by sharing gender and ethnic breakdowns of the workforce with executive decision makers. If those numbers are not readily available, that itself may indicate that objectives or meaningful plans for achieving diversity on a practical timeline are lacking.

As you prepare to launch and assess your recruiting effort, start with what you know about the organization’s workforce. Use that data to create a baseline for selecting key performance indictors (KPIs) so you can set goals and measure progress. In addition to comparing results to the baseline, compare the current effort to earlier recruiting campaigns so you can track progress over time.

Prepare to ListenConversations between candidates, employees and employers should inform any recruitment campaign. Essential questions to answer are what employees really think about the employer and their work experience, as well as what the onboarding process is like for new hires.

Surveys can help. Conducting them is a direct way to invite

feedback, but it works best when anonymity is guaranteed. In fact, the 2020 Glassdoor survey revealed that “71 percent of employees would be more likely to share experiences and opinions on diversity and inclusion at their company if they could do so anonymously.”

If your organization already regularly conducts candidate experience surveys as part of the recruitment experience, consider including questions on diversity and inclusion. In all events, mine your existing data.

For instance, insights can be gleaned by breaking out historic customer satisfaction data by demographic categories. Overall expressions of dissatisfaction with services by members of underrepresented groups could be red flags for employees’ dissatisfaction with work culture, opportunities, inclusion or empowerment. At the very least, such findings would indicate the need for more cultural sensitivity.

Surveys and data analytics are no substitutes for open communication as a tool for building and maintaining a strong culture, but they can help leaders anticipate problems and provide timely insights on what can be done to reduce churn and the loss of valued talent. All forms of feedback will assist with identifying unmet needs and sparking ideas for initiatives that can enhance organizational culture and success.

Let the Search Begin!Once equipped with insights from the review of the organization and its workforce, you are ready to set informed goals for recruiting for diversity.

Set Clear GoalsSMART—specific, measurable, achievable, relevant, time-framed—goals are the gold standard. So, what are the SMART goals for your current recruiting effort?

CONTINUED ON PAGE 21

HR NEWS MAGAZINE| 8 | JANUARY 2021

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

Having no alternative in the spring of 2020 but to shift most of their workforce to remote work environments, many employers

also found themselves needing to create virtual hiring processes to fill newfound gaps in their teams and account for inevitable attrition. Working remotely does not suit everyone, so many employers have had to develop new protocols to align their hiring practices with their newly virtualized structures.

The COVID-19 pandemic has made many standard hiring practices, systems and routines obsolete or impractical. This, in turn, has required employers to embrace a virtual version of their hiring process. In doing so, many factors have had to be considered as benefits and drawbacks have revealed themselves.

Some of the key benefits of a remote hiring process are reduced costs and access to a larger talent pool, geographically speaking. It can also increase the speed of hiring because screening candidates can be partially or fully automated, contact can be made quickly online and fewer obstacles to scheduling assessments and interviews present themselves.

On the downside, the experience can seem significantly less personal and determining true cultural alignment is challenging. Making effective, long-term hiring decisions can be hard at the best of times. In the current environment, it is even more difficult.

Most human resources professionals rely on a healthy mix of art and science when hiring. The art exists in the realm of intuition, but the virtual hiring format severely limits the ability to apply the more esoteric elements of a HR professional’s toolbox.

As much as this might make hiring tough for most HR professionals, the need to reformat everything is unlikely to abate any time soon. In some cases, hiring may never go back to more analog modalities.

Use Different Procedures to Conduct the Same ProcessMost of the companies I consult for are choosing to remain virtual for the foreseeable future. Some have even made the decision to let go of their brick-and-mortar leases. The future will undoubtedly offer opportunities to meet job candidates in person, but the digital future has fully arrived.

If necessity demands the modification of hiring practices to recruit talent effectively, the question for HR professionals becomes how to do that most effectively. Fortunately, many of the same principles that guided in-person hiring apply equally in today’s digitized workspace.

Practices like vetting resumes, administering preemployment tests, conducting personality or behavioral analyses, and checking references all work well online. Many employers are also using more automation such as chatbots and one-way pre-interview systems to answer frequently asked questions and streamline the early steps in filtering candidates.

Most importantly, putting people first remains essential. Even though this is one of the biggest challenges the pandemic has created due to social distancing and physical separations, it must be done.

See Who You Could Be Working WithDespite the availability of a wide range of digital solutions to make remote hiring relatively efficient, employers that historically relied on in-person interactions and interviews with job candidates

By Grant Ian Gamble

Hire Effectively in an Increasingly Virtual World

JANUARY 2021 | 9 |WWW.IPMA-HR.ORG

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

are struggling to adapt and maintain strong virtual hiring performances.

In-person interactions provide verbal, visual, emotional and auditory information in an abundance that no phone call or videoconference can match. Reading a candidate’s energy and enthusiasm is also easier in a face-to-face meeting.

Now, with in-person contact restricted, refining virtual hiring process requires considering how to outline the format and expectations for virtual interviews. Strive to personalize interviews by sharing information about the people who will be asking questions and by presenting overviews of what the department and organization do. Consider talking the candidate through a virtual tour of the facilities. All this can help bridge the physical gap and humanize what can be quite an impersonal process.

Another step that can pave the road to a positive virtual hiring experience is choosing the appropriate interface. By now, most people know which videoconferencing tools and platforms they prefer. But it is worth thinking about when to use videoconferencing during the interview process and whether there are any points at which it makes sense to have a regular phone conversation.

I do not advise relying too heavily on phone calls. Video interviews provide important verbal, visual and auditory cues to both the interviewer and the candidate, which makes it easier to form personal connections. Video also offers a better sense of a candidate’s demeanor, level of engagement and other crucial attributes.

A phone call still delivers verbal and auditory cues, but the emotional and energetic elements of communication will not come across as clearly. Video chat has now become quite accessible. Whenever possible, it should be viewed as the preferred method for meeting with and interviewing candidates.

Do Not Let Your Texts Do Your TalkingI also recommend limiting the use of emails or texts to work out schedules and engage in extended dialog. A brief call can be much more efficient for setting up an interview. Alternately, a scheduling platform can be used to get this task done.

A big problem with email and text messages is that the meanings of words can blur, making it easy to misinterpret the sender’s intent and motivations. While emailing or texting a job candidate is often necessary, especially when a person is being vetted for a role such as customer support that requires using these forms of communication, interacting over video or during phone calls is the surest way to determine more nuanced elements, like the cultural alignment between a candidate and the organization’s environment.

The key to adapting successfully to virtual hiring will be keeping the humanity in the process as much as possible. Maintaining a human connection will offset deficits that inevitably exist in the digital realm. While streamlining some steps will happen, hiring managers and HR teams cannot defer completely to technology. Fostering and maintaining human connections will benefit everyone involved.

Though virtual hiring might be new to you and your organization, your confidence with the tools and practices will improve. A new normal will settle into place, and we will all look back on this time of transformation as simply another stage in the evolution of the hiring process.

Grant Ian Gamble is an international business strategy and growth

consultant, author of books on mindful leadership and speaker. He

works in a broad array of industries helping leaders build teams,

navigate change and drive growth. —N

HR NEWS MAGAZINE| 10 | JANUARY 2021

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

Onboarding is the process of integrating a new employee into an organization by helping them understand the culture and

what will be expected of them in their role. The first impressions an employee forms as they meet and speak with their new team members will have lasting effects. In fact, research cited in the Partnership for Public Service report Getting on Board revealed that an effective onboarding process can boost employee retention by up to 25 percent.

Leaders in public sector human resources also stress the particular importance of quality onboarding for integrating new hires into the culture of the organization. The latest update to our HR20/20 Report identifies culture as one of five key areas for HR professional to focus on to maximize the impact of their work in their organization. The report describes culture as having a “fundamental impact in that it influences the relationships employees have with leaders and coworkers, the work that is performed and the way in which it is performed, and the type and quality of connection to the organization that is experienced.”

In other words, understanding and integrating into workplace culture will affect every aspect of an employee’s time with the organization.

But what does it look like to virtually integrate someone into a team’s culture? Without a physical space to gather, how do managers and HR teams ensure new hires receive the tools, knowledge and social experience to understand their role and the

By Maria Villareal

5 Practical Tips for Improving the Onboarding Experience for Remote Employees

culture of their organization? Does it even matter when a new employee starts off-site?

The U.S. Office of Personnel Management believes so. The agency made this clear on March 24, 2020, when it issued guidance for onboarding new federal hires who could not work in their offices during the COVID-19 pandemic. Much of that document focuses on the administrative tasks of bringing on a new hire. Here are five specific things you should do.

Set Up a Digital Presence Ahead of TimeInstead of having a new hire spend their first virtual day waiting for IT to activate their email and network accounts, make sure that is all taken care of beforehand. If possible, share login information with the employee a few days ahead of their start date to allow them time to familiarize themselves with the organization’s virtual workspace.

Regardless, dedicate some time on the first day to acclimating the remote hire to their new virtual work environment. This can be more challenging for some people than others because public sector employees tend to be older, with the Bureau of Labor Statistics estimating that 73 percent are over the age of 35. Even if getting a new remote employee up and running goes smoothly, be prepared

WWW.IPMA-HR.ORG JANUARY 2021 | 11 |

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

to schedule further training sessions or to pair them up with an experienced coworker who knows the technology inside out.

Orient People to Their Place in the Larger OrganizationThe nebulous nature of virtual work makes it harder for new hires to understand how their role fits into the larger organization. First, there is no physical workplace in which the employee can visualize themselves.

The physical disconnect is exacerbated by the unlikelihood of having spontaneous interactions with coworkers. Working remotely lowers employees’ chances to engage in casual conversations, especially with colleagues who are on other teams or who work for different branches.

Address this early in the onboarding process. Instead of simply attaching the org chart to the employee handbook and telling the new employee to study everything on their own, dedicate time to explaining how their work ties into the larger organization and its mission.

Communicate Before, During and After Each Stage of the Onboarding ProcessTell the new hire what each onboarding task entails beforehand. Doing this helps reduce the uncertainty of starting a new job. Dividing the onboarding process into well-defined stages also allows you to revise and reschedule as required.

Give the employee sufficient time to complete each task, and schedule sessions for asking and answering questions. If it ever feels like you are overcommunicating, recognize that you are intentionally doing the casual check-ins you would conduct if you and the new employee were in the office. Stopping by just to say goodbye at the end of their first day will not happen remotely unless you make it happen.

Last, take time to discuss learning styles and communication preferences. Since you will not be able to pop by their desk for a quick chat, learn the best way to reach them remotely. Set a communication standard during the onboarding process that includes frequent meetings and discuss when to transition to a permanent communication schedule.

Set Goals and Standards TogetherAt all times, creating short-term, reachable goals helps boost employees’ morale and engagement. During the onboarding process, establish deadlines for completing tasks and collaborate on setting incremental goals for the projects the new employee will be working on.

Asked what works in this regard, Nancy Piatt, the HR manager for the Fayette County, Ky., Clerk’s Office, described encouraging managers to establish short- and long-term goals with their new hires.

“What makes an employee’s first few days more meaningful is to know that he or she will be doing work that contributes to the organization’s overall success,” said Piatt. “To that end, have 30- and 90-day goals ready for the new employee. That can help him or her to embrace quickly how their work matters.”

Cultivate a Sense of BelongingA survey of IPMA-HR members conducted during April 2020 revealed that more than 40 percent of respondents felt isolated while working from home during the first peak of the COVID-19 pandemic. The lesson is that cultivating a sense of belonging for remote employees is important.

Spend time during the onboarding process introducing the new hire to all the people they will be working closely with. This does much to establish professional relationships. Encourage rapport by prompting the coworkers to discuss their hobbies and life beyond the job.

Consider creating a buddy program through which experienced employees are paired with new hires and required to check-in with their buddy several times during onboarding. Research cited by the authors of a Harvard Business Review article published online on June 8, 2019, showed that 73 percent of new hires who met with their onboarding buddy 2-3 times in their first 3 months reported that the meetings helped them become productive in their new role.

Fostering a sense of belonging, cultivating engagement and spurring retention do not happen only during onboarding, of course. Each is its own ongoing challenge for managers and HR teams. But starting off with a strong plan that demonstrates to new hires that they are valued team members whose success matters to the organization from day one puts employees and the organization on the proper path.

Maria Villarreal is associate director of research and external affairs at IPMA-HR. Connect with her on LinkedIn. —N

If it ever feels like you are

overcommunicating, recognize that

you are intentionally doing the casual

check-ins you would conduct if you and

the new employee were in the office.

HR NEWS MAGAZINE| 12 | JANUARY 2021

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

One of the many side effects of the COVID-19 pandemic has been an alarming rise in mental health issues. Because this has

received so little attention. mental health professionals are referring to it as a silent pandemic.

An increase in substance use often accompanies increased stress, depression and other mental health challenges. Approximately half of all individuals who are diagnosed with mental disorders are also dealing with substance abuse, and vice versa.

Even before the pandemic hit, the Substance Abuse and Mental Health Services Administration reported that almost 11 million full-time workers in the United States had substance use disorders, or SUDs. As a result, U.S. employers absorb a large portion of the associated health care costs while also taking financial hits from absenteeism and loss of productivity. According to the National Institute on Drug Abuse, SUDs cost U.S. employers more than $740 billion every year in lost workplace productivity, health care expenses and criminal activity.

There are also costs associated with turnover due to employees with SUDs being unable to keep their jobs. According to the Center for American Progress, the average cost to employers for recruiting and training replacement workers is 21 percent of an employee’s annual salary. SUDs in the workplace also contribute to 65 percent of on-the-job accidents and somewhere between 38 percent and 50 percent of all workers’ compensation claims.

At the human level, employees’ struggles with SUDs impact coworkers who must pick up extra assignments or shifts. Team members can also find it challenging to work effectively with someone who is battling addiction.

An individual with an SUD is at risk financially and emotion-ally, and their employer can play an important, frontline role in

supporting them. As public health officials warn that the current health crisis will worsen before we see the benefits of a coronavirus vaccine, organizational leaders must take action to address the needs of employees who are struggling. Expanding mental health benefits can be essential to maintaining a healthy and productive workforce.

What Employers Can DoThe Affordable Care Act and the Mental Health Parity and Addiction Equity Act require that health plans treat mental health issues and SUDs the same way they treat physical illnesses and injuries. Consequently, mental health and SUD coverage must be comparable to coverage for general medical and surgical care. Copayments, visit limits and preauthorization requirements must also be generally similar regardless of the reason for seeking care.

But merely providing in-person mental health and SUD benefits will not suffice, especially now. The Centers for Disease Control and Prevention has issued updates on the increase in substance use since the start of the COVID-19 pandemic. In addition to docu-menting more alcohol and drug use to cope with pandemic-related stress and emotions, researchers have concluded that expanded use of telehealth has helped with delivering treatment for SUDs and underlying or related mental health conditions, including depres-sion and suicidal ideation.

Organizational leaders should take notice and act quickly to add and promote online SUD treatment services as part of their work-place mental health benefits. Such treatment services are already widely available. For instance, online SUD care provider Lionrock Recovery tripled its clinical practice and support group offerings throughout 2020. Since February of last year, Lionrock added

By Peter Loeb

Meet the Urgent Need for Online Mental Health and Substance Abuse Counseling

WWW.IPMA-HR.ORG JANUARY 2021 | 13 |

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

Online SUD treatment also comes at a fraction of the cost of in-person behavioral health care services. Then, in addition to lower spending on claims, employees who seek treatment online miss less work than those who visit clinics or counselors’ offices.

The most important reason employers must adopt and promote online treatment options for their employees is its efficacy. A recent survey of Lionrock clients revealed that 80 percent were abstinent at 18 months after discharge from treatment, which is twice the national average. Additionally, prevention and treatment programs have been proven to be effective in terms of improving productivity among employees with SUDs. One analysis published in the Journal of Substance Abuse Treatment showed that employees who received help saw unplanned absences decrease by 85 percent and discipline problems decrease by 75 percent.

Employers need to do everything they can to encourage employees to access SUD treatment online or in person. Mental health significantly impacts the overall health of an organization, and the effects of 2020 will be felt well into, and perhaps beyond, 2021.

Peter Loeb is the CEO and co-founder of Lionrock Recovery, a pioneer in providing telehealth services for substance use disorders. Connect with him at linkedin.com/in/peterloeb/. —N

more than 70 new therapists and support staff to handle online sessions with patients and support group participants.

The Benefits of the Online SUD Treatment BenefitAt least 10 percent of any given workforce—from entry-level employees all the way to executives in the C-suite—is in need of help with SUDs. Yet, barriers to care such as cost, location and stigma lead to only approximately 14 percent of those in need accessing professional treatment.

Telehealth is one of the most effective ways to reach and treat people with SUDs, and there is no doubt that more employers will offer this benefit going forward. One important reason that online treatment works to support recovery is that it reduces the shame and stigma people often experience when they seek help.

Offering a telehealth solution makes employees more likely to receive treatment at all because the system allows them to ask for and participate in treatment in a private, comfortable and familiar setting such as their own home. This means that even in the midst of a pandemic, employers can make safe and effective treat-ment available to employees who are sheltering in place or simply working remotely.

| 14 | JANUARY 2021 HR NEWS MAGAZINE

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

Many executives and human resources managers anticipated COVID-19 would complicate the open enrollment process.

The pandemic compelled a significant percentage of people to work from home for most of 2020, and holding in-person meetings often proved impossible even at organizations with large numbers of essential employees. Developing new strategies for successfully delivering open enrollment education and communications became mandatory.

Last year’s open enrollment showed that employers who find optimal ways to engage their employees virtually and throughout the year run the most successful processes. It is also now clear that employers should create prerecorded education sessions that employees can access at any time, as well as easy-to-use tools that enable employees to compare plan offerings and do the math on plan costs.

Employers should also fully address the differing needs of workers in multiple generations and formalize methods for navigating challenges to enrolling in health care plans and wellness programs while working from home. It is important to note, as well, that a robust benefits plan addresses financial health. Employees should be able to choose financial wellness programs that offer the assis-tance they need to create personal budgets and long-term fiscal plans.

Finally, whether connecting with their staff in person or via video-conference, employers need to communicate evergreen messages about health financing opportunities such as health savings accounts (HSAs) that can help employees save money.

Adapt to the New Virtual RealityAnecdotal evidence shows that the pandemic boosted employees’ engagement with the open enrollment process. Further, the pandemic shifted open enrollment priorities for employees. In

By Ed Seaver

COVID-19 Highlighted the Need for a More Flexible Open Enrollment Process

previous years, economic considerations drove employees’ choices of plans and programs. During 2020, employees focused more on health and well-being.

In response to these trends, some employers learned to leverage technology and retool their delivery of education and commu-nications. Employers that built dependable and flexible virtual platforms saw better open enrollment results last year, with conferencing tools that allowed employers to hold and record group meetings proving particularly useful.

Beyond virtual meetings that employees could join live or view on demand, employers regularly sent videos, newsletters and other communications to employees throughout the year to answer frequently asked questions and teach best practices. Crucially, these innovations allowed employees to absorb open enrollment content at their convenience.

Giving employees access to calculators and video explainers helped them compare and choose plans. These tools often increase engagement and give employees greater confidence in the deci-sions they make regarding health care benefits.

The lesson from 2020 is that employers should be flexible with their enrollment processes, especially as some employees will continue to work from home. Two specific best practices that emerged last year were managers encouraging employees to watch benefits webinars with spouses or partners who will also be impacted by plan and program choices, and then giving people more time to digest information, review plans and options, and calculate costs and savings for themselves and their families.

Aim for Year-round EngagementEngaging employees with their health and wellness benefits throughout the year requires extending plan program communica-

WWW.IPMA-HR.ORG JANUARY 2021 | 15 |

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

tions well beyond a fixed open enrollment period. Employees who do not receive consistent communications find it harder to focus on learning new ways to maximize their benefits to improve their health and finances.

Times when employers should be in touch in order to keep employees engaged are when new accounts open—typically at the beginning of the calendar year—tax time in April, at mid-year, during the fall open enrollment period and at year end with reminders to maximize tax-free HSA contributions and to use of expiring benefits. Employers can also schedule monthly or quarterly emails that remind employees to contribute, manage investment options or check their balances. At each point, sending employees simple, clear messages keeps health benefits top of mind.

Play to Different Preferences for Employees From Different GenerationsEmployers have to pay careful attention to the differing needs and communication styles of younger, mid-career and older employees. The most successful messages are delivered via an array of media because individuals learn in a variety of ways. Moving forward, employers should strive to engage their audience through methods employees already use, including flyers, educational videos and online calculators.

For example, members of Generation Z, who are currently 18-24 years old, may find a video or graphic particularly engaging. Baby boomers, who are 56-75 years of age, may, on the other hand,

prefer small group webinar discussions or even one-on-one meet-ings conducted over Zoom or a similar app.

It can also help to vary content for members of different genera-tions. For instance, sharing financial planning best practices with older employees may make the most sense.

Stepping back, it is important to recognize that employees who are nearing retirement have room to improve poor financial habits. Among people older than 65 who used HSA Bank’s Health and Wealth Index tool during 2020 to assess their engagement in managing their health and wealth, 37percent reported that they rarely save money for future health care expenses. At the same time, more than four out of five index users who were 65 or older reported worrying about future medical bills.

Gen Z employees generally have high levels of health and wealth engagement. Members of this Fitbit-friendly generation have shown a greater understanding of how health and other forms of data tracking expedites education on plans and options.

Emphasize Evergreen BenefitsLiving through the COVID-19 pandemic has taught people the importance of setting aside funds for emergencies. Everyone now recognizes that a job can be lost suddenly and that medical expenses can rack up quickly. Even before 2020, medical debt ranked among the leading causes of bankruptcy for people living in the United States.

CONTINUED ON PAGE 20

HR NEWS MAGAZINE| 16 | JANUARY 2021

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

After years of skepticism from patients and doctors, utilization of virtual care solutions exploded during the COVID-19

pandemic. A majority of health care providers have adopted the practice, and an article posted to the McKinsey & Company website on May 29, 2020, notes, “Consumer adoption has skyrocketed, from 11 percent of U.S. consumers using telehealth in 2019 to 46 percent of consumers now using telehealth to replace cancelled health care visits.”

With a McKinsey survey conducted in April 2020 further indicating that 76 percent of respondents intended to use telehealth going forward, it is highly likely the gains virtual care solutions have made will be permanent. So, as HR professionals evaluate a vast landscape of health benefits with the twin goals of driving better outcomes for employees and keeping costs down, understanding the range of virtual care solutions on the market and how to vet those solutions is critical.

Telehealth Differs From TelemedicineA good place to start the evaluation is learning the differences between telehealth and telemedicine. The services are often lumped together because both take place virtually, but their aim and scope are quite different.

Telemedicine lets people speak to health care providers they have already been seeing and to new providers in their own geographic area. Telemedicine services mostly meet primary care needs such as exams for having prescriptions refilled or getting a sore throat looked at. Convenience is the key to telemedicine adoption, and having access to top specialists is not a priority.

Telehealth, on the other hand, encompasses specialty care, which accounts for the majority of health costs. Provider quality is crit-ical in virtual specialty care, and transcending geographic barriers

in order to receive treatment from specialists in different states or regions often leads to better patient outcomes.

Of course, ensuring the delivery of high-quality virtual specialty care is a lot more complicated than merely putting a video screen in between a doctor and patient. Utilization will lag if an organization opts for a solution that just adds a telehealth option to the tradi-tional delivery system.

Still, implementing such services makes sense within the context of a health care economy where 50 percent of the money is spent on the 5 percent of sickest patients who require the most attention from specialists. Making it possible for employees to obtain advice from top specialists should be considered a way for HR profes-sionals to improve health outcomes while lowering costs.

Quality of care is the deciding factor between virtual care solutions. Indeed, employee survey findings summarized by Mercer in a report titled Health on Demand show that consumers are most concerned about the quality of individual doctors and the hospital systems where they are being treated. Here are three ways to ensure that a virtual specialty care provider will deliver meaningful results for employees and the organization.

Exercise Due Diligence to Ensure Top Specialists Are AccessibleBecause of the pandemic, specialists who were reluctant to try tele-health are now actively meeting with patients virtually. However, the challenge of getting time with the most in-demand specialists in short order remains. The bottom line is that being assured that virtual specialists will be available does not mean those specialists will be available quickly or in numbers sufficient to meet employees’ demand. Since high-quality specialists are busy, ensuring that employees will have access to the care they require when they require it must be a paramount concern.

By Julian Flannery

3 Ways HR Pros Can Improve the Impact of Telehealth and Reduce Costs for Their Organization

WWW.IPMA-HR.ORG JANUARY 2021 | 17 |

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

Looking into how much time specialist spend with patients during virtual appointments and whether virtual appointment software offers smart navigation options also matters. If a telehealth solu-tion is mediocre in terms of delivering access to specialists and the patient experience, negative word of mouth will start circulating within the organization.

Last, some effort should be made to confirm the credentials of tele-health providers and the hospitals or clinics with which the special-ists are affiliated. In particular, HR professionals should look into claims that specialists are affiliated with centers of excellence.

Ensure the User Experience Is OptimalDue to the peculiarities of employer-sponsored health insurance in the United States, health care has historically been insulated from normal market dynamics. That is bound to change now that millions of people are engaging with health care providers via digital platforms. One very important thing that employees will demand from a telehealth system is a clear and intuitive interface. Patients will expect using virtual care technology to be as smooth and seam-less as other websites and apps they use regularly.

The lesson for HR professionals is that how patients access a virtual specialist care system matters as much as having access to the system. Financial institutions and other online service providers learned quickly that a poor user experience almost invariably leads to lost revenue and high churn. The same will be true for employees’ virtual health care journey.

Trying the technology before signing an agreement with a virtual care solution vendor is imperative. In addition to ease of use, the

system should be assessed for video and audio quality, data secu-rity, clinical architecture and compatibility with both electronic personnel records maintained by the employer and electronic health records (EHRs) kept by employees’ other care providers and insur-ance plans. It will be particularly important for specialists to review medical histories and update patients’ records with new prescrip-tions and referrals.

Prioritize an elegant software experience. If using the software feels clunky or unnatural, utilization will lag or diminish over time. Small details, such as what happens when a call gets dropped are also especially important for shaping user experience. Equally impor-tantly, usage will decline if employees are at all confused about the situations in which they can use the system.

An ideal solution will surprise patients with the simplicity of its interface and its ability to guide employees to answers. Employees are not used to being delighted when accessing health care services. If a telehealth solution can achieve this, the employer has created a whole new health care experience for employees and the flywheel effect of positive word of mouth will do all the marketing required to drive adoption and maintain engagement.

Ensure the Provider Experience Is OptimizedIt is important to look into a telehealth solution vendor’s business model in order to gauge whether the company offers the right financial incentives to attract and retain top medical talent. The best telehealth solutions also incorporate features that optimize the expe-rience for doctors and other specialists. These details all matters to

CONTINUED ON PAGE 20

HR NEWS MAGAZINE| 18 | JANUARY 2021

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

Prior to the pandemic, teams could gather freely for fun bonding activities to foster greater camaraderie and connectedness.

Now, when team members cannot go for a hike together or participate in a walk-a-thon for charity, employees can still tap into the magic of shared experiences thanks to the connectedness that technology brings.

Virtual group fitness classes are a prime example of activities that can unite remote workers by allowing simultaneous participation from the comfort of one’s living room or yard. For distributed team members with manageable time differences, livestreamed classes of all types offer exciting ways to spark enthusiasm and motivation. And even when multiple time zones are involved, recorded sessions can be played back at convenient times.

Let’s Talk Trends and the New NormalA survey of 2,185 professionals from 19 countries conducted by ClassPass during October 2020 explored respondents’ evolving workplace sentiments and health concerns. Several key findings that are reported in full in COVID’s Impact on Employee Wellness are summarized in the accompanying chart.

Most importantly for team-building purposes, three in five profes-sionals who had participated in a team workout said they felt more connected to their team afterward. Additional data indicated that teams were most likely to book a private high-intensity interval training session or a yoga class to stay engaged and workout together.

Among all respondents, nearly everyone (96 percent) reported feeling more motivated and less stressed after exercising, and 89 percent shared that they feel more productive during the workday after exercising. Notably, 70 percent of respondents cited fitness benefits as the most important benefit outside of health care bene-fits. As a final helpful data point for HR professionals, 80 percent

of respondents indicated that making time for fitness activities has been crucial to establishing a work-from-home routine.

For Best Results …Well-designed employer-sponsored fitness programs can posi-tively impact employees by reducing stress, increasing engagement, boosting productivity and fostering retention of top talent. Offering fitness benefits can also make an employer more attractive to job seekers because candidates increasingly expect them.

When building out a fitness program at your organization, keep these best practices in mind.

By Nicole Wolfe

Try Virtual Group Fitness Classes for a Remote Team-Building Boost

Source: COVID’s Impact on Employee Wellness. Email nwolfe@classpass.com to obtain the full report.

WWW.IPMA-HR.ORG JANUARY 2021 | 19 |

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

n Seek customizable, flexible solutions. Employers should be nimble and offer solutions that bring the most value to employees at the right times and right places. Perhaps a few members of your team would prefer private personal training sessions; others may value virtual group workouts they can take part in live or play back at any time. Select a fitness benefits provider that offers a wide range of options and allow employees to change their enrollments as their goals evolve. Enabling employees to adjust their wellness benefit choices throughout the year instead of just once during open enrollment can help maxi-mize your organization’s return on investment.

n Support habit formation. Look for benefits that people can incorporate into their regular routines and which will empower them to do their best work while developing good habits that stick. In other words, offer fitness benefits people will use and appreciate. For example, give employees permission to step away from their devices and savor their lunch breaks. They can use that time to eat or knock out a kickboxing class before returning to work for the remainder of the day with renewed vigor.

n Offer unusual and unique classes. Doing this can be as simple as allowing employees to sign up for classes streamed from other cities. With travel restricted during the pandemic, employees could still enjoy an international experience by participating in a relaxing yoga class taught by an instructor in the United Kingdom. Closer to home but certainly not down the block, a strength training class could be led by a teacher in Los Angeles.

n Make it fun. Add an element of friendly competition by intro-ducing virtual team challenges and offering prizes or recognition. There are plenty of creative ways to make virtual group fitness something employees are enthusiastic about.

n Keep your finger on the pulse. Survey employees to gather feedback on the fitness program and make adjustments based on the feedback. Expect to receive requests regarding new exercise trends and do not be shy about adding options to keep people excited. Staying well-informed about employees’ preferences allows HR and the organization to maintain program alignment with employee demand.

As the new year unfolds, employees will be eager to recommit to healthy habits and still be looking for ways to reduce pandemic stress and enhance their lives. Offering a strategic mix of wellness benefits that includes virtual group fitness classes to unite team members across the miles alongside a range of fitness options employees can access on their own will help employers provide much-needed boosts to the health and well-being of their most valuable assets.

Nicole Wolfe is head of corporate programs at ClassPass, which offers employee wellness programs to subscribers in 30 countries, Wolfe works with organizations of all sizes to create cost-effective customized packages incorporating everything from calorie counting and workouts to meditation and self-care. She can be reached at nwolfe@classpass.com. —N

At a time when in-person team-building activities are simply not an option for employees due to ongoing COVID-19 restrictions, employers turned to in-demand virtual group fitness classes for an assist.

| 20 | JANUARY 2021 HR NEWS MAGAZINE

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

an HR professional because employees will have a better experience if health care providers are happy and engaged.

Compensation plays a key role in ensuring high-quality providers are available and stay that way. And while specialists have generally received the same payments for virtual consultations and in-person visits during the pandemic, that parity will likely be rolled back once the health crisis abates.

Beyond fair-to-generous compensation, another indication that specialists will make their services available via a given telehealth system is a clinical architecture that facilitates the integration of EHRs kept on different servers. Also, will medical records and imaging be available in an easy-to-navigate format where the most relevant information is all on one page? Will the clinical notes be in a format that providers are used to seeing?

Those might seem like small things, but such capabilities are not universal and telehealth solution vendors should think through such usage factors. Specialists who lack the ability to access and update EHRs with minimal hassle will not be able to quickly prepare for each consultation in an efficient way. Health care providers who

grow frustrated with an excruciating telehealth system will then bolt to greener pastures.

The digital revolution in health care has given consumers more power and made specialists’ services more accessible and efficient. But the quality of virtual care solutions requires great scrutiny. HR professionals can play a big role in ensuring that employees have the opportunity to use systems that meet their needs while offering timely appointments with top medical personnel, a sleek user expe-rience and a sustainable business model that attracts and retains high-quality specialty care providers.

Julian Flannery is CEO and cofounder of the virtual specialist platform Summus, which exists to make high-quality telehealth more accessible and affordable for employers and employees. Flannery is on LinkedIn. —N

Telehealth CONTINUED FROM PAGE 17

A survey of 2,000 Americans conducted by HSA Bank revealed that just 15 percent of respondents regularly saved money for future health care expenses. It is no surprise, then, that respon-dents also expressed less confidence currently than in the past that they could financially manage a health crisis.

This is a problem that quality open enrollment communications can help address by underscoring the importance of starting and contributing to a medical emergency fund such as an HSA. Highlighting HSA benefits such as tax breaks on contributions, matching funds from the employer and balances that roll over from year to year can increase employees’ interest. Conducting enrollment sessions can also demystify and simplify the process of starting to save for future health care needs.

Last, online calculators can play an important role in encour-aging employees to start and maintain savings accounts. Running the numbers for themselves allows employees to see the benefits within the larger context of health insurance premiums, deduct-ibles, out-of-pocket maximums and co-pays.

The open enrollment period stands as an opportunity to help employees and their families meet their health care needs and

achieve a healthy financial future. When it comes to education and communication, the COVID-19 pandemic showed that being adaptable and inclusive is paramount, regardless of whether employees return to the office or continue to work at home. Equally important, it now undeniable that a successful open enrollment period can transform into an effective ongoing educa-tion and communication campaign that gives employees a strong foundation for their health and finances throughout the year.

As a senior vice president at HSA Bank, Ed Seaver serves as the director of relationship management. He previously worked for Mastercard and First Data, and he holds two U.S. patents for payment processing methods. You can connect with Seaver via LinkedIn. The health and wealth index tool mentioned in the article is free to use online. —N

Open Enrollment CONTINUED FROM PAGE 15

WWW.IPMA-HR.ORG JANUARY 2021 | 21 |

Recruiting CONTINUED FROM PAGE 7

If you want to hire more women for IT or top management, note how many women are in the given role now and set a KPI for how many you want to hire. When setting the KPI, answer questions such as

n What percent do want to see in a year?

n Which internal candidates might there be, and what processes are in place for mentoring or inviting those candidates into the targeted roles?

n Based on the availability of internal candidates, how many candidates will you need to recruit externally now and at what level?

Expand Your SearchDiverse sources yield a diverse pool of candidates. Use job boards that you know will be used by a diversity of candidates. If advertising, consider outlets that serve minority communities. Ensure that your team builds relationships with alumni of historically Black colleges and universities and with other educational institutions, professional organizations and economic development groups that serve LGBTQ+ people and communities of color. If your organization allows, offer targeted scholarships and consider paying bonuses for referrals of candidates who become new hires.

Consider, too, any ways that the trend toward remote work can open doors to geographically diverse candidates, people with significant caregiving responsibilities and individuals with disabilities. Removing the obstacles of transportation and commuting can greatly expand the pool of qualified candidates.

Update Your ProcessesHR professionals can help managers and supervisors avoid using gendered language to describe the ideal candidate for a position. Review the wording of job listings to eliminate descriptors that suggest a woman or a man is preferred. Examples of what to no longer write are “An attractive presentation and bubbly personality are required” and “Looking for someone aggressive and ambitious.”

Program your applicant tracking system (ATS) to filter for specific skills and experiences to create a shortlist of candidates. Remove names from resumes that make it through the ATS before having an HR staffer personally review them.

Conduct preliminary interviews over the phone or via a recruitment platform that conceals personal information. Eliminating the influence of potentially biasing factors such as race, sex, age and appearance from the initial stages of candidate screening significantly increases the likelihood of having a diverse pool of candidates for in-person or videoconference interviews.

Plan for Ongoing Success With Remote EmployeesExtend a warm welcome to newly hired colleagues, especially if they will be working remotely. Send an email thanking the person for joining your team and follow up by delivering swag such as a logo t-shirt, water bottle and laptop stickers Include a handwritten personal note in the swag bag.

For remote workers, schedule a training session before the official first day to introduce them to the software and systems they will be using. Send essential links to organizational information, a daily checklist of tasks and an org chart.

Also use that time to talk a new hire through what to expect on their first day. It may even make sense to set up a separate video call to introduce them to their managers and teammates so they can hit the ground running.

During the preemployment meeting, ask your new remote teammate to share details about the city they live in, where they previously worked and the skills they bring to the team. Find out what they are most looking forward to in their new role, their hobbies and whether they would mind posting selfies or pet pictures to the team’s group chat.

On your end, clarify job responsibilities, individual and team goals, and personal expectations. Provide a checklist of small tasks to complete to reinforce learning about products or services, role requirements and culture. Once the new hire starts, have a day-by-day plan for orientation, training sessions and question-and-answer calls. Whether they are working remotely or on-site, ensure your new hire knows the technology and other routes of communications for keeping dialog open with you and other colleagues. Encourage them to request help when they need it.

Bringing diverse talent into your workplace creates opportunities for increasing inclusion and gaining its benefits. As a start, you can connect your new hire with an internal mentor. Whether this is an assigned person or someone the employee chooses on their own, the mentor should be a senior member of the team who is available to provide guidance and support.

Some organizations assign “welcome” mentors. Others invite the establishment of longstanding mentor-protégé relationships. Either approach can produce immediate and long-term benefits for the employee and the organization. A meaningful mentoring relationship promotes bonding, open dialog, fresh ideas and upward mobility.

Allison O’Kelly is CEO and founder of Corps Team, a professional

search and staffing firm that partners with founders, CEOs and

hiring managers to recruit talent in accounting/finance, marketing,

information technology, administrative roles and human resources.

Connect with O’Kelly via LinkedIn. —N

n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n v i r t u a l h r n

| 22 | JANUARY 2021 HR NEWS MAGAZINE

IPMA-HR would be nothing without its members. You are why we do anything. But how much do we really know about what you do each day? How much do you know about your peers?

Starting this month, we share interviews with members who work in different settings across the public sector. Hernandez answered questions via email. The following has been edited lightly for style and length.

Dena Hernandez, HR Manager for the City of Beeville, Texas

Describe a typical day at work. What can make a day at work not at all typical?

I arrive at work 15-20 minutes early so I can start the coffee and prepare for my workday. A typical workday consists of checking my emails/calendar, voicemail and messages, as well as attending meetings that could be scheduled at the last minute.

My priority after checking email and voicemail is to complete tasks from the previous day. My door is always open, so employees and vendors drop in from time to time with a variety of questions or just to grab a piece of candy and say good morning. This [December], I am trying to get on-site training scheduled, but the pandemic is not making it easy. I’m also revising our employee handbook in hopes of getting it adopted in early January. We are also recruiting to fill a few vacancies.

This time of the year, I am busy with open enrollment, closing out the year and completing the ACA report. In addition to open enrollment, we are launching a wellness program and I’ve been working closely with our broker to get that project started.

There are interruptions throughout the day, and the pandemic has changed how we interact with coworkers, vendors, internal and external customers, and citizens. I am more observant of my proximity to others and of giving others their space. I rely more technology. Other than that, it’s just another typical workday.

Overall, what do you consider to be the biggest benefits of working in public sector HR?

Working in the public sector provides employees the opportunity to balance work and life by providing generous paid time off, paid holidays and teleworking. At times, we need to do more with less, but we manage.

I truly believe this makes us better as a team, working off each other’s strengths to get the job done. We are one team whose members happen to work in different departments to provide service to our community. I’m very lucky to work with a team that steps up when called upon. I love my team/work family.

What has been one of your biggest professional successes?

My biggest professional accomplishment was graduating with a master’s degree in organizational leadership and a concentration in human resources from Baker University in Baldwin City, Kans. I also have a membership with the Texas Municipal Human Resources Association, SHRM and, last but not least, IPMA-HR. Being an HR department of one, I am blessed to have these resources and great friends in the same profession that I can reach out to when I need assistance

When and why did you decide to pursue a career in public sector HR?

To be honest, I wasn’t looking to be the HR manager for the city because the position didn’t exist. Early in my career, I was assigned a few of the HR responsibilities, Then, in 2015, Jack Hamlett, the city manager at the time, decided we needed an HR manager and offered me the position, which I gladly accepted.

I love my profession and being in a servant leader role where I can be of service to my coworkers and the community I live in. Having the serve-first mindset aligns with who I am and my purpose, Plus, it makes my job easier since my primary focus is the development and well-being of our employees. Human capital is the most important factor. If you don’t take care of them, they will seek employment elsewhere, taking their skills and talents with them.

You are particularly active in IPMA-HR’s Engage community. What role do you see cultivating an online network of colleagues playing in your day-to-day HR practice and your professional development?

Being an HR department of one, networking is an essential tool with infinite resources. I love to network with my colleagues, not just professionally but to reach out and say hi and check on my friends and family.

Networking has helped me develop my skills without having to reinvent the wheel. I use it bounce ideas, grow in my profession, trade information and learn from others. It also promotes long-term relationships and mutual trust.

What is the best advice you have ever received?

“Prioritize.” Don’t kill yourself trying to get everything done in an 8-hour workday because it’s never going to happen. The work will

LinkedIn | Emailwww.beevilletx.org

MEMBER SPOTLIGHT

WWW.IPMA-HR.ORG JANUARY 2021 | 23 |

MEMBERSHIP MATTERS

Certification Corner Congratulations to these newly certified individuals!

Lisa Booth, IPMA-CPHR AdministratorFauquier County GovernmentCatlett, Va.

Jennifer Compton, IPMA-SCPDeputy DirectorOffice of Workforce Effectiveness and ResourcesNational Institute of Allergy and Infectious DiseaseNational Institutes of HealthMonrovia, Md.

Marc Cowans, IPMA-CPHR SpecialistU.S. Citizenship and Immigration ServicesU.S. Department of Homeland SecurityWashington, D.C.

Will Folger, IPMA-SCPDirector of Human ResourcesCity of EurekaEureka, Calif.

Nicole Hardy, IPMA-CPHuman Resources GeneralistAda County Clerk’s OfficeBoise, Idaho

Jill Kramer, IPMA-CPSenior HR AnalystCity of Simi ValleySimi Valley, Calif.

Kathy Malek, IPMA-SCPHR AnalystJefferson County Public LibraryConifer, Colo.

Melissa Martin, IPMA-CPHuman Resources SpecialistHanover, Va.

Victoria Mullen, IPMA-CPHR Analyst IHanover CountyAshland, Va.

Angela Pratt, IPMA-SCPSenior HR GeneralistCity of HoustonHouston, Texas

Tiffany Watson, IPMA-CPHuman Resources AssistantCity of WilsonWilson, N.C.

New Agency MembersDallas Park & Recreation Department/City of Dallas

Dallas, Texas

New Individual Members Lorena L. Meeks

Balch Springs, Texas

Orah L. ReedBrunswick, Ga.Kim Jo Roberts

Citrus Heights, Calif.

Alicia E. SchrenkRavenna, Ohio

Keli StonitschMount Prospect, Ill.

Bill ThompsonFort Myers, Fla.

The Association looks forward to serving and connecting these organizations and individuals who joined during November 2020.

IPMA-HR Welcomes Its New Members

In other IPM-HR member news …

Current Executive Council member Tamara Dixon, MPA, IPMA-SCP, SHRM-SCP, has become the director of human resources and chief diversity officer for the City of Northglenn, Colo. She previously served as human resources director for the Town of Parker, which is also in the Denver metro area.

Members’ Milestones

still be here tomorrow. Plus, the world will not end if the work doesn’t get done.

Other words to live by are “Don’t be so hard on yourself. Shake it off, stop obsessing over it and move on.” It’s human nature to strive for perfection, but demanding perfection is unfeasible since we all make mistakes. And, after all, mistakes are simply opportunities to learn and grow.

Last, what is one item you cannot live without? Why?

It would have to be my cell phone. I remember an old commercial jingle: “Reach out, reach out and touch someone.” It still rings true today.

The COVID-19 pandemic has definitely changed life as we know it. We’ve gone from touchy-feely huggers craving human contact to air hugs and Zoom meetings. Our increased need to connect socially has heightened our need to rely on our cell phones and computers to provide some normalcy. —N

LABOR RELATIONS

HR NEWS MAGAZINE| 24 | JANUARY 2021