Forward Janesville - TheReport - FirstQuarter 2019

Last issue we shared the results of Forward Janesville’s recent strategic planning initiative. This quarter we’re happy to report that a new strategic planning dashboard is being developed to help chart our forward momentum and share ongoing progress with members in simple and powerful visuals. Keep your eyes pealed for its debut in our next issue… A few other important milestones that have been achieved as a direct result of the strategic planning process include: • Monthly staff reports to the FJI Board have already begun. These reports provide a broader level of communication between the staff and the Board of Directors as to how the strategic plan is developing. • Overall, FJI is placing increased emphasis on Membership and taking actions to support that new emphasis. Most recently, roles and responsibilities were adjusted at the staff level to reflect the change and a new on-boarding process was created and implemented. • The master strategic planning document will be added to FJI website to increase transparency and encourage involvement. We invite everyone to take a few moments to read through this important road map to our mutual success at: www.forwardjanesville.com/strategic-plan FORWARD MOMENTUM FJI Strategic Planning Dashboard Is Underway 18 • W W W . F O R W A R D J A N E S V I L L E . C O M MEMBERSHIP Members are the heart of all we do. • Create value • Build community • Leverage talents WORKFORCE DEVELOPMENT • Coordinate stakeholders • Attract, educate, and retain • Build sustainable model LOWEST UNEMPLOYMENT RATE IN NEARLY 20 YEARS Wisconsin average 3.3% National average 4.4% 25TH IN US FOR SMALL CITY JOB CREATION AND GROWTH Milken Institute AA RATING 2017 S&P ranking for capacity to meet financial obligations 30.2 MILLION Total 2017 public works and infrastructure projects $25.5 MILLION Value of 2017 residential permits for additions/new construction CONNECTED: 4 major airports and metropolitan areas within 90 minutes COMMUNITY PARTNERSHIP • Culture of collaboration • Shared values • Problem solve for mutual wins JANESVILLE WISCONSIN COMMUNITY OF CHOICE ECONOMIC DEVELOPMENT • Expand the definition* • Develop an economic blueprint • Share objective measurement GOVERNMENT RELATIONS • Identify advocacy issues • Advocate for interests • Share information readily Five Human Resources New Year’s Resolutions BY JENNIFER REVELS As you plan for the new year, here are just a few people management and compliance tips to consider. 1. In respons e to the ‘me too’ movement, sexual harassment complaints are on the rise. You should review your harassment policy, reporting procedures and management training in this area. In addition, to minimize your legal liability, be sure to have proper onboarding, employee training and postings about your policy and reporting procedures. 2. With the current labor shortage and fight for talent, recruitment and retention are highly important for employers, big and small. You should review your strategies in these areas to ensure you are doing all you can to prepare for your future talent pipeline, while also engaging and communicating with your current workforce to ensure they are satisfied and working at their highest potential. Work with your local high schools and colleges to build development programs for future opportunities. Stay interviews and employee surveys are great strategies to engage and communicate with your current workforce. 3. Review your benefits strategies, especially with the varying needs of multiple generations in the workforce today. The needs and wants are very different depending on the stage of life your employees are in. With 4-5 generations working together today, employee benefits and the way you communicate them is just one challenge that employers face when trying to satisfy all employees. Be sure your benefits vendors are flexible and adapting to the changes in your workforce demographics and the changing needs of your employees. 4. With immigration investigations, audits and enforcement at an all-time high, it is wise for employers to conduct an internal audit of I-9 practices to ensure you have completed I-9 forms filed completely, properly and timely (within 3 days of start date) for all current employees (and retained for 3 years for past employees). Be sure that you’re allowing employees to present any of the documents listed on the form – you cannot require only certain documents. E-Verify is also an option to consider. 5. Many employers are bypassing reference checks and other background checks to speed up the hiring process. However, this could be a crucial mis-step and lead to poor hiring decisions, especially as it relates to ensuring safety of other employees, customers and minimizing negligent hiring. Things to consider when determining how to decide whether you check references include the level of interaction with others involved in the position and the cost of turnover for that position (recruitment, training and other costs). For background checks, you might consider how well your employees will be supervised, the type of work they are performing and the public relations variables involved if you were to find out about criminal history later. Even if there are convictions on an individual’s record, the decision to employ them should still be evaluated based on whether there is a substantial relationship of the record to the job itself, and according to your local, state and federal laws. You should also be aware of the requirements under the Fair Credit Reporting Act. Consult with legal counsel, as necessary. Jennifer Revels is a local HR Consultant with Revels Consulting LLC. She holds a BBA/Human Resources Management, MBA, and SPHR/SHRM-SCP certifications. She is not an attorney and her opinion should not be construed or interpreted as legal advice.