forward HR

S p r i n g 2 0 17 • forwardHR | 5 I realize the stability that WI SHRM is experiencing in 2017 is largely due to the commitment and retention of our volunteer leaders over the years. As I begin my term as your state director, I would like to thank all the volunteer leaders within our state for their willingness to pledge their time, talent and expertise in forwarding our organization and the HR profession. We have great opportunities and challenges facing the human resources profession. One of our many challenges is the importance of retention as an HR imperative within our chapters, the organizations that we work for and our profession. Retention continues to be the number one workforce management issue for HR professionals according to SHRM and Globoforce 2016 survey findings. is year, the following chapters will be celebrating milestone anniversaries: Metro Milwaukee SHRM will be celebrating 60 years, Sauk Columbia SHRM and SHRM-Dodge County, 15 years and St. Croix Valley Employer's Association and SHRM Racine and Kenosha Area Chapter, 10 years. Congratulations to all! Because of the ongoing consisten- cy that results from leaders and other employees passing knowledge and ex- perience within our own professional organization, like the organizations we support, we must value our mem- bers, value our leaders, and recognize them for their contributions. We must do the same for our employees as we celebrate success that is made possible through the retention of the best and brightest willing to dedicate themselves to their day-to-day work, both volunteer and paid. Cost of recruitment, cost of onboarding and the cost associated with temporary staff makes an impact on the overall stability of the organization. is can be seen in terms of: • Loss of institutional wisdom • Loss of processes and connections between departments and individual contributors. • A lack of common culture that is oen passed from generation to generation of employees (or volunteers) e larger and more complex the organization, the greater the impact these factors might have. We must not discount the efficiencies that are derived from experience, processes that might not be formally hardwired, past practices that protect the organization from liability or that are lost every time there is turnover. Lack of opportunity for formal and informal mentoring, relative to the context of the organization, should also be considered when turnover is high. Lastly, the role of social media impacts the perception of prospective employees. Let's be candid, retention of your team begins with attracting the right talent. So how does your current social media imprint support your retention goals? In this edition, you will discover how a number of tactics may influence your overall retention success. ■ A Case for Retention Employee turnover costs time, money — and impacts culture DIRECTOR'S MESSAGE Letter from 2017-2018 State Director Joanne Krueger, SHRM-CP, PHR Joanne Krueger, SHRM-CP, PHR is the Senior Talent Acquisition Consultant at the Medical College of Wisconsin, a distinguished leader and innovator in the education and development of the next generation of physicians, scientists, pharmacists and health professionals. In her role, she has primary responsibility for providing human resources support and guidance for the organization, including candidate sourcing, recruitment, and training. Joanne has human resources experience in the education, healthcare and consumer products industries. Joanne is an active member of the Society for Human Resources Management (SHRM) since 1997 and has served on the WI SHRM State Council as District Director for SE WI, Diversity and Inclusion Director and Past President for Metro Milwaukee SHRM.

• Cover