SHRM Foundation

COHR recognized as "2013 Super Star!"

November 2017 Print




Share the HR Love & Secrets!

Thursday, February 8, 2018
11:30 AM to 1:30 PM

Pine Lakes
5603 Granddaddy Drive
Myrtle Beach, SC 29577

 Join us for this interactive and engaging meeting!

Our COHR membership is comprised of very talented and smart HR professionals, so we are dedicating a meeting to allow members to showcase some of their best practices.  During this session, we will “Share the HR love and secrets” of our trade with each other.  Please consider the categories below and submit your ideas/practices/best kept secrets so your fellow HR buddies may borrow and possibly implement at their companies.  (Each member should submit at least one idea – we all have at least one practice we’re proud of and can share.)

  • Recruiting
  • Employee Motivation/Engagement
  • Training
  • Discipline/Policy reinforcement
  • Benefit Administration
  • Other

REGISTER NOW to save your seat!

We are asking that each member submit at least one idea – we all have at least one practice we’re proud of and can share.  Send your submissions to Wendy McCrackin at by February 1, 2018.

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A huge THANK YOU to our COHR members who donated over $500 so we could donate gifts to children through Fostering Hope.  This organization cares for some of the most vulnerable children in our community, now in the foster care system, many of them placed because of some kind of abuse, neglect, or trauma.  Thank you for helping us make their holidays a little brighter!



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Renew your membership for 2018 by 1/31 amd be entered into a drawing to win one of four $25 gift cards we are giving away!!

To continue your COHR membership into 2018, LOGIN to your COHR Membership Account (you will need your username and password) at Once you are logged in, click on "Member Dues" on the left side toolbar under "Member Area".  Follow the process to renew your membership.  (Note:  If you accidentally click on the wrong link, scroll to the bottom of the website and click on "Member Area" at the bottom toolbar.) *Renew = member renewal and fee received by 01/31/18.

Don't forget we now accept credit cards!!  Using a check?  Don't forget to put your full name on the memo line of the check so we can apply payment to the correct member.

Already renewed? You are still in the running to win January's gift card drawing!

We look forward to you continuing to be a member of the Coastal Organization of Human Resources.

Please email with any questions.

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Attention COHR Members!

If you have interest in pursuing your SHRM Certification, we can help! We are currently seeking members interested in our 2018 SHRM Certifications Study Sessions. The sessions will begin tentatively in August 2018 and will last for 12 weeks. (One study session per week). The Study Sessions are FREE to COHR Members. In addition, the SHRM Learning System will be available at a discounted rate!

If you are interested, or would like additional information, please email Jeff Mullins@

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Check out how much fun we had the last few months!  We enjoyed a fun afternoon at the Member Appreciation Holiday Luncheon in December, a great presentation about rising healthcare costs in January, and in between, the board members snuck away for a little teambuilding exercise (and fun) at an Escape Room (yes, we successfully escaped!!).











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Viewpoint: It's Time to Take a New Approach to Sexual Harassment Prevention  


By Jathan Janove, J.D. 

I believe employers' efforts to eradicate sexual harassment may be misguided because they focus on compliance, claim prevention and defense instead of striving to create cultures grounded in mutual respect. 

But that's just my opinion

So, for this article, I asked senior HR professionals, employment attorneys and others the following question: 

What must we do to eradicate workplace sexual harassment? 

Charlotte Miller, attorney and human resources leader

I am and have been a chief human resources officer (CHRO). I've also been corporate general counsel, state bar president and practicing employment law attorney. And I'm a #MeToo. So here's my take.

 Forget about the law. Get rid of the phrase "sexual harassment." Few people bring claims, and fewer win cases, because the law is narrow. Focus on respect and culture. An employer can win a sexual harassment lawsuit but have a toxic culture. When you talk about the law, you discuss the concept of pervasiveness (How many sexual jokes can you tell in a year before it is sexual harassment?) or unwelcomeness (Did the recipient laugh [or] joke?) The hairsplitting about those concepts may make for great litigation but [also] a horrible workplace.

Instead of the legal jargon, let's focus on an environment of respect where people understand acceptable interaction because they see it, not because they read and signed a policy. Model respect through language, actions and daily interactions. Don't joke about being "politically correct" or keeping out of trouble with HR.

I have experienced inappropriate touching, sexual overtures, demeaning behavior, and bias that was harmful to the workplace and me. It distracted me from my work; interfered with creativity, collaboration, and problem-solving; and kept me and others from being their best. People show up in the workplace to work, to be smart, to solve problems, to be part of the team. Every time a person is treated dismissively, is made to feel invisible, is made to feel like an object, is not allowed to have a voice, is not paid equally [or] given opportunities equally, [then] the workplace loses, and every employee loses—and a foundation is laid that is ripe for sexual harassment and, worse, for disrespect and disengagement. 

David Nuffer, chief judge, U.S. District Court for the District of Utah

 We need to work together to design a reporting system for improprieties that don't rise to legally actionable harassment or for persons who don't want to initiate disciplinary processes. Focusing on actionable harassment takes energy away from the goal of cultural strength. So, we need to design a system that allows microaggression, inappropriate behavior or harassment that is not actionable—and even actionable harassment—to be reported without triggering discipline. Employees need to know the limitations of these [nonconfrontational] approaches to choose them wisely, but they validate the complainant, provide assistance and educate the employer on organizational needs. 

Sally Helgesen, coauthor with Marshall Goldsmith of the upcoming book, How Women Rise (Hachette Books, 2018)

 Bullying is allied to harassment, which may or may not be expressed in sexual behavior. In reviewing 20 cases of men who were let go from high-profile positions because of egregiously inappropriate behavior with women, I found the majority of them were viewed as [nonsexual] bullies by men who worked with them in subordinate positions. I believe greater awareness of this link and zero tolerance for bullies, whose behavior is often overlooked on the grounds that they are high-performers, would protect potential harassment victims while building more humane and far more productive cultures. 

Paul Falcone, CHRO and best-selling author

 Follow this simple wisdom: What you want for yourself, give to another. Teaching employees to filter their conversations and body language through the eyes of a family member or child—to speak as if your mother is listening or consider if you'd want your son's boss to speak to him this way—is a simple, yet very effective, investment that changes culture. 

Chai Feldblum, commissioner, Equal Employment Opportunity Commission, and coauthor of Report of the Select Task Force on the Study of Harassment in the Workplace

 Using the lessons of the "It's On Us" campaign in college campuses, employers and employees should launch an It's on Us @Work campaign. This campaign would galvanize the collective efforts of everyone in a workplace to be engaged actors in stopping harassment.

Most people do not like seeing someone else in the workplace being harassed. But some people don't see it as their problem, others do not know what a realistic response might be, and almost everyone is afraid that if they get involved they might suffer retaliation.

An It's on Us @Work campaign would create a collective sense of responsibility for a workplace free of harassment and offer realistic tools for intervention when harassment occurs. It would include training on what conduct is inappropriate in the workplace (regardless of whether it is illegal conduct), create motivation among employees to reach out and help targets of harassment, and provide employees with skills training and realistic options for bystander intervention.

This is the moment for all social actors—government, employers, employees and the public at large—to come together to do something different and dramatic. Launching an It's on Us @Work campaign is a good place to start. 

Gretchen Carlson, author of Be Fierce: Stop Harassment and Take Your Power Back (Penguin Books, 2016)

 Being fierce means standing up and speaking up for yourself even when you feel all alone. But it also means protecting yourself. In my book, I offer a 12-point plan to navigate the often choppy waters of coming forward. First and foremost, get legal advice before doing anything. Second, document, document, document—and take it home from work. Finally, tell at least two trusted colleagues. In the "he said/she said" world we live in, you need to make sure you have witnesses. Coming forward takes immense courage but it's my hope employers will take notice and realize it is incumbent upon them to review their policies, training and reporting methods to make sure women and men feel safe to be fierce. 

Ava Doman, CHRO, Zetec Inc.

Cultural change within a company is typically an evolutionary process. A series of daily decisions and behaviors exhibited by each person within a company indirectly shapes that culture. A workplace that has human dignity and respect at its foundation begins to shape a positive company culture of transparency rather than focusing on the compliance-related approach to reduce (or eliminate) bullying, harassment or sexual harassment. For me, treating others with human dignity and respect is what it's all about—in actions, in words, in commitment.

On a personal note, I'm a member of #MeToo. And yet for reasons cited in Jathan's recent blog post, I took no action—not even telling my husband.

We've got to get away from legal compliance to human dignity and respect! 

Paul Jones, chief leadership development officer, USANA Health Sciences

 A culture of respect starts at the top. When an organization's top leaders demonstrate in word and deed a commitment to respect, dignity and professionalism, the benefits include but aren't limited to preventing harassment. Leaders must also demonstrate a commitment to openness, transparency and a "permission to speak freely" environment where no one will fear the consequences of reporting a problem. When employees see that leaders consistently do the "right thing" without over or underreacting, there is greater trust and confidence to be open about behaviors that are inconsistent with the culture. 

Corbett Gordon, employment attorney

 With sexual harassment policy and training, many companies have the primary goal of creating an affirmative defense to a sexual harassment lawsuit. To that end, they draft policies that are exacting and punitive in nature. At the same time, these companies have moved away from enacting civility codes to promote respectful behavior in the workplace. They seek to avoid violating the National Labor Relations Board's (NLRB's) strict rules prohibiting any policy that might have a chilling effect on employees' rights to criticize. 

As a counselor to companies that want to promote respectful, productive and caring workplaces, I have been appalled at the effect that the NLRB's policy policing has had. Under the current administration, however, the NLRB pendulum is swinging back to a rule allowing civility rules at the same time that Time magazine and most of America has said, "Enough!" 

Michael Patrick O'Brien, employment attorney

 Employers must follow the model recommended for good personal health—prevention and treatment. An organization must try to prevent harassment by 1) effective training, 2) clear policies, and 3) creating a culture of respect and civility, but it also must swiftly treat any conditions that do arise by 1) investigation, 2) enforcement of policies, and 3) appropriate remedies needed to ensure the maintenance of a culture of civility. 

Jennifer Freyd, professor, researcher, author and consultant

A huge problem is what my colleagues and I call institutional betrayal. When people speak out against sexual harassment, the institution often betrays them and makes the victimization worse. Betrayal can include insensitivity, silence, downplaying the offensive behavior, [and] subtle and overt retaliation. We found that over 40 percent of college students who were sexually victimized in an institutional context also reported experiences of institutional betrayal.

Replace institutional betrayal with institutional courage. Conduct anonymous surveys to assess the likelihood of betrayal. Revise policies and training programs to encourage reporting. Train HR and others to respond to complaints with active listening. Enlist leadership support in conveying the institution's commitment to a betrayal-free environment. Devote the resources that show the institution really cares. 

Amos N. Guiora, professor at S.J. Quinney College of Law, University of Utah

 Focus on the bystander. While the victim-predator dynamic is, naturally, the focus of public and media attention, it is an incomplete configuration. In reality, the correct metaphor is a triangle, rather than a straight line connecting two actors. Why a triangle? Because there is often a third actor who facilitates the predator-perpetrator. That actor is the bystander.

The perpetrator is dependent on bystander inaction that facilitates the perpetrator. It is the crime of omission. While the bystander is not responsible for the initial harm, the conscious decision not to act enhances the vulnerable victim's peril. 

Next Steps

If you have a best practice to share regarding how to end workplace harassment, please contact me at In a future article, I will coalesce contributions to suggest an overall action plan.





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Live HCM Webcast:
Surprising Drivers of Employee Experience

New research from The Center for Generational Kinetics

Tuesday, January 23, 2018 at 2:00 PM
Approved for 1 HRCI and 1 SHRM Credit

Organizations have gone to great lengths and spent countless dollars to uncover the secrets of employee motivations, but there’s been little insight into how these motivations have changed over the years – until now.

On January 23rd at 2 p.m. ET, Adam Rogers, CTO at Ultimate Software and Jason Dorsey, president and co-founder of The Center for Generational Kinetics, reunite to present the findings of a new national study in this webcast, Surprising Drivers of Employee Experience.

Complete this form and join us live to learn these six new motivators of employee satisfaction.


Surprising Drivers of Employee Experience HCM Webcast - Adam Rogers Adam Rogers
Chief Technology Officer, Ultimate Software

Adam Rogers serves as Ultimate Software's chief technology officer, overseeing the company's product strategy, development, and delivery via cloud computing. Adam joined Ultimate more than 20 years ago, and since 2002, he has led the company in its pioneering efforts to deliver HR and payroll solutions via Software-as-a-Service.

Surprising Drivers of Employee Experience HCM Webcast - Jason Dorsey Jason Dorsey
President and Co-Founder, The Center for Generational Kinetics

Jason Dorsey is President and Co-Founder at The Center for Generational Kinetics, the leading generational research and strategy firm. A bestselling author, Jason has appeared on 60 Minutes, The Today Show, and over one hundred more TV shows. You may remember his acclaimed keynote presentation at Connections!


Designing a Women’s Development Program for your Organization



Kelly Simmons

Solution Architect

Center for Creative Leadership

LinkedIn Profile

Elizabeth Borges

Senior Manager

EverwiseWomen Program

LinkedIn Profile

Businesses must empower and support women to be successful in every stage of their careers. Leadership development programs tailored to women are an important part of this equation. In this webinar, we’ll explain when and how to begin a development program tailored to women and identify the critical elements your program should include to support lasting behavior change.

In partnership with the Center for Creative Leadership, we’ll share what leadership skills women want and need and how your women’s program impacts retention.

Jan 25, 2018

11:00 am PT / 2:00 pm ET

In this webinar, you will learn:

  • How to establish a program that works for your organization, and when to get started
  • What tools, skills, and resources your program should provide
  • How to design a program that supports behavior change & lasting impact


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