Premier Occupational Health Services (Premier OHS) is Nashville's choice for dedicated work-related medical care and examination.
Specialized occupational physician care is available for outpatient orthopedic, ophthalmologic, and dermatologic conditions. Examinations are available for employment, OSHA regulation, DOT/CDL, and custom needs.
Of course, comprehensive drug screening services are also available.
With nearly 270 members already “linked” to the new MT|SHRM Group, it’s just what it sounds like—a professional networking group that makes it simple to reach out and connect with your colleagues.
With the click of a mouse, you can ask a burning question, pose an idea or start a discussion. But, it’s not just about business. You can just as easily ask everyone in your HR network where to find a great babysitter, sell that “never been used” exercise bike, or simply inquire where to find the best Italian food in Nashville!
The MT|SHRM LinkedIn Group makes it easier for everyone to find, be found, and contact one another on LinkedIn. How amazing would it be if everyone who is a member of MT|SHRM joined the LinkedIn group? Click here to join the group now and start connecting! Back to Top >>>
Metro/South Annual Combined Meeting with ASTD
November 12, 2009 at the Sheraton Music City
Making Learning Stick: The Importance of Ongoing Coaching for Sustained Behavior Change and Business Results will be presented by Kathy Carmean, Lee Hecht Harrison.
Keen business acumen will no longer ensure a leader achieves both business results and professional success. It requires people acumen as well, and many of tomorrow’s and today’s leaders are in short supply of this competency set. So how do HR/OD/Training professionals help leaders understand that today’s leaders must have both business and people acumen?
In this session we’ll:
Review the metrics that demonstrate that supplementing training with coaching can achieve significant and sustained behavior change
Look at multiple kinds of coaching engagements, both internal and external
Differentiate business coaching from “life” coaching and mentors from coaches and consultants
The various ways that “coaching” can be applied in organizations
How creating a “coaching culture” can help attract and retain the best and brightest
How coaching conversations and ongoing feedback impact the performance and retention of Gen X & Gen Y
How to sell the idea of coaching to the dubious
Fees: $25 member ($30 at the door) $35 non-member ($40 at the door). Registration and Networking 11-11:30. Meeting starts promptly at 11:30.
This program has been awarded 1 Hour of General recertification credit. "The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit."
Please thank our Sponsors for making this program affordable:
Save the Date - December 10, 2009
Annual Awards and Volunteer Celebration
at the Embassy Suites Cool Springs
Please join us for our annual Awards and Volunteer Celebration! Hundreds of chapter members participate on the over 20 committees to make our Chapter a huge success! This meeting is for everyone - come and find out more about the committees and different ways to get involved.
Agenda:
People Bingo: A great networking game - very fun!
Year End Review: Wow - we accomplished a lot this year!
Financial Report - Yes, it will be short!
Scholarship Awards for HR Students
HRCI Certification Recognition for those who became certified in 2009
Recruiter of the Year Award
Committee Chair Awards
Committee Recognition
Charitable Gift Presentation
Outstanding Vendor Award
Member of the Year Award
Introduction of the 2009 Board of Directors
Beyond the Numbers: Shifting the Focus from Quantitative Diversity to Qualitative Diversity
Article written and contributed by Yanika C. Smith-Bartley, 615.726.5772, ysmith-bartley@bakerdonelson.com.
Businesses often tie the “business case” for diversity to the “bottom line,” perhaps in order to gain the support of those who otherwise would be resistant to the cause for diversity. While, undoubtedly, diversity positively affects the bottom line, making it a “business case” puts the focus solely on the numbers. Likewise, looking only at diversity statistics without analyzing the satisfaction and success of diverse employees ignores the big picture. Together, we must shift the focus to look beyond the numbers and strive for qualitative diversity.
So, what is qualitative diversity? To understand it, we must realize that it is more than simply ensuring that an organization is comprised of racially and ethnically diverse individuals. It is more than having a good representation of women within an organization.
We must understand that the equation for diversity is not simply:
More minorities + More women = More $$$$
It is closer to:
Valued employees + diverse perspectives = PRICELESS value to the business
True diversity in a business is comprised of a genuine appreciation, respect and desire for differing mindsets, cultural backgrounds and perspectives. Businesses must move beyond quantitative diversity values and move towards valuing qualitative diversity. Businesses and individuals must begin to see the big picture and understand that “business as usual” does not allow for such progression. Progression in the direction of embracing and valuing qualitative diversity often begins with a change in the culture of an organization.
Inherent biases need to be brought to the forefront. It is no surprise that “like hires like,” meaning that people are naturally drawn to people who are like them. Consequently, the “like hires like” trend can affect both recruiting and retention because non-minority employees may automatically have a competitive advantage over their minority counterparts simply because more opportunities for natural connections may exist. The more people in an organization who are like you (i.e., same socioeconomic background), the more opportunities you have to connect with such people and leverage such connections. This could translate into a non-minority employee receiving more work assignments, better mentoring and faster promotions than a minority employee. This can be true in the context of race, gender, religious affiliation, sexuality, socioeconomic status or personality.
Consider, for example, the 2007 study by the National Association of Women Lawyers, which found that 84% of equity partners are men and 92% of managing partners are men. If people are constantly allowed to only hire people who are like them, will we ever achieve true diversity? Can businesses create an environment where breaking the “like hires like” trend is permissible and, more importantly, encouraged?
An organization where everyone is the same (e.g., same race, same gender, etc.) is not diverse. Likewise, an organization with individuals who look different, but think and act the same, is not diverse. Qualitative diversity does not exist in a culture where employees are afraid to share perspectives that are unique to them or believe that such perspectives are not appreciated.
How do we shift the focus? We must encourage those who are resistant to diversity to look beyond the numbers and see why qualitative diversity is essential to the success of the business. A shift in focus may help to eliminate the following flawed mindsets about diversity: 1) diversity goals are driven by the need to meet a quota, and 2) standards are lowered in order to hire diverse candidates. Such flawed attitudes may place diverse employees in an environment where they are pegged as “ignorant until proven competent.”
It is wise for businesses to seek to improve their diversity statistics. Nevertheless, although having good diversity numbers is a start, it is not enough. Diverse employees need to see people like themselves who are successful within the organization. Diverse employees need to know that people who are unlike themselves actually do respect them, value their opinions, and want them to succeed. This does not mean that diverse employees need to receive “special” treatment. Rather, efforts should be made to ensure that diverse employees are treated similarly to their non-minority counterparts. At the same time, everyone must recognize that differences exist and respect those differences.
Baker Donelson’s leadership understands that when diverse individuals are made to feel valued, this results in improved morale, increased productivity and greater innovation. This, in turn, enhances the success of our business. We realize that an environment that is hostile about diversity initiatives cannot be tolerated and is detrimental to the firm’s success. We know that diverse individuals who are made to feel ostracized, devalued and inferior will likely fail or leave.
When diverse candidates are hired, we are conscious of the fact that efforts must be made by all to cultivate, develop and mentor diverse employees after they get in the door. Everyone, including diverse employees, must be cognizant of their important role in the cause for qualitative diversity, appreciating the fact that diversity is not just about the numbers. Diverse employees also must take a vested interest in their own happiness and success.
We all must be willing to examine our own biases, strengths and weaknesses. We all must be comfortable with critique, and in seeking mentoring, support and camaraderie from those different from us. We all must be willing to voice our opinions, suggestions and concerns, and to respect the opinions, suggestions and concerns of others.
Baker Donelson has made great strides in promoting diversity and inclusion with efforts such as mandatory firm wide diversity and inclusion training. Baker Donelson leadership also realizes that diverse employees cannot be the only champions of diversity, and has made it clear that diverse individuals with diverse perspectives are valued within the firm. However, we realize that there is much more work to do and we continue to find ways to improve. We all have a role in improving diversity. The numbers, whether good or bad, tell only a fraction of the story. Individually and corporately, we must determine what role we want to have in the remainder of the story. We all must be challenged to look beyond the numbers.
Reprinted with permission from Diversity Matters: Valuing Race and Gender, a Baker Donelson Diversity and Women's Initiative publication.
Please submit your item to susanheard@paradigmgroup.net by the 24th of each month for publication in the following month's newsletter. Items received after the deadline will be considered for use in a future edition.
News, book reviews, story ideas, coverage of HR-related events and photos are welcome!
Making Learning Stick: The Importance of Ongoing Coaching for Sustained Behavior Change and Business Results will be presented by Kathy Carmean, Lee Hecht Harrison.
This program has been awarded 1 Hour of General recertification credit. "The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit."
