Green Bay Chapter SHRM

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  • 25 Jun 2018 1:00 PM | Anonymous member (Administrator)

    Shopko - Payroll Manager

    700 Pilgrim Way

    Green Bay

    Wisconsin

    External Job Posting

      Position Overview
     Under the general direction of the Director Total Rewards, the Manager Payroll oversees payroll administration.  The Manager Payroll is responsible for monitoring all tasks necessary to accomplish Shopko’s payroll processing objectives, including relationships with external auditors and state & federal agencies.  Proficient with Human Resources Information Systems (HRIS) and timekeeping systems.
     
    DUTIES & RESPONSIBILITIES:                                               
    Payroll

    • Maintain payroll guidelines by writing and updating policies and procedures.
    • Maintain payroll information by designing systems, directing the collection, calculation, and entering of data.
    • Comply with federal, state, and local legal requirements by studying existing and new legislation; enforcing adherence to requirements; advising management on needed actions.
    • Determine payroll liabilities by approving the calculation of teammate federal and state income and social security taxes, and employer’s social security, unemployment, and workers compensation payments.
    • Balance the payroll accounts by resolving payroll discrepancies.
    • Pay teammates by managing payroll processing.
    • Ensure data needed to process biweekly payroll is received and processed in a timely manner
    • Perform first level review of attendance reports, check requests, journal entries, etc
    • Ensure the computing, withholding, and calculating of deductions associated with net pay is done properly, including federal and state withholding and unemployment insurances, as well as direct deposit information.
    • Ensure calculations of gross to net payments of expenses related to relocation.
    • Maintain teammate confidence and protect payroll operations by keeping information confidential.
    • Maintain professional and technical knowledge by reviewing professional publications; establishing personal networks; participating in professional societies; and attending education workshops.
    • Works with the Director Total Rewards to coordinate internal and external resources as necessary to assist with day-to-day Payroll operations and special projects.
     
    Payroll – Manage Payroll Team
    • Manage processing of payroll data from a team of Payroll Specialists.
    • Manage payroll team from both an administrative and technical perspective.
    • Train, monitor, and assist payroll specialists to ensure timely and accurate payroll processing.
    • Ensure payroll specialists adhere to applicable department and Shopko guidelines and policies.
     
    Payroll – Data analysis & special projects
    • Create and maintain tools to analyze and audit payroll data and processes.
    • Complete special Payroll projects. 
    • Use appropriate software and tools to complete ad hoc Payroll reporting
    • Assists with testing of Payroll & timekeeping software/processes relative to new functionality and related payroll functions
       
    MINIMUM KNOWLEDGE, EXPERIENCE & SKILLS REQUIREMENTS:
    • Desired, Associates Degree or higher degree in Human Resources, Business, Finance, or related field, or equivalent related experience
    • Desired, four or more years Payroll experience
    • Desired, ADP HRIS & Payroll experience
    • Desired, Kronos Timekeeping experience
    • Excellent computer skills, including advanced knowledge of spreadsheet and database programs
    • Strong interpersonal, organizational, and prioritization skills
    • Strong analytical and problem solving skills
    • Must be able to work independently and make sound business decisions
    • Ability to keep confidential any information, observations, or viewpoints regarding company, division, department, or individual teammate information
    • Working knowledge of federal and state regulations 
    Company Overview
    We provide general merchandise, Pharmacy, and Optical services in our store formats of Shopko, Shopko Hometown, and Shopko Express.   At Shopko, we understand what matters to our customers.  Our stores are designed to be simple, clean, and welcoming, not overwhelming.  We offer the essentials our customers need and the brands they trust at a fair price.  Shopko, the Stuff that counts. Shopko offers a professional team-oriented work environment, career advancement opportunities, competitive wages, and a comprehensive benefits package!

    If you are accessing this posting from another website, please submit an application at www.shopko.com/careers.  
    Must be legally authorized to work in country of employment without sponsorship for employment visa status. 

    Shopko is an Equal Opportunity Employer functioning under an Affirmative Action Plan m/f/d/v. 

    https://sjobs.brassring.com/TGnewUI/Search/Home/Home?partnerid=25745&siteid=5067#jobDetails=538318_5067

  • 14 Jun 2018 3:17 PM | Anonymous member (Administrator)

    The Society for Human Resource Management (SHRM) recently awarded Green Bay Area Chapter SHRM its prestigious EXCEL Platinum Award for the Chapter’s accomplishments in 2017.

    The award aligns individual chapters’ and state councils’ activities with SHRM’s aspirations for the HR profession. The award recognizes accomplishments and strategic activities and initiatives that enhance the human resource profession.

    “SHRM exists because of our great chapters and state councils like Green Bay Area Chapter SHRM which work tirelessly to help advance the important mission of the HR profession through initiatives that support our future, build inclusive organizations and focus on workplace readiness,” said Johnny C. Taylor, Jr., SHRM-SCP, president and chief executive officer of SHRM. “Recognizing you as a recipient of this prestigious award is just one way to show that SHRM supports you and that we are by your side step by step as we move Together Forward.”

    The EXCEL Award can be earned at four levels: bronze, silver, gold and platinum. Each level has a prescribed set of requirements and accomplishments that must be met. Green Bay Area Chapter SHRM will receive recognition in SHRM publications and at conferences, a logo to display on its website, and information to share with its members about the significance of this award.

  • 8 Jun 2018 3:22 PM | Anonymous member (Administrator)

    WMC and Ogletree Deakins are accepting nominations for the 2nd annual HR Professional of the Year Awards. Winners will be announced at the WMC Policy Day 2018 in Madison on August 6th. Learn more about the HR Award and make a nomination.

    Check out a short video on the award here: https://youtu.be/sTjYwKrtZoo

     

  • 1 Jun 2018 8:40 AM | Anonymous member (Administrator)

     

    The Society for Human Resource Management (SHRM) has awarded a 2017-2018 Superior Merit Award designation to the St. Norbert College SHRM student chapter for providing superior growth and development opportunities to its student chapter members.

    The SHRM student chapter merit award program, which began in 1972, was created to encourage student chapters to require ongoing excellence in the following areas: student chapter requirements, chapter operations, chapter programming and professional development of members, support of the human resource profession, and SHRM engagement.

    “As we move Together Forward, young professionals like these being honored at distinguished student chapters play a vital role in SHRM’s success,” said Johnny C. Taylor, Jr., SHRM-SCP, president and chief executive officer of SHRM. “I’m especially honored to thank this year’s award winners because they offer excellent evidence that SHRM’s future is indeed in good hands.”

    SHRM student chapters have the opportunity to earn an award based on the number of activities they complete during the merit award cycle, the most recent one of which lasted from April 1, 2017, to March 31, 2018.

  • 7 May 2018 10:41 AM | Anonymous member (Administrator)

    Kelly has been voted our new President-Elect and will begin her role 6/1/2018!

    Kelly Skenandore-Holtz, SPHR, SHRM-SCP, is an Executive Coach with Pathmakers Inc., a leadership consulting firm located in Hobart, WI. Kelly works one on one with Executive leaders and their teams to explore their leadership style, motivations, and help them discover their untapped potential. Prior to Pathmakers Inc., Kelly worked as a Human Resource Business Partner, a Training & Development Manager and in other Human Resources related positions.  She earned her Senior Professional Human Resources (SPHR) certificate in 2011 and her Society of Human Resources Senior Certified Professional (SHRM-SCP) in 2015. Kelly has also been a volunteer facilitator for the Green Bay Chapter certification study group since 2012. 

    She received a Bachelor degree from the University of Wisconsin-Stevens Point, and a Master’s Degree in Management and Organizational Behavior from Silver Lake College. She lives in Oneida with her husband Kris and their two children, Kai and Kannyn.

    Congratulations!


  • 27 Apr 2018 5:37 PM | Anonymous

    As an entry-level employee who wants to grow professionally, you hear constantly that you must build your leadership skills. What does that even mean, and how do you know you’re building the right leadership skills? I interviewed Cy Wakeman, an international speaker on leadership and management, and President and Founder of Cy Wakeman, Inc. She has a fantastic and authentic philosophy of leadership, and I’ve shared major takeaways from our interview below, including what not to learn from your manager, how to request and handle feedback, and tips for women.

    (For HR professionals attending the 2018 SHRM Annual Conference & Exposition, Wakeman will present a mega session titled “How HR Leaders Can Cut the Cost of Drama, End Entitlement and Drive Big Results.”)

    The number one bad habit you should not learn from your manager

    Too many managers have the bad habit of sympathizing, says Wakeman. Don’t copy the sympathizing behavior. Sympathizing is when your manager affirms you’re struggling and agrees that you are the victim of your circumstance. Empathy is better, she advises. Empathy is when your manager says, “I see you’re struggling and now I’m going to move you into self reflection and move you up to greatness.”

    Wakeman gives an example. Imagine your see a pedestrian walking while texting. They trip and fall. Sympathy is to get on the ground and say “Oh no! These streets are not built for texting pedestrians.” Sympathy, however, would be asking if they’re okay but then asking what might be a solution to allow them to text without taking their eyes off the sidewalk. When your manager sympathizes with you, says Wakeman, they are colluding with you and together you decide the circumstances are the problem. “The circumstances are not the reason you can’t succeed, they are the reality in which you must succeed.” A great leader, she says, calls out what skills you need to move beyond the challenges.

    Wakeman’s advice is to look for mentors that will help you grow, not collude with you. A good mentor who helps you hold yourself accountable will build your leadership skills.

    Mentors are fine but you can do better

    If your employer has a mentorship program, don’t assume that your mentor will pave the right career path for you. There is danger in having one, or even two or three mentors, warns Wakeman. “It’s wonderful to have a few key mentors but know that it’s a super mixed bag. Why not use a crowdsourcing form of mentoring? Stop looking for the whole package in one person, because 50% of how they got to their job is pure luck and privilege.”

    She sees people put too much faith in our mentors. By relying on a mentor, you’ve narrowed down all the possible advice from the whole world down to just a few pin points of career advice. Instead, says Wakeman, you should be a good curator of blogs, podcasts, and conferences. Build your world view.

    A crowdsourcing approach to mentoring helps with networking too. You don’t necessarily need a profound relationship with one mentor to tap into his or her network. Wakeman says, “There are a lot of ways to get an introduction.” In fact, she warns that mentors who know you very well might share too much. That is, they might share your weak spots. Wakeman likes to mentor people herself, but just for a short amount of time and with clear cut goals.

    Advice for young women to show their leadership capabilities

    Research tells us that women face a double-edged sword as they climb toward leadership positions. They get turned down for leadership positions for not displaying “traditional” (masculine) leadership qualities, and they are punished in their careers when they do display those very qualities. Wakeman advises young women to get away from that story. “If you’re trying to change your behavior to manage what other people might perceive, you’re a long way from authenticity.”

    Also read: Tips for entry-level job seekers to help fight sexual harassment

    In her own career, Wakeman says she “stopped trying image manage a long time ago.” When you worry too much about perception, she says, it quickly becomes the only narrative in your head. Instead, pay attention to how you can help other women and men.

    She gave an example of how she has done this herself. She noticed that in meetings, women’s ideas were passed over, and men who suggested the same idea were commended. Instead of getting upset, she and other women decided to help each other out. They began to reiterate and back each other up in the meetings, saying “Can we stop and go back to that? I love that idea and want to build on it.”

    People often ask for the chance to show that they add value. It may not be fair that others are privileged enough that they are given this chance without having to prove themselves. Wakeman says to think of it this way instead: “Once you add value, then you have the confidence to ask for what you need.”

    Build your leadership skills by seeking feedback–but the right way

    Don’t go to just your manager for feedback, because you’ll only get information filtered through one lens. Instead, collect many data points of feedback. Go out and ask the same question of 10 people, advises Wakeman. “If you see something as just one data point, it doesn’t take a lot of courage to ask for it. If you see it as a mandate on your career, it takes all this courage to ask.” Ask for it in the moment too. For example, right after a meeting you can ask, “what could I have done better to facilitate that meeting?”

    Wakeman’s advice is to get feedback by doing three things: 1) Make little tiny asks, 2) Ask for it in the moment, and 3) Do it conversationally–don’t request an hour-long meeting that will put a pressure on someone to come up with profound feedback.

    Feedback is short but the opportunity for self-reflection is long. We often get feedback and instantly think how it’s wrong or misled. Wakeman advises people do an exercise when they receive feedback: Focus on how it could actually be true. To be mentally flexible like this, you must do self reflection. Self reflection is a practiced and learned behavior. Why not start practicing in college? Wakeman suggests you surround yourself with people who don’t feed into a corrupted view of reality that just protects your ego.

    Develop yourself outside of your job and organization

    Moving up in your organization isn’t the only way to build your leadership skills. Wakeman’s advice is to get a side hustle. Find out what you’re fascinated with. Volunteer or serve on a board. “It’s not even about building your resume anymore. It’s about how you’ve evolved and whether you’re a global citizen. Do you bring the whole package to work? Do you know how to learn? Are you aware of what’s going on in the world? Are you aware of your unconscious biases?”

    Self reflection is important here too. You must reflect and understand what you have learned from your experiences so that you can articulate and market those skills and attributes. Employers certainly want to hear about how you have achieved results, but Wakeman insists that you also focus on other competencies. For example, if you were the captain of a successful college sports team, don’t just focus on the end results. Describe how you were able to inspire others to move beyond a challenge. That sets you apart.

    Also read Networking: A Definitive Guide for Students and Grads to Succeed in the Job Search

    None of us have experience in what’s next, says Wakeman. All of our jobs are going to change anyway, so get away from obsessing over what you’ve done.

    When is it time to push your own ideas?

    Wakeman stresses the difference between confidence and ego. She says ego is, “I know the way.” Confidence is “I’m confident in some of the things I can bring to the table.” If your priority is to protect your ego when things don’t go your way, you end up narrating to yourself that you’re undervalued. Instead of focusing on failing, you need to manage how you can make something work. At work, don’t negate something you don’t agree with. Build on those ideas by suggesting, “What if we did this…”

    Show up and offer what you can, says Wakeman. That is authentic. Don’t go in with guns blazing. If your awesome idea didn’t get picked up, write about it somewhere else. Neuroscience tells us that people need to hear ideas several times anyway. Trust the process, she says, and work with those who are willing. “Stop trying to convert the biggest nay-sayer. You don’t need consensus. You need to connect with people who resonate on a similar frequency. Those small groups are what get business done anyway.”

    Cy Wakeman

    Connect with Cy Wakeman on LinkedIn. Cy is a globally recognized thought leader and dynamic keynote speaker. She delivers keynotes and training on many topics, including:

    – How to ditch the drama and turn excuses into results

    – The essence of building resilience and bulletproofing your employees

    – How to hardwire accountability into your workforce

    – Why employee engagement is the true driver of employee performance

    – The new leadership foundation for boosting employee value, driving strategic results and fulfilling organizational missions

    Originally published on College Recruiter blog.


  • 11 Mar 2017 5:36 AM | Anonymous

    Click the link below to view our Spring 2017 Newsletter.

    Spring-2017-Newsletter.pdf

               

gbshrm@hotmail.com

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