From Alaska to Hawaii and points in between, SHRM chapters and State Councils received 2024 Pinnacle Awards for their hard work and creativity in developing HR initiatives. Projects included a program that transitions student members into chapter leaders, help for SHRM Members affected by the devastating Hawaii wildfires, and career development for justice-impacted individuals.
The Pinnacles were awarded Nov. 22 during the SHRM Volunteer Leaders’ Business Meeting (VBLM) in Washington, D.C. They were presented in three categories—Serving the Professional, Advancing the HR Profession, and Enhancing the SHRM Community—and by chapter size. State Councils in each of the three categories also received awards.
[SHRM members-only chapter and council support: SHRM’s Volunteer Leader Resource Center]
Additionally, Birmingham SHRM in Alabama was recognized with SHRM’s Workplace Impact Award for its work with untapped talent through its Second Chance Hiring Fair. The chapter expanded its services from resume development and interview preparation during the fair to providing hands-on support during the event and using analytical data to strengthen this and other programs seeking to overcome employment re-entry barriers.
Birmingham SHRM received $2,500 and a crystal plaque from the SHRM Foundation, which sponsors the award.
The following Pinnacle Award winners were presented with $1,000 each and a crystal plaque.
Serving the Professional
Small Chapter—Northwest Louisiana SHRM
“Northwest Louisiana Civility Zone”
This initiative created bridges among individuals, teams, and departments to ensure that everyone feels valued, respected, and supported within their work environment. It offered comprehensive training focused on communication, conflict resolution, and diversity and inclusion to equip employees with essential skills for navigating workplace relationships, helping to reduce conflicts and foster a supportive environment.
Medium/Large Chapter—Siouxland Chapter of SHRM (Iowa)
“Information Shorts”
Offered virtually and free to members, the 30-to-45-minute Shorts focus on trending HR issues and hot topics such as the Fair Labor Standards Act overtime rule and the Pregnant Workers Fairness Act. Members can use the Shorts to assess the impact on themselves or their businesses, implement necessary programs or policies, and ensure compliance.
Mega/Super Mega Chapter—Twin Cities SHRM (Minnesota)
“TCSHRM Fall Leadership Conference”
Implementation included promoting the SHRM People Manager Qualification through a revenue-sharing initiative. The conference received a 97% satisfaction rating from participants, and nonmembers made up 17% of attendees, with a significant conversion rate to membership.
State Council—Texas SHRM State Council
“LEADHRS”
The leadership program was piloted in 2020 with 20 chapter leaders. It has grown to 45 graduates over three years, and they have collectively earned hundreds of certifications in the process. Additionally, this next generation of HR leaders dedicated more than 40,000 hours to their professional growth
and created a powerful network of HR professionals.
Advancing the HR Profession
Small Chapter—Jefferson County Human Resources Management Association (Wisconsin)
“Employer Toolkit: Activating a Newcomer Workforce”
The event was Wisconsin’s first-ever conference dedicated to hiring international workers and aimed at a specific professional audience. The daylong event was tailored for HR professionals, hiring managers, staffing services, and business owners.It addressed critical regional challenges: low unemployment, an aging population, and declining birth rates. A benefit to the chapter: Among 84 attendees, it welcomed 43 new chapter members—a 44% increase in membership.
Medium/Large Chapter—SHRM Montgomery (Alabama)
“Empowering Excellence: Celebrating Women in Industry Lunch and Learn Series”
Held during Women’s History Month in March, this series celebrated trailblazing women in HR who have achieved the pinnacle of their careers. Each week, a distinguished leader shared her journey, offering insights into balancing career, life, and motherhood. All sessions were recorded and shared on the chapter’s YouTube channel, making the content accessible to members and nonmembers. The event also drew new people to the chapter, and SHRM Montgomery’s social media engagement surged.
Mega/Super Mega Chapter—SHRM Lehigh Valley (Pennsylvania)
“SHRMLV and the Linking to Employment Activities Pre-Release Project”
The chapter works closely with LEAP (Linking to Employment Activities Pre-Release Project), which operates inside the Lehigh County and Northampton County Jail. Through this program, chapter volunteers provide career development and job placement support to incarcerated adults preparing to re-enter the community. The two-hour workshop covers one or more topics, including hiring practices, background checks, resume development, mock interviews, networking, job search strategies, and leadership. Volunteers also assist individuals in identifying their own job interests and skills.
State Council—Utah SHRM with collaboration from Salt Lake SHRM and Northern Utah HRA
“Workplace Violence Protective Order Act”
The Workplace Violence Protective Order Act initiative addressed a critical gap in Utah law that prevented employers from seeking protective orders against individuals engaging in or threatening workplace violence. It aimed to empower employers with a proactive way to help keep their employees and property safe. Leading up to passage of the act by both houses of the Utah Legislature, the State Council:
- Conducted research on workplace violence laws in other states to inform the proposed amendments.
- Engaged a professional lobbyist (pro bono) to connect with legislators.
- Met with key stakeholders to address concerns and negotiate compromises.
- Launched social media campaigns to raise awareness and encourage HR community support.
- Gathered HR professionals throughout the community to share experiences at legislative hearings to highlight the need for protective orders.
Enhancing the SHRM Community
Small Chapter—Four Rivers SHRM (Kentucky)
“Expanding Access for Students and Emerging Professionals”
The chapter learned that cost and the opportunity to participate were the main barriers to potential membership among students and emerging HR professionals. The chapter removed all fees for students and interns, reducing its annual fees by 20%, and implementing a tiered pricing structure for organizations that sponsor multiple memberships.
The chapter’s partnerships with a local college and university were strengthened. The chapter gained 39 new members and seven former members rejoined; it also saw 15 organizations utilize the tiered pricing structure. Membership numbers surpassed pre-pandemic levels due to the changes made to engage those early in their HR careers.
Medium/Large Chapter—Anchorage SHRM (Alaska)
“ProSHRM: Pathway to Professional Excellence … A Seamless Transition from Student to SHRM Leadership”
This program builds a membership pipeline with student members before they graduate and addresses chapter membership growth and leadership succession planning. The chapter worked with the Wayland Baptist University SHRM Student Chapter, college faculty and staff, and the Northwest Human Resource Management Association to co-sponsor a Fall and Spring Speakers Series the students hosted.
The chapter also invited students to attend the chapter’s daytime monthly seminars, and regular attendees were asked to assist with tasks at professional meetings, creating a bond between students and HR professionals. The board now has four prior student members/advisors serving as officers or directors.
Mega/Super Mega Chapter—SHRM Hawaii
“Maui Strong: SHRM Hawaii’s Commitment to HR Community Resilience”
Following the Maui wildfires on Aug. 8, 2023, which damaged over 2,200 structures and claimed at least 98 lives, the chapter focused on the safety and well-being of its Maui members during this crisis. SHRM Hawaii:
- Established a roster of Lahaina members to conduct wellness checks.
- Transitioned a planned in-person Legal Update workshop to an online format, allowing 54 Maui residents to continue their professional development.
- Launched a communication campaign that provided resources and information to aid recovery, culminating in the “Maui Strong” e-blast that reached 2,563 people and promoted unity and shared purpose.
- Formed an ad hoc committee, including Maui board members, to explore ongoing support strategies, leading to a complimentary job posting program that assisted six local businesses.
- Hosted an in-person workshop attended by 19 individuals, focusing on both Western and Hawaiian culture.
The result: 18 Lahaina residents received wellness checks, 54 members attended the rescheduled workshop, and six Maui-based companies utilized the job posting program. Additionally, the chapter supported a Maui resident impacted by the fires with a conference scholarship and airfare to the SHRM Hawaii conference.
State Council—Southwest Central Regional Council (Arizona, Arkansas, Colorado, Kansas, Louisiana, Missouri, New Mexico, Oklahoma, Texas, and Utah)
“Cause the Effect” Membership Initiative
Now in its second year, the Southwest Central Regional Council’s membership initiative has:
- Established a platform for “just-in-time” communication, utilizing a message board, chat feature, documents library, and resource library.
- Held quarterly virtual calls that provided intimate and safe dialogue of successes and challenges in leading the membership initiative in individual states. During each session, a particular state was spotlighted to share an initiative. Meetings are recorded for reference.
- Provided opportunities to connect in person at SHRM Volunteer Leader events.
- Seen regional membership grew in every single state in the region—eight chapters and two State Councils—during the first year.
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المحتويات ذات الصلة
تعرّف على كيفية نجاح شركة مارش ماكلينان في تعزيز رفاهية الموظفين باستخدام الأدوات الرقمية، وتحسين الإنتاجية والرضا عن العمل لأكثر من 20,000 موظف.
ويتوقع بعض الخبراء أن يساعد انتشار الذكاء الاصطناعي في مكان العمل، والزيادة المتوقعة في الإنتاجية والكفاءة المترتبة على ذلك، في بدء أسبوع العمل الذي يستمر أربعة أيام.
مع استمرار تطور تكنولوجيا الذكاء الاصطناعي، سيزداد الطلب على العمال الذين لديهم القدرة على العمل جنباً إلى جنب مع أنظمة الذكاء الاصطناعي وإدارتها. وهذا يعني أن العمال غير القادرين على التأقلم وتعلم هذه المهارات الجديدة سوف يتخلفون عن الركب في سوق العمل.