PERSPECTIVES MARCH 2021 - Pittsburgh Human Resources Association
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PERSPECTIVES
MARCH 2021
1
PERSPECTIVES
Table of Contents
PHRA President’s Message 4
How Human Resources Can Help Stop the Shecession 5
What Does it Look Like to be an Engaging Pittsburgh: Innovative People
Practices Organization? 6
A Paradigm Shift: Becoming a Better Business Partner 8
Book Review: How to Be an Antiracist by Ibram X. Kendi 11
While You Were Quarantining: Recap of 2020 Pennsylvania Employment
Law Developments 13
Book Review: Long Life Learning: Preparing for Jobs That Don’t Even Exist Yet 17
Virtual Recruiting Benefits & Tips in 2021 19
New Members/On The Move 20
2021 Events 21
2
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PHRA President’s Message
Lisa Petro, SPHR, SHRM-SCP
Dear Members,
2020 is a year most of us will certainly remember as a challenging one. 2021 is here, and
when I reflect back at these past 12 months, I see how much we have accomplished despite
all the struggles. A testimony of our continued dedication, to you, our members.
At PHRA, we are convinced that solutions will arise from our members, driven by all of
our committees taking on the challenges of the profession. I am excited to announce
our upcoming *Virtual HR Academy. This conference has been designed by our Learning and Professional Development
Committee to provide you with the knowledge, tools and resources you need to manage and lead in the core functions of HR
as well as more specialized areas.
Here is a sneak peek into each track:
Public Policy Outlook: With the elections now in the rearview mirror, employers are determining how the pending changes
in Washington, D.C. will impact their business. This track will provide an overview of what employers can expect during the
Biden-Harris Administration.
Mental Health in the Workplace: This track will focus on supporting employees and promoting positive wellbeing through
the pandemic. Attendees will learn how to integrate mental health in their organization’s culture, how to maximize budgets
by developing effective early interventions, and how to de-stigmatize mental health so it becomes part of everyday
conversation.
Diversity, Equity & Inclusion: This track will focus on how DEI is of crucial importance in the workplace. Interdisciplinary
thinking focused on turning dialogue into action is more crucial than ever. But it takes awareness, sensitivity, and
collaboration to improve structural and social impediments and achieve an enriching and human working environment.
COVID in the Workplace: HR has been at the center of their organization’s rapid response to COVID-19 and have been
playing a central role in keeping the workforce engaged, productive and resilient. Now is the time for HR leaders to turn their
attention toward recover, to ensure their organizations are prepared to thrive.
In my role, as PHRA President, I get to see all of the time and hard work that drives our committees, and I am consistently
impressed and grateful for it. The HR Academy is 2021’s first signature event and I want to offer great thanks to all who
volunteer to make the PHRA such a great and worthwhile association.
I look forward to interacting with as many members as I can over the coming year and am excited about the continued
growth of our association. At PHRA we welcome the New Year and we wish it to be more joyful, peaceful and kind to us all,
and that it will bring meaningful connections to ourselves and others.
Regards,
Lisa Petro, SPHR, SHRM-SCP
Director of Human Resources
Monongahela Valley Hospital, Inc.
*6th Annual HR Academy, March 25, 2021 – April 21, 2021, approved for 12 Recertification Credits (HRCI & SHRM), Virtual Programming Programs can be viewed Live or
On-Demand until May 15, 2021
4
How Human Resources Can Help Stop the Shecession
Article by A Past PHRA President (2019): Janet K. Manuel
Since 1987, the United States has celebrated National Women’s History Month during March to
correspond with International Women’s Day, which is March 8. It is a time to highlight the contributions
of women to history and contemporary society.
Unfortunately, during this National Women’s History Month, the contribution of women to history is not
a good one. For decades, women have made progress toward equality in the workplace i.e. C-suite and
management roles, company board positions, compensation etc. In 2020, a once in a century pandemic
has undone and unraveled the progress that has been made.
The pandemic related recession has earned the nickname Shecession.
What is the Definition? The definition of Shecession is women are leaving the workforce at an alarming
rate creating the first ever female-led recession.
Why? 2.1 million women have left the workforce since the onset of the pandemic in March 2020 by both
force and choice. Women’s unemployment is higher than men. Disproportionately women have been hit
the hardest and have lost the most jobs and/or have left the workforce to take care of children due to
childcare not available or homeschooling their child(ren) due to school not being open.
What can Human Resources professionals do to help stop the Shecession? With the need for diversity,
equity and inclusion in the workplace, below are a few things that can be done:
1. Ensure your workplace has a culture that values women talent.
2. Do not overlook or discredit an applicant who has an employment gap in her employment history.
3. Reexamine your company paid leave policy.
4. Implement job sharing, flexible work schedules and/or work from home.
5. Offer Child-Care Assistance – discounts to childcare facilities or have onsite childcare.
5
What Does it Look Like to be an Engaging Pittsburgh:
Innovative People Practices Organization?
By Elizabeth Lamping, Executive Director, Pittsburgh Human Resources Association
No matter if your organization is entirely remote or has already returned to the office, it’s important
to foster engagement, performance, and well-being within your team. There’s no manual, however,
on how to lead through change. That’s what makes our yearly Engaging Pittsburgh: Innovative People
Practices Campaign so special. Engaging Pittsburgh is a movement to motivate and inspire leadership
in the Pittsburgh region to consider innovative people- centered work practices. The goal of the
initiative is to learn from your colleagues and improve the daily work experience of our community
members!
Over the years this initiative has recognized over 300 businesses in both the private and public
sectors, ranging in size from 250 employees to over 10,000, in industries such as technology, financial
services, manufacturing, healthcare and higher education, among many others.
Our objective with Engaging Pittsburgh: Innovative People Practices was not simply to tabulate all of
the interesting things our member companies do - But, to extract general principles about why what
they do is so successful. There is not one formula that can capture the characteristics of Engaging
Pittsburgh companies and the telling ways that they motivate employees, however we have found
some common themes.
Put People First
Almost all of the Engaging Pittsburgh finalists we spoke with told us their companies were built with
people in mind. To them, a healthy culture is as important as a healthy balance sheet. Their benefits
go far beyond minimum wage.
Help Workers Find and Pursue Their Passions
The companies we have honored rejuvenate employees by helping them identify the area of work that
provides them with the greatest fulfillment. Doing so not only increases productivity, but it also makes
people feel happy to be at work.
Bring People Together on a Personal Level
Engaging Pittsburgh Alumnae realize that their effectiveness relies upon the goodwill and solidarity of
groups, so they put quite a bit of effort into bringing people together — but not in the traditional ways
you might think.
Empower People to Own Their Work
Engaging Pittsburgh Organizations want their employees to think and act like owners. Allowing
employees to control aspects of their work is the key to accomplishing this. Employees who have the
leeway to rearrange, modify, and improve their assignments feel possession over them. Instead of
focusing on what cannot be done, they become preoccupied with what can.
6
What Does it Look Like to be an Engaging Pittsburgh:
Innovative People Practices Organization? (Cont.)
Create a Space Where People Can Be Themselves
Employees realize that they will forever bump up against miscellaneous confinements that restrict
what they can and cannot do at work. But these do not necessarily have to prevent them from acting
on their passions and beliefs. Employees within the Engaging Pittsburgh umbrella found a place
where they can be their “authentic” selves.
This is by no means an exhaustive list, but for organizations interested in creating innovative people
centered work environments, these will start you down the right path.
If you are you are an example of a regional employer creating and implementing exceptional people
practices and believe that investing in the region’s talent is essential to our economic prosperity, then
we want to hear from you.
Nominate your company TODAY! Nominations will be accepted until April 15th. CLICK HERE
The celebration will applaud the organizations and individual honorees virtually on May 25th at
11:00 AM.
7A Paradigm Shift: Becoming a Better Business Partner
By Joe Rotella, SPHR, SHRM-SCP, CPBA
I’ve heard many HR professionals express frustration for years now because they feel they don’t have
“a seat at the table” with other top company professionals in their organization. These HR professionals
want to be included in conversations where the business’s future gets determined and have a real voice
in those conversations. But they aren’t “at the table,” so to speak. Sometimes they aren’t even in the
room.
In a nutshell, the C-suite in those organizations probably sees HR as the people who hire and fire. And
the people who say “No!” “No, you can’t ask that in an interview.” “No, you can’t use a BBQ grill in the
parking lot.” “No, that’s not appropriate to wear in the workplace.”
I’ve heard many HR professionals tell me they entered the field because they are “a people person.”
Unfortunately, the C-suite might not see how that skill helps the organization achieve its vision.
Don’t get me wrong. I know there’s value in attracting and retaining the right talent, ensuring an
organization follows regulations and complies with laws, managing compensation and benefits
programs, and everything else that falls under the large umbrella of HR. And as an FYI, I’m a people
person too. My Myers-Briggs type is off-the-charts ENFP. I know that an effective HR strategy can help
an organization thrive. I get it.
But many C-suiters I’ve encountered don’t get it. And the research shows it’s not just the executives I’ve
met. Study upon study has shown that many in the C-suite see HR as a cost center, overhead, or only
“preventative maintenance.” They may only be thinking of what HR was like years and years ago.
HR has changed a lot over the years. The days of personnel management are long gone. And
advancements in technology have decreased the administrative burden associated with carrying out the
day-to-day business of HR. The time freed up by technology can be used to HR take a more strategic
role.
We need more than that. We need a paradigm shift. A fundamental change in how HR professionals
perceive themselves and their role in the organization. We need to go from thinking of ourselves as “HR
professionals” to thinking of ourselves as “business professionals with expertise in HR.” We need to look
at how we think, how we communicate, and how we do business.
By following a sequential process of disciplined thinking, we can break the old “business-as-usual”
model and increase our effectiveness. Disciplined decision making is the natural result of disciplined
thinking.
A paradigm shift in thinking takes constant effort and hard work. It starts with checking your ego at
the door, becoming humble, and then becoming curious. Those three initial steps open up the door to
creativity and new ideas. New ways of doing things. New ways of solving problems. From there, you
have to resist the temptation of immediately jumping to a solution. These initial steps are hard for some,
especially for people like me. I’ve been doing this for a long time. I’ve seen a lot and learned from what
8A Paradigm Shift: Becoming a Better Business Partner (Cont.)
I’ve seen. Before I worked to change how I do business, I was quick to leverage my learnings and jump
into action. I didn’t realize that most business situations are marathons, not sprints. And if you’re in
marathon mode, it’s best to slow down and listen.
Business decisions are about solving problems or seizing opportunities. It’s essential to look for evidence
and calculate the impact of the problem or opportunity in both cases. If you’re solving a problem, be sure
you’re getting to the root cause and aren’t just addressing the symptoms. Consider the ripple effects of
your proposed plan. If people voice concerns about your plans (and it’s likely some will), be humble, be
curious and listen. What you think you know might turn out to hurt you.
Once you have a plan thought out, you’ll likely need to communicate it to decision-makers. It’s essential to
speak their language. Tie your plan back to the organization’s strategic plan. Document the business case.
And be sure the business case demonstrates the return on investment (ROI). Don’t limit your thinking to a
financial return. Some investments have a cultural or procedural return.
A paradigm shift in how you think and how you communicate can make you a better business partner. And
being a better business partner benefits both you and your organization.
People will value your ideas and input. You’ll trust your intuition and business skills. Your talents will be
utilized. You’ll be more creative. You’ll have more opportunities handed to you. You’ll create value.
Your organization will benefit too. It will seize more opportunities. More problems will be prevented. It’s
more likely to thrive.
About the Author
Joe Rotella is a leading thinker and professional speaker in business strategy, continuous performance management,
and HR technology. He currently serves as Chief Value Officer (CVO) for Delphia Consulting, LLC, a national consulting
firm based in Columbus, Ohio.
Joe has over 30 years of experience and serves on the Human Resources Association of Central Ohio (HRACO) Board
of Directors as VP of Certification. Joe is the co-creator of miviva – a solution to help an organization set and track
goals and KPIs.
Check out Joe’s presentation How to Be a Better Business Partner during the Virtual HR Academy on Tuesday, March
30, 2021, at 10:50 AM EST.
910
Book Review:
How to Be an Antiracist by Ibram X. Kendi
Author of review: Ryan D. McCann, D.Sc.
Systemic racism has been an issue in the United States of America for centuries.
Progress has been made in regards to improving equality and equity for black and
brown persons, but there is still an enormous amount of work that needs to be done.
Recent events with George Floyd, Breonna Taylor, Daniel Prude, Antwon Rose Jr., and
countless others have shown how prevalent systemic racism is in the United States,
one of the most, if not the most, developed countries in the world. How to Be an
Antiracist by Dr. Ibram X. Kendi is a book that discusses and defines what systemic racism is and how we can learn
to be antiracist. Dr. Kendi’s mission is to educate and inform us on how to become antiracist so we can effectively
change policies that are racist in nature.
Before Dr. Kendi began his journey as an academic and an anti-racist activist, in this book he describes a moment
in his life that causes him to feel shame to this day. Dr. Kendi was one of three finalists in the Prince William
County Martin Luther King Jr. oratorical contest to give a speech to a large audience and to a panel of judges. He
goes on to describe his speech as racist in nature. “They think it’s okay not to think”, saying black youths do not
value education. “They think it’s okay to climb the high tree of pregnancy” . . . “they think it’s okay to confine
their dreams to sports and music”. Throughout his speech, he received many rounds of applause after each
statement, especially from one of the judges who was black. He continues to describe his speech, even though he
is embarrassed to think of it to this day, as a speech in which he “was serving up racist ideas about my people to
my people”. This speech helped him to realize a key theme of his academic pursuits and of this book: people are
not the problem, policies that ensnare them are.
In order to fight racism and to become antiracist, we must know and understand racism. Dr. Kendi begins each
chapter with definitions, those of which will be discussed in more detail in each chapter. The first chapter, setting
the stage for the rest of the book, defines racist as “one who is supporting a racist policy through their actions
or inaction or expressing a racist idea” and antiracist as “one who is supporting an antiracist policy through their
actions or expressing an antiracist idea”. His view, which has been seen as somewhat controversial, is that you are
either a racist or an antiracist and that there is no neutral. Dr. Kendi does admit and understands that to become
an antiracist is a long and arduous journey, one in which he uses the rest of the chapters to describe in detail.
The following topics are discussed more closely by Dr. Kendi: Dueling consciousness, power, biology, ethnicity,
body, culture, behavior, color, white, black, class, space, gender, sexuality, failure, success, and survival.
Specifically, Dr. Kendi describes how systemic racism effects each topic and he presents ways in which we can
engage with one another and change that through effective policy.
I recommend this book to anybody who wants to make a difference and who wants to help end systemic racism.
The knowledge, tools, and methods introduced by Dr. Kendi are there to help us become more aware of systemic
flaws and for ways to become antiracist. As human resources professionals, we should be equipped with this
information to propose antiracist policies and to make the changes needed to advance equality and equity for all.
How to Be an Antiracist is a timely and remarkably important book for all to read.
11ACADEMY
Meeting the Needs of All HR Professionals
6th Annual HR Academy
March 25, 2021 – April 21, 2021
Approved for 12 Recertification Credits (HRCI & SHRM)
Virtual Programming
Programs can be viewed Live or On-Demand until May 15, 2021
For the new and experienced HR professional alike, this conference is designed to provide you with
the knowledge, tools and resources you need to manage and lead in the core functions of HR as
well as more specialized areas.
FOUR TRACKS
Public Policy Outlook Mental Health Diversity, Equity & COVID in the
Inclusion (DEI) Workplace
With the elections now in This track will focus on This track will focus on HR has been at the
the rearview mirror, supporting employees how DEI is of crucial center of their
employers are and promoting positive importance in the organization’s rapid
determining how the wellbeing through the workplace. response to COVID-19,
pending changes in pandemic. Attendees Interdisciplinary thinking and have been playing a
Washington, D.C. will will learn how to focused on turning central role in keeping
impact their business. integrate mental health in dialogue into action is the workforce engaged,
This track will provide an their organization’s more crucial than ever. productive and resilient.
overview of what culture, how to maximize But it takes awareness, Now is the time for HR
employers can expect budgets by developing sensitivity, and leaders to turn their
during the Biden-Harris effective early collaboration to improve attention toward
Administration. interventions, and how to structural and social recover, to ensure their
de-stigmatize mental impediments and achieve organizations are
health so it becomes part an enriching and human prepared to thrive.
of everyday conversation. working environment
Each session integrates core HR and leadership principles with real life scenarios, trends and the12
practical tools and guidance you need to take your HR skills to the next level.While You Were Quarantining:
Recap of 2020 Pennsylvania Employment Law
Developments
For nearly a year, employers have, rightfully, focused on the health and safety of their employees. During
this time, employment laws continued to develop. It is not surprising that some of these changes may have
been overlooked during a global pandemic. The following will review just a few of the many employment law
changes that took place in 2020, with specific attention on Pennsylvania updates.
Philadelphia Prohibits Wage History Inquiry and Consideration
The Philadelphia Wage Equity Ordinance, originally passed in 2016, finally went into effect on September
1, 2020, after a prolonged legal battle1. The Ordinance prohibits applicable Philadelphia employers
from inquiring “about a prospective employee’s wage history, require[ing] disclosure of wage history, or
condition[ing] employment or consideration for an interview or employment on disclosure of wage history.”
Employers are further prohibited from relying on the wage history of a prospective employee in determining
their wages unless the employee “knowingly and willingly” disclosed their wage history to the employer.
Retaliating against a prospective employee for failing to provide information in response to a wage history
inquiry is also prohibited.
Employers in Philadelphia should carefully review their application, interview, and compensation materials, as
well as re-train staff participating in recruiting, hiring, and compensation to ensure compliance with the new
salary inquiry and consideration prohibitions.
Pennsylvania Employers Required to Provide Notice of Unemployment Compensation
Act 9 was one of the first employment law changes enacted by the Pennsylvania legislature in response to
the COVID-19 pandemic which will have a continuing impact on employers. The Act requires Pennsylvania
employers whose employees separate from employment or have a significant reduction in hours, for any
reason by either party, to provide notice to the employee of the existence of unemployment compensation
and the requirements for applying for benefits.
The required notice is not an opinion by the employer on the employee’s eligibility for benefits nor is it a
promise that the employer will not contest the application for benefits. Rather, the notice is purely instructive,
intended to streamline the unemployment process and provide necessary information to employees who may
apply for unemployment benefits.
The Act 9 unemployment compensation notice should be provided to all Pennsylvania employees who are
separating from employment or whose hours are significantly reduced, for any reason.
United States Supreme Court Holds that Sexual Orientation and Gender Identity and Expression are
Protected Classes
In Bostock v. Clayton County, Georgia, the United States Supreme Court held that the protected class of “sex”
under Title VII includes sexual orientation and gender identity and gender expression.
13While You Were Quarantining:
Recap of 2020 Pennsylvania Employment Law
Developments (cont.)
Specifically, the Court applied the “but for” test under Title VII applicable to cases involving alleged sex
discrimination. The Court held that “but for” the subject employees’ sexual orientation or gender identity,
which are related to their sex, the adverse employment actions would not have occurred.
As a result of this ruling, employers should carefully consider taking, or refusing to take, any employment
action based upon a persons’ sex, including their sexual orientation, gender identity or expression. Employers
should also update policies and training to ensure that prohibitions on discrimination and harassment based
on a protected class include sexual orientation, gender identity, and gender expression.
Pennsylvania Increases its Minimum Salary Threshold for Exempt Employees
On October 3, 2020, Pennsylvania increased the minimum salary threshold required to classify an employee
as exempt. This new minimum, $684 per week ($35,568 annually), now parallels federal exemption
requirements.
However, later this year on October 3, 2021, the salary minimum will eclipse the federal exemption threshold
and accelerate to $780 per week ($40,560 annually). Increases will continue in 2022, 2023, and then every
third year thereafter based on the earning of the 10th percentile of exempt employees.
Employers should begin to review the compensation of exempt employees to ensure compliance with the new
required minimums. If an employee falls below the threshold, employers should plan to either adjust salaries
or reclassify employees appropriately.
Discrimination Based on Hairstyle Prohibited in Allegheny County
Also in October 2020, Allegheny County and the City of Pittsburgh amended their respective ordinances
relating to antidiscrimination to prohibit discrimination based on hairstyle, commonly associated “with a
particular race, national origin, gender, gender identity or expression, sexual orientation, or religion”. See
Allegheny County Ordinance 11599-20 and City of Pittsburgh Ordinance 2020-0769.
Employers should review appearance policies to ensure that any conditions, terms, or restrictions regarding
hairstyle are compliant with the Ordinances.
Pennsylvania Upholds the Right of Private Action Under Medical Marijuana Act 16
Pennsylvania’s Act 16, regarding medical marijuana, provides that an employer may not discriminate against
applicants or employees “solely on the basis of such employee’s status as an individual who is certified to use
medical marijuana.”
However, the Act also provides that no employer shall be required to accommodate an employee’s use of
marijuana on the employer’s premise. Additionally, the Act enumerates a number of instances in which an
employee shall not be permitted to perform certain tasks while “under the influence” of cannabis.
14While You Were Quarantining:
Recap of 2020 Pennsylvania Employment Law
Developments (cont.)
This lack of clarity, particularly regarding issues of permissible use, accommodation of use other than in the
workplace, and what constitutes “under the influence” have caused a dramatic increase in workplace related
medical marijuana litigation in 2020.
One such case of first impression, Hudnell v. Thomas Jefferson University Hospitals, Inc., saw the
Pennsylvania’s Eastern District U.S. District Court hold that an employee could pursue a right of private
action under Act 16. Meaning that if an employee believes their rights under the Act were violated, they can
individually bring a claim in court; they do not have to wait for an agency to pursue action on their behalf.
Most recently, the Commonwealth Court held in Pittsburgh Water & Sewer Auth. v. Unemployment Comp. Bd.
of Review, that unemployment compensation was properly provided to an employee who tested positive on
a drug screen but presented a valid medical marijuana card. The court found significant that the employer
“excuses positive drug test results when employees furnish the MRO [medical review officer] a prescription”
and that the employer’s policy permitted the use of “legal drugs,” the definition of which included
“prescription medications.” The court held that the employee by way of the valid medical marijuana card had
been “prescribed” the drug they tested positive for and fit within the definition of the employer’s policy, and
the related exceptions.
This case specifically should serve as a caution to employers on the importance of having a detailed medical
marijuana policy. This is particularly true for employers who want to exclude medical marijuana from the
“legal drugs” they except from drug testing or that they accommodate or permit on premises.
Medical marijuana, particularly in the workplace and in Pennsylvania, is a rapidly developing area of law. Prior
to making adverse employment decisions or updating policies, employers should carefully consider updates
and developing requirements or protections.
Pittsburgh Requires Paid Leave for COVID-19
The City of Pittsburgh enacted the COVID-19 Emergency Sick Leave Act, effective December 8, 2020. The Act
will be in force until such time as either the Commonwealth or the City’s state of emergency related to the
global pandemic is lifted.
The Emergency Ordinance requires any employer located within the City of Pittsburgh who employs 50 or
more people to provide up to 80 hours of paid leave for certain enumerated reasons related to COVID-19.
This leave is in addition, and must be provided first, to the City’s regularly required Sick Leave or any other
regular paid time off an employee may be entitled. However, if an employer has an existing COVID-19 paid
leave policy or complies with state or federal regulations that provided leave specific to COVID-19 that meet
or exceed the Emergency Act’s requirement, the employer may substitute that leave.
As the mandatory leave requirements under the Family First Coronavirus Response Act (FFCRA) expired on
December 31, 2020[2] and given such mandates only applicable to employers with less than 500 employees,
15While You Were Quarantining:
Recap of 2020 Pennsylvania Employment Law
Developments (cont.)
the City’s new Emergency Act may extend required COVID-19 paid leave to additional employers. When
evaluating leave requests employers should consider the reasons for leave and any applicable required leave,
including the order in which leave must be applied.
Considerations for 2021
The above only highlights a few of the many employment law developments Pennsylvania saw in 2020. As
employers continue to manage worker safety and health in 2021, they must balance this with an eye towards
continuing employment law changes and emerging developments. Experienced employment law counsel can
assist with the ever-evolving law and best practices to help improve the workplace.
If you have any questions regarding these employment law updates, or any other employment-related legal
issue, please contact Leah K. Sell.
Leah Sell is an Associate with Leech Tishman, and a member of the firm’s Employment & Labor, Corporate,
Cannabis and LaunchPad Practice Groups. She is based in the firm’s Pittsburgh office and can be reached at
412.261.1600 or lsell@leechtishman.com.
Leech Tishman’s Facebook Page: https://www.facebook.com/leechtishman
Leech Tishman’s Twitter: https://twitter.com/LeechTishman
Leech Tishman’s Company Page on LinkedIn: https://www.linkedin.com/company/leech-tishman
Leech Tishman Fuscaldo & Lampl is a full-service law firm dedicated to assisting individuals, businesses,
and institutions. Leech Tishman offers legal services in alternative dispute resolution, aviation & aerospace,
bankruptcy & creditors’ rights, cannabis, construction, corporate, data privacy & cybersecurity, employee
benefits, employment, energy, environmental, estates & trusts, family law, government relations, immigration,
insurance coverage, intellectual property, international legal matters, litigation, real estate, and taxation.
16Book Review:
Long Life Learning: Preparing for Jobs
That Don’t Even Exist Yet
By Michelle R. Weise | Author of review: Melissa Kaley, MPM, SHRM-SCP
Long Life Learning: Preparing for Jobs That Don’t Even Exist Yet by Michelle
R. Weise discusses the disconnect between post-secondary education, adult
learning, and the current labor market needs. So current, in fact, the book
discusses labor market and learning trends for the COVID-19 and post-pandemic
eras. Weise holds a PhD in English from Stanford University and is a former
Fulbright Scholar, focusing her research on adult learners and how to prepare them for jobs, now and in the
future. Currently, she is a Senior Advisor with Imaginable Futures, “a global philanthropic investment firm
that believes learning has the power to unleash human potential and aspires to provide every learner with the
opportunity and the tools they need to imagine, and to realize, a brighter future.”
In the first half of the book, Weise provides in-depth statistical analysis of the disconnect between readily
available post-secondary education and attainable, fulfilling work opportunities. The availability of post-
secondary and adult learning opportunities are not easily accessible for low income individuals because
of many socioeconomic disadvantages and obligations. Most post-secondary education does not provide
affordable or flexible learning pathways for adult learners. These adult learners are the “new consumers of
education”. Weise discusses the need vs. the availability of opportunities for adult learners who are managing
families, full-time jobs, aging parents or often a combination of these factors. How does one find the resources
for a full-time education to further their career when there are simply not enough hours in the day or the
ability to finance education without assistance? Weise provides information on how companies, philanthropic
organizations and the current workplace could provide the lower income workforce with attainable, affordable
education. Weise demonstrates how education and work are one in the same. By providing individuals with
the means to acquire more fulfilling and financially sustaining work, the entire ecosystem of the workforce can
benefit.
Weise outlines what the new learning ecosystem should look like in each of five subsequent chapters, Weise
discusses what she views as the “Guiding Principles of a New Learning Ecosystem”; navigable, supportive,
targeted, integrated, and transparent. The formula for each of these chapters provides us with three sections:
What We’re Hearing, The Predicament, and The Seeds of Innovation. Weise then expands on these areas
by discussing “seeds of innovation—not as a sign of endorsement but as a way of pointing out voids in the
marketplace.” These innovations often come in the form of organizations who are doing groundbreaking work
which address one of the “Guiding Principles”. Each chapter provides commentary from an individual who has
experienced the barriers of adult learning. Following each of these stories is the innovative technology that can
assist an adult learner in overcoming a barrier.
The book is geared towards finding solutions for individuals in the workforce with limited to no higher
education, as opposed to individuals looking for a way to change the trajectory of their career. Weise goes to
great lengths to highlight that, although the technology to integrate work and learning exists, these systems
are siloed within highly innovative organizations. For society to holistically reap the benefits of integrated
17Book Review:
Long Life Learning: Preparing for Jobs
That Don’t Even Exist Yet (Cont.)
adult learning systems, all these systems must share their data with one another.
Weise concludes the book by discussing Pando, a mass of identical aspen trees
in Fishlake National Forest in Utah. Pando shares a single mass root structure
stretching over 100 acres. These “trees that might appear to be competing for
resources are actually secretly coordinating in sophisticated ways”. It is not the
case that the resources to integrate do not exist. It is that we need to find a way
for “three very different languages to speak to one another: the language of employers, education training
providers, and job seekers”.
Long Life Learning: Preparing for Jobs That Don’t Even Exist Yet
Review by: Melissa Kaley MPM, SHRM-SCP
Email: melissa.yuhas@gmail.com
Title: HR and Operations Generalist, American Beverage Corporation
18Virtual Recruiting Benefits & Tips in 2021
By: Dana (Hoelle) Lawless
Recruiting in 2021 looks drastically different than it did before the pandemic, COVID-19, swept the United
States. COVID-19 has forced workplaces to evolve, especially when it comes to recruiting and bringing in top
talent to each organization.
In my opinion, virtual recruiting is here to stay, and the time is now to move to this process of hiring. Virtual
recruiting is a way of recruiting that will protect both employees and candidates, and it will eliminate risk while
continuing to drive hiring efforts.
In this article, I will share some virtual recruiting benefits and tips that will shape recruitment for all companies
in 2021.
Benefits of Virtual Recruiting
Familiarizing yourself with virtual recruiting methods during COVID-19 is essential, and below are some
benefits of it.
Saving time – A well designed virtual recruiting strategy will save you time because you can automate a lot
of manual tasks. Automating some of your recruiting tasks will allow you to streamline your entire recruiting
process and give your HR/Recruiting employees more time to bring in top candidates to your organization.
Connect from anywhere – Being able to recruit virtually allows you to connect with candidates from anywhere.
Connecting with candidates virtually whether it’s a phone screen or a video interview will allow you to avoid
delays and scheduling conflicts. It will also allow you to bring more candidates into the pipeline faster.
Virtual Recruiting Tips
Below are some tips that I have personally used during my time working virtually that have really helped when
virtual recruiting.
Offer an immersive virtual experience – People will argue that virtual recruiting doesn’t allow candidates to
experience your workplace culture since everything is remote, but I disagree. If you offer an immersive virtual
experience, candidates will be still be able feel that “culture” virtually. Some examples could be hosting your
own virtual career fair, virtual tours of the office, virtual Q&As with members of your time, meet and greets
online via Zoom, etc.
Create a captivating employer brand – A captivating employer brand when virtually recruiting, especially during
this day in age with COVID-19. Employer branding strategies that contain COVID-19 appropriate content are
crucial. Candidates want to see how your company is supporting their employees and how they are handling
this pandemic during this significant time. What your company does today to brand themselves will have a
lasting effect on their ability to attract, recruit and retain top talent. So consider having your company post
about working from home and promoting public health (candidates will continue to need assurance that
workplaces are safe).
Virtual recruiting is the new “remote reality” and is allowing companies to continue the recruiting process
without a hitch. I hope the above article helps you perfect your virtual recruitment throughout the pandemic,
and helps you embrace virtual recruitment a bit more!
19New Members
Christina Almendarez Sam McGill Catherine Wadhwani
HomeServe USA Cushman & Wakefield Fox Rothschild LLP
Ryan Ball Tiffany Mikesic Tiffany Walker
ConnectiveRX UPMC University of Pittsburgh Athletics
Department
Emma Bothell Brittany Miller
ConnectiveRX Park Avenue Motor Cars Jessi Wielock
Syndicus Inc
Viviana Carpena Fallon Murray
Children’s Museum of Pittsburgh LEWIS Global Communications Stefanie Williams
Sheraton Pittsburgh Hotel at Station
Khushnuma Choksy Loreen Peters Square
ConnectiveRX
Jenna Fioravanti Ann Zerby
Lighthouse Electric Petie Reale Geisinger
Southwestern PA Human Services
Kayla Graw
The Nutrition Group Rebecca Regelski
St. Clair Hospital
Tracy Hallo
Monongahela Valley Hospital, Inc. Kendra Rice
Urban Redevelopment Authority of
Alyssa Heckathorn Pittsburgh
Amazon Corporate LLC
Cesar Salas
Danielle Hines A.P. Moller - Maersk
Beau Jones Franchesca Soos-Pitts
ConnectiveRX Arrow Electric
MonaLisa Leung Beckford Maggie Szypulski
UPMC Corporate Services St. Clair Hospital
Heather Lloyd Brad Vaughn
Allegheny Health Network
On the move
Congratulations to the following PHRA members on their recent achievements:
• Brandon Ledford has achieved his SHRM-SCP certification
202021 Events
March 16 | Learn May 20 | Learn
The Pittsburgh Human How to Hire Top Performers While You Were Quarantining: Recap of
Resources Association 2020 Pennsylvania Employment Law
offers many valuable March 23 | Learn Developments
networking and How to Diagnose and Solve People
education programs Problems May 25 | Network
2021 Engaging Pittsburgh Virtual Awards
throughout the year.
March 25-April 21 | Learn Celebration
Keep an eye on the HR Academy Conference
PHRA online event June 9 | Informational Webinar
calendar for a complete March 26 | Relax PHRA Member Experience Webinar
and up-to-date listing Gentle Morning Yoga
of all programs. July 14 | Network and Learn
Register for an April 9 | Network PHRA Book Club Meeting
Coffee Corner: Meet the PHRA Board of
upcoming event today!
Directors September 8 | Informational Webinar
PHRA Member Experience Webinar
April 29 | Learn
The Invisible Workforce September 10 | Network*
Coffee Corner: Meet the PHRA Board of
April 30 | Relax Directors
Gentle Morning Yoga
September 22 | Network and Learn
May 4 | Learn PHRA Book Club Meeting
Legal Issues With Social Media
October 8 | Network
May 6 | Learn Coffee Corner: Meet the PHRA Board of
EEOC Update Directors
May 12 | Network and Learn * Online Registration Coming Soon For
Pittsburgh Human PHRA Book Club Meeting This Event
Resources
Association May 14 | Network*
Coffee Corner: Meet the PHRA Board of
One Gateway Center
Directors
Suite 1852
420 Fort Duquesne Blvd.
Pittsburgh, PA 15222
Phone: 412-261-5537
www.PittsburghHRA.org
2122
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• Three concentrations and four certificate options
• SHRM Learning System course preparing you for PHR or SPHR designation
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