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La Crosse Area SHRM | June 2026 Newsletter
President's Message
Registration is now open for Wisconsin SHRM's 40th State Conference October 14-16, 2026 Kalahari Resort in Wisconsin Dells.
Celebrating 40 Years of HR Learning, Leadership, and Connection
Join us as we celebrate 40 years of conference education excellence at the Wisconsin SHRM Conference! Whether you're a seasoned HR leader or new to the profession, you'll leave energized, informed, and ready to make an impact.
For four decades, HR professionals from across Wisconsin have gathered to learn, connect, and grow together. This year promises to be our most exciting conference yet, featuring inspiring speakers, practical learning opportunities, valuable networking, and plenty of reasons to celebrate this milestone anniversary.
Prepare to be challenged, energized, and inspired by an incredible lineup of keynote presenters:
John Bernatovicz | HR Like a Boss
Scott Tillema | Leading Under Pressure: Decision-Making When It Matters Most
Jennifer McClure | HR as Chief Disruption Officer: How HR Leaders Can Drive Transformation and Shape the Future of Work
For more information and registration, please visit: Home - 2026 WI SHRM State Conference
To get the best pricing, be an Early Bird and book your place at the conference before 7/31/2026.
Membership
Check out our upcoming events! LASHRM Events
Interested in becoming a member? Join LASHRM
Have questions? Reach out to [email protected]
SHRM Foundation
Overview
The SHRM Foundation research report, 'Care and Careers: Navigating Caregiving and Work Responsibilities,' highlights the growing intersection between employee caregiving responsibilities and work. The research emphasizes that caregiving is no longer a personal issue alone—it is a critical workforce and business challenge impacting performance, retention, and organizational outcomes.
Key Findings
1. Caregiving is widespread and growing
- The workforce is increasingly diverse in caregiving responsibilities.
- Nearly 1 in 4 workers are part of the 'sandwich generation,' caring for both children and aging adults.
- More employees expect to take on elder care roles in the near future due to demographic shifts.
2. Caregiving impacts career progression
- 42% of caregivers report that caregiving hinders their career advancement.
- Employees face unpredictable caregiving needs and difficulty balancing responsibilities.
- Many would change jobs, responsibilities, or even relocate for better support.
3. Employment gaps are misunderstood
- Over half of caregivers with employment gaps cite caregiving as the primary reason.
- These gaps negatively affect job prospects and re-entry into the workforce.
- HR professionals often misinterpret these gaps, creating bias risks.
4. Caregiving drives workforce decisions
- Employees frequently reduce hours, decline promotions, or exit the workforce.
- Caregiving is a hidden driver of turnover and talent loss.
5. Organizational support gaps exist
- Many caregivers lack adequate workplace support.
- There is often a disconnect between benefits offered and actual caregiver needs.
- Awareness of existing benefits is also low.
6. Business impact is significant
- Caregiving affects productivity, engagement, and retention.
- Organizations that support caregivers perform better in engagement and recruitment metrics.
7. Caregivers bring leadership strengths
- Managers with caregiving experience are rated equal or better in coaching and mentorship.
- Caregiving can strengthen empathy, communication, and leadership skills.
Core Themes
- Caregiving is a workforce-wide issue affecting most employees at some point.
- Employer support for caregiving is critical for retention and attraction.
- There is a gap between employee needs and employer awareness.
- Caregiving has direct implications for business performance.
- Culture and manager support are as important as formal benefits.
HR Implications
- Integrate caregiving into total rewards and employee experience strategies.
- Train managers to effectively support employees with caregiving responsibilities.
- Reduce bias in hiring related to employment gaps.
- Consider flexible work arrangements and enhanced support resources.
- Position caregiving support as a retention and engagement driver.
References
SHRM. (2025). Care and Careers: Navigating Caregiving and Work Responsibilities.
SHRM Foundation. Supporting Working Caregivers Initiative.
HR News Canada. SHRM caregiving research findings summary.
SHRM. The Caregiving Imperative: Organizational Solutions for Supporting Caregivers.
Continued Education
By Nicole Haugen SHRM-CP, Certification Director
Turn Your Time into SHRM Credits
What if giving back could also move your career forward?
If you’re SHRM-certified, volunteering your time and HR expertise doesn’t just benefit others, it can earn you recertification credits. SHRM recognizes the value of professionals who support nonprofit organizations through unpaid HR-related work. That means activities like advising on policies, assisting with hiring processes, or supporting HR initiatives can count toward your recertification goals.
It’s a win-win: you make a meaningful impact in your community while staying on track with your professional development. So, if you’ve been looking for a reason to get involved, this might be it. Your time and talent are more valuable than you think.
Find more information here:
https://www.shrm.org/credentials/certification/recertification/qualifying-activities
|
Activity |
PDCs |
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Serving as a SHRM national or MAC* board member or officer |
5 per year |
|
Serving as a SHRM affiliate** leader |
5 per year |
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Serving as a SHRM national or affiliate committee or council chairperson |
5 per year |
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Serving as a SHRM national or affiliate committee, council, or panel member |
5 per year |
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Serving as a Board member or officer for another HR/HR-related organization |
4 per year |
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Mentoring in a formal HR/HR-related mentorship program |
3 per year |
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Peer-reviewing white papers or articles |
1 per year |
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Writing an HR-related letter or making a call to Congress/State Legislature |
.25 per activity |
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Participating in a SHRM research workshop |
2 per activity |
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Participating in a SHRM focus group |
.25 per 15-minute time frame |
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Taking a SHRM survey |
.25 per 15-minute time frame |
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Serving as a SHRM Advocacy team (A-Team) member |
3 per year |
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Participating in a Capitol Hill visit |
3 per year |
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Exam Development Volunteer Activities |
Varies per activity (refer to the Exam Development Activities brochure for details) |
* Stands for Member Advisory Council
**Affiliates include SHRM chapters, state councils and global forum organizations.
Emerging HR Professionals
Programming
Getting to the Bottom of It: Conducting Effective Workplace Investigations
Workplace investigations can be complex and require a thoughtful, strategic approach. Join us on August 6, 2026, from 12:00–1:00 PM (virtual via Teams) for an engaging session with Boardman Clark LLP on how to conduct effective, defensible investigations.
What You’ll Learn
- Best practices for conducting thorough and fair investigations
- How to determine the appropriate type of investigation
- Key documentation strategies to reduce legal risk
This practical session will help HR professionals and leaders strengthen their approach, protect their organization, and handle sensitive workplace issues with confidence.
Sponsored Messaging | The Insurance Center
PCORI Fee Amount Adjusted for 2026
The Internal Revenue Service (IRS) has issued Notice 2025-61 to increase the Patient-Centered Outcomes Research Institute (PCORI) fee amount for plan years ending on or after Oct. 1, 2025, and before Oct. 1, 2026. The updated PCORI fee amount is $3.84 multiplied by the average number of lives covered under the plan.
For plan years that ended on or after Oct. 1, 2024, and before Oct. 1, 2025, the PCORI fee amount is $3.47 multiplied by the average number of lives covered under the plan. The Form 720 is typically updated late May / Early June and should reflect the $3.84 amount – that is how you will know you have the latest version.
Applicability of PCORI Fee
The PCORI fee was created by the Affordable Care Act (ACA) and first applied for plan or policy years ending on or after Oct. 1, 2012. The fee is imposed on health insurance issuers and self-insured plan sponsors to fund comparative effectiveness research. The PCORI fee was originally scheduled to expire in 2019. However, a federal spending bill extended the PCORI fee for an additional 10 years. As a result, the PCORI fee will apply through the plan or policy year ending before Oct. 1, 2029.
Payment Deadline
PCORI fees are reported and paid annually on IRS Form 720 (Quarterly Federal Excise Tax Return). These fees are due each year by July 31 of the year following the last day of the plan year. For plan years ending in 2025, the PCORI fee is due by July 31, 2026. Employers with self-insured health plans should have reported and paid PCORI fees for 2024 by July 31, 2025.
Calculating the PCORI Fee
The PCORI fees are calculated based on the average number of covered lives under the plan or policy. This generally includes employees and their enrolled spouses and dependents, unless the plan is an HRA or FSA. Final rules outline several alternatives for issuers and plan sponsors to determine the average number of covered lives.
What is the PCORI Fee?
The Further Consolidated Appropriations Act, 2020 (Pub. L. 116-94), signed into law on Dec. 20, 2019, has extended the Patient-Centered Outcomes Research Trust Fund fee imposed by Internal Revenue Code sections 4375 and 4376 for 10 years. As a result of this extension, the Patient-Centered Outcomes Research Trust Fund fee will continue to be imposed through 2029. The Affordable Care Act imposes a fee on issuers of specified health insurance policies and plan sponsors of applicable self-insured health plans to help fund the Patient-Centered Outcomes Research Trust Fund, which is the funding source for the Patient-Centered Outcomes Research Institute (PCORI). The fee, required to be reported only once a year on the second quarter Form 720, Quarterly Federal Excise Tax Return and paid by its due date, July 31, is based on the average number of lives covered under the policy or plan during the policy or plan year. The fee applies to policy or plan years ending on or after Oct. 1, 2012, and before Oct. 1, 2029. The PCORI fee is filed using Form 720. Although Form 720 is a quarterly return, for PCORI, Form 720 is filed annually only, by July 31 of the subsequent calendar year.
Sponsored Messaging | The Alliance
Wisconsin’s Workforce Challenge Isn’t Just About Labor. It’s About Healthcare Accessibility and Affordability
Wisconsin employers are navigating workforce challenges from nearly every angle.
Our labor force participation has declined for decades, even as businesses compete harder than ever to attract and retain talent. Wisconsin’s median age is now 40.1, older than the national average, and nearly 75% of employers report they cannot find the skilled workers they need.
These trends in labor growth are important, but factors affecting healthcare affordability and accessibility are also impacting Wisconsin’s existing workforce and deserve greater attention.
When healthcare is too expensive, difficult to navigate, or hard to access, it affects far more than benefit costs. Rising healthcare costs and access barriers influence hiring, retention, productivity, and business investment. Healthcare affordability and accessibility can be directly linked to Wisconsin’s broader workforce strength and economic competitiveness.
Healthcare Costs are Affecting Businesses
Organizations like Competitive Wisconsin have reinforced this view through initiatives like BE BOLD, which focuses on strengthening Wisconsin’s long-term competitiveness by addressing interconnected priorities, including workforce, healthcare, housing, education, and economic infrastructure.
Their work underscores an important reality: workforce challenges cannot be solved in silos. Wisconsin’s ability to compete depends on building stronger systems that support employers, their employees, and the communities in which they live.
Wisconsin Manufacturers & Commerce also highlighted healthcare costs as one of several pressures affecting the state’s competitiveness. These concerns reflect what many employers already know firsthand: when healthcare becomes less affordable or less accessible, it becomes harder to sustain business growth and attract talent.
For employers, this can mean:
● Slower wage growth
● Increased employee cost-sharing for healthcare benefits
● Reduced flexibility for future investment
● Workforce disruption when employees delay or avoid care because of cost or limited access
Wisconsin’s Healthcare Workforce
Wisconsin is home to outstanding healthcare providers and systems that are working hard to serve communities in an increasingly demanding environment.
The state’s healthcare workforce has grown in recent years. Providers, policymakers, and educators have expanded training pathways, strengthened team-based care models, and leveraged technology to better support both patients and clinicians.
This progress matters, and it should be recognized.
At the same time, demand for care continues to rise, particularly as Wisconsin’s population ages. That means even meaningful workforce growth may struggle to keep pace without broader system improvements.
Healthcare professionals face growing complexity. Administrative requirements, payer processes, regulatory expectations, and system fragmentation can all create barriers that pull valuable time and resources away from patient care.
This challenge is not caused by any one stakeholder. It is the result of a highly complex healthcare ecosystem that requires thoughtful, collaborative improvements.
Everyone Needs to Work Together
Employers, healthcare providers, and policymakers all share a common goal: making sure Wisconsin remains a place where businesses can thrive, and people can access affordable, high-quality healthcare when and where they need it.
That means focusing on solutions that strengthen the system for everyone:
● Supporting healthcare workforce sustainability
● Simplifying administrative complexity
● Expanding access to high-value healthcare
● Helping employers create benefit plans that leverage high-value healthcare options
● Improving care navigation and helping employees become better healthcare consumers
When employers can better manage healthcare costs, they are better positioned to invest in their employees. When providers can operate in a more efficient system, they can focus more fully on patient care. When employees can access affordable, high-quality healthcare, businesses and communities both benefit.
Building a Stronger Wisconsin Workforce Starts with Accessibility and Affordability
In healthcare, doing more of the same will never be enough. We need to disrupt the current model to build sustainable systems that strengthen long-term affordability, accessibility, competitiveness, and economic resilience—and healthcare affordability is a critical piece of that foundation.
Wisconsin has made progress, but there is more work to do. By working together to reduce complexity, strengthen workforce capacity, and improve healthcare value, Wisconsin can create an environment where employers, employees, and healthcare organizations all succeed.
I love the Badger State. It’s a wonderful place to live, and I believe we have the opportunity to make it even better for employers, employees, and the communities we call home. By making healthcare more accessible and affordable, we can strengthen our ability to attract new talent and retain the employees Wisconsin businesses depend on.
We all have a role in shaping the future of Wisconsin’s workforce. We can choose to move it forward or allow inaction to hold it back.
What are you doing to make healthcare more accessible and affordable in Wisconsin? Reach out at [email protected].
Curt Kubiak is the President and CEO of The Alliance, a non-for-profit cooperative that helps employers save money on their healthcare spend. After an early career in the manufacturing sector, Kubiak has spent nearly two decades as an executive in the healthcare industry in Wisconsin.
Sponsored Messaging | Trust Point
Most Workers 55+ Are Behind on Retirement — How Employers Can Help Bridge the Gap
A recent study from the Institutional Retirement Income Council (IRIC) has brought renewed attention to an issue many plan sponsors are already seeing firsthand: A significant portion of Americans nearing retirement are simply not financially prepared.
According to the research, nearly half of workers aged 55 to 64 have no retirement savings. And for those who do, the median account balance is just $202,000—far below what’s typically needed to fund a secure retirement.
This growing gap in retirement readiness presents challenges not only for employees, but also for employers striving to support their workforce and manage long-term planning.
At Trust Point, we work with organizations every day to strengthen their retirement plans and improve outcomes for participants. And while there’s no single solution, there are several ways employers can help employees close the gap and feel more confident about their future.
The Data Behind the Concern
IRIC’s findings highlight several key areas of concern for employees approaching retirement:
- 46% of workers ages 55–64 have no retirement savings.
- Among those with savings, the median balance is $202,000.
- Only 38% fully understand how and when to claim Social Security benefits.
- Many underestimate healthcare costs, which can total $315,000 or more in retirement.
These financial blind spots can lead to delayed retirements, increased workplace stress, and greater strain on benefit programs—ultimately impacting both employees and employers.
What Employers Can Do to Help
Employers play a key role in guiding employees toward better outcomes. By incorporating a few targeted strategies, plan sponsors can make a meaningful difference:
1. Offer Tailored Education for Near-Retirees
Workshops or communications designed for employees age 50+ can focus on critical topics like retirement income planning, Social Security, RMDs, and Medicare.
2. Highlight Catch-Up Contributions
Ensure older participants are aware of their ability to contribute more—especially with new SECURE 2.0 enhancements coming into effect.
3. Incorporate Healthcare Cost Planning
Support employees in understanding the potential long-term costs of healthcare in retirement—and how they can plan for it now.
4. Provide Retirement Income Planning Tools
Tools that project retirement income, model withdrawal strategies, or help estimate gaps can empower participants to make informed decisions.
5. Encourage Early and Ongoing Engagement
The earlier employees engage with their plan and available resources, the better positioned they’ll be to retire on their own terms.
Creating a More Confident Retirement Journey
We believe a well-designed retirement plan should go beyond compliance—it should give employees clarity, confidence, and control over their financial future. And that starts with thoughtful guidance from a trusted partner. If you’re looking for ways to enhance your retirement plan and better support your employees as they prepare for life after work, our team is here to help. At Trust Point, we take pride in helping organizations build stronger plans—and helping people retire with confidence.
Sponsored Messaging | Boardman & Clark
Wisconsin’s New Antisemitism Law
Storm Larson, Brian Goodman, and Emmerson Mirus – Boardman Clark Law Firm
On March 27, 2026, Wisconsin passed 2025 Wisconsin Act 143. This law requires all levels of government to consider the definition of antisemitism adopted by the International Holocaust Remembrance Alliance on May 26, 2016, including its examples, when evaluating evidence of discriminatory intent for any law, ordinance, or policy in this state that prohibits discrimination based on race, religion, color, or national origin. That definition is that “Antisemitism is a certain perception of Jews, which may be expressed as hatred toward Jews. Rhetorical and physical manifestations of antisemitism are directed toward Jewish or non-Jewish individuals and/or their property, toward Jewish community institutions and religious facilities.”
Discrimination based on religion and creed has long been prohibited by state and federal law. However, this law is designed to ensure that government agencies think about religious discrimination more broadly, considering additional context when evaluating allegations of discrimination against Jews. This broader definition applies to the Equal Rights Division of the Department of Workforce Development. Therefore, employers should adopt this definition of antisemitism when investigating alleged antisemitism in the workplace to ensure the broader context of antisemitism is carefully evaluated when drawing a legal conclusion as to whether certain conduct constitutes antisemitism.
