La Crosse Area SHRM | May 2026 Newsletter 
President's Message
From: WI SHRM - Your Monthly State Council News
Looking for a powerful way to demonstrate your expertise, elevate your career and bring value to your organization? Get SHRM HR certified.
The Society for Human Resource Management Certified Professional (SHRM-CP) and Senior Certified Professional (SHRM-SCP) credentials are among the most respected certifications for HR professionals worldwide. Now is the time to start your certification journey. Submit your application early and plan to prepare for success.
2026 Testing Window: The first testing window for 2026 runs May 1 through July 15, 2026, with an application deadline of Thursday, May 16, 2026. Don’t wait—secure your spot and start preparing today.
Need financial support for your SHRM Certification?
The SHRM Foundation awards more than $200,000 each year in professional development grants to SHRM members pursuing HR certification. These grants help cover expenses related to earning your SHRM-CP or SHRM-SCP certification, including exam preparation materials, the SHRM Online Learning System, and exam fees.
To apply, you’ll need to submit basic contact information, short responses about your academic and professional experience, a current resume or transcript, and one letter of reference. Applicants must be current SHRM members, meet SHRM certification eligibility requirements, plan to test during the Spring or Winter testing window, and not receive employer reimbursement for certification expenses.
The application window opens April 13, 2026 and closes June 12, 2026.
Learn more about this grant and apply at www.shrm.org/foundation.
Membership
By Amber Wierzba, SHRM-CP, Membership Director
We have added one professional member this month – Gina Rohweder. Please join me in welcoming her to our community!
Check out our upcoming events! LASHRM Events
Interested in becoming a member? Join LASHRM
Have questions? Reach out to [email protected]
SHRM Foundation
Grow Your HR Career Through the SHRM Foundation Mentorship Program
Whether you're just starting out in HR or you've been navigating the field for decades, one thing remains true: the right connection at the right time can change everything. That's exactly what the SHRM Foundation's HR Tomorrow Fellowship & Mentorship Program is designed to create.
The program offers three distinct ways to get involved, depending on where you are in your career journey.
HR Pathways and Perspectives brings professionals together through national and local virtual events lasting 60 to 90 minutes. These sessions are focused on exploring HR career pathways, gathering real-world insights, and expanding your professional network — no long-term commitment required.
HR Talent Accelerator is a four-week virtual experience designed for those who want to go a little deeper. Through group-based mentorship and weekly project-based learning challenges, participants explore trending HR career pathways and develop high-demand skills in a small group setting.
HR Career Mentoring is the most structured option, pairing participants with mentors for a three-month experience. It's built to help clarify career goals, develop actionable career plans, and strengthen the skills that matter most in today's HR landscape.
And here's something worth noting: mentorship isn't just for the mentee. The SHRM Foundation has seen mentors walk away with just as much value — renewed clarity on where to focus their own professional energy, and the reward of watching someone else grow because of their guidance. Since launching the program, over 600 students and professionals have engaged with these experiences.
Whether you're looking for a guide or ready to be one, there's a seat at the table for you. Visit shrm.org/foundation/mentorship-program to explore upcoming events and sign up.
Continued Education
Are You Taking the Right SHRM Exam?
What if the biggest challenge on exam day starts long before you ever sit down to test?
Surprisingly, nearly 1 in 5 SHRM test takers register for the wrong exam based on their experience and professional background. Choosing between the SHRM-CP and SHRM-SCP is more than just selecting a certification level, it is about matching the exam to your real-world HR knowledge, leadership experience, and decision-making responsibilities.
While both exams are built from the SHRM Body of Applied Skills and Knowledge (SHRM BASK®), they assess competencies differently. Selecting the right exam can significantly improve both your confidence and your chances of success.
Start with Eligibility
Before registering, carefully review the eligibility criteria for each certification. The SHRM-CP and SHRM-SCP are designed for professionals at different stages of their HR careers, and understanding where your experience aligns is critical.
Use the SHRM BASK as Your Roadmap
Think of the SHRM BASK as your guide to what will appear on the exam. Pay special attention to the Proficiency Indicators, which help distinguish the expectations between the SHRM-CP and SHRM-SCP levels. These indicators can help you determine which exam best matches your current role and responsibilities.
Try an Exam Preview
Still unsure? SHRM Certification Exam Previews offer sample questions from the SHRM-CP, SHRM-SCP, or a combination of both exams. These previews are a great way to compare difficulty levels, assess your readiness, and build confidence before test day.
Set Yourself Up for Success
Candidates who take the time to align their knowledge and experience with the appropriate SHRM exam consistently perform better on test day. A little preparation before registering can make a big difference in your certification journey.
The right exam choice is not just about eligibility; it is about giving yourself the best opportunity to succeed.
Emerging HR Professionals
What a great Emerging HR Professionals event on April 27th! Thank you to Society for Human Resource Management UWL for hosting us! A special thank you to Hunter Hetland, the entire UWL student SHRM chapter board, and our lovely panelist for making this event a success!
Programming
May Meeting | Future-Ready Leadership: Accountability as the Key to Innovation & Collaboration
Accountability is having a moment — and it's about time.
This May, LASHRM is bringing you a session that will completely reframe the way you think about one of leadership's most powerful (and most misunderstood) tools. Get ready for a high-energy, insight-packed conversation that will leave you fired up and ready to lead differently.
Join us on Tuesday, May 20 for our hybrid May meeting featuring Emily — Leadership Coach, Culture Consultant, and Organizational Trust Expert. Emily is a certified DISC and Emotional Intelligence coach who helps leaders at every level unlock their full potential, build their authentic leadership brand, and create high-trust cultures where people and performance thrive. She's on a mission with The Perk to build a world where everyone wakes up inspired and excited about life — and this session is a big part of that.
Here's what you'll take back to your team:
- Clarity is Key — Discover how setting crystal-clear expectations eliminates ambiguity and empowers your people to truly own their work
- Feedback that Lands — Master the art of delivering feedback that motivates, builds momentum, and drives real improvement
- A Culture of Accountability — Learn how consistent communication and follow-through become the glue that holds high-performing teams together
This isn't a lecture. This is a game-changer.
Whether you manage a team of two or two hundred, you'll walk out of this session with practical tools, a fresh perspective, and the confidence to build something better.
Sponsored Messaging | The Insurance Center
Medicare Part D Changes Affecting Employer Plans for 2026 and 2027
The Inflation Reduction Act of 2022 (IRA) continues to reshape the Medicare Part D program through calendar years 2026 and 2027. While many provisions are designed to reduce costs for beneficiaries, they may also impact employer-sponsored prescription drug coverage. Key changes include the following:
Calendar Year 2026
Indexed annual out-of-pocket limit (OOP): The annual OOP threshold is capped at $2,100 for 2026, reflecting an inflation adjustment to the $2,000 cap introduced in 2025.
Revised liability framework: Part D includes revised liability to reflect negotiated prices taking effect for selected drugs in 2026.
Revised creditable coverage method: For 2026 only, non-retiree drug subsidy (RDS) plans may use either the prior simplified method or a revised simplified method to determine whether their coverage is creditable.
Calendar Year 2027
Coverage gap formally eliminated: The Part D coverage gap or “donut hole” was eliminated in 2025 and is codified under the redesigned benefit.
Annual OOP limit: The annual OOP cap remains in effect and continues to be indexed annually; once the limit is reached, enrollees have no additional cost-sharing for covered drugs.
Prior creditable coverage method expires: For 2027 and beyond, non-RDS plans can no longer use the prior simplified determination method; only the revised simplified method may be used.
Employers that provide prescription drug coverage to individuals who are eligible for Medicare Part D must inform them and the Centers for Medicare and Medicaid Services whether their prescription drug coverage is creditable, meaning that the coverage is at least as good as Medicare Part D coverage.
In light of the IRA’s changes to the Medicare Part D benefit, one of the methods for determining whether coverage is creditable has been revised to better reflect actuarial equivalence.
Under the revised simplified determination method, a group health plan must be designed to pay, on average, at least 72% of a participant’s drug expenses for calendar year 2026 and 73% for calendar year 2027 (increased from 60% under the prior methodology) to be considered creditable.
Employers should consult with their benefit advisers on use of the revised method for calendar years 2026 and 2027 to ensure the appropriate Medicare Part D disclosure notices are sent. The Medicare Part D changes implemented under the IRA continue to apply for 2026 and are codified for 2027 and beyond. Employers that sponsor prescription drug coverage for Medicare‑eligible individuals should become familiar with these developments, particularly as they relate to creditable coverage determinations. Employers and their benefit advisors may also consider monitoring prescription drug cost trends and reviewing existing cost‑management strategies, as appropriate. In addition, employers should become familiar with the revised simplified determination method if they have not already done so.
Sponsored Messaging | The Alliance
Direct Primary Care is growing in Wisconsin, and for good reason
As Wisconsin’s healthcare landscape continues to evolve, direct primary care has been quietly gaining momentum.
Direct primary care is a practical response to some of the most persistent challenges in healthcare today: rising costs, clinician burnout, and gaps in access, especially for individuals and families who struggle to navigate traditional care models.
Disruptive innovations don’t begin by competing head-to-head with established systems. Instead, they offer a simpler, more accessible, and more affordable alternative that meets the needs of people who have been underserved.
Over time, these models gain traction and reshape expectations. Direct primary care is doing that by re-centering care around the patient-clinician relationship rather than the billing process.
At its core, direct primary care offers a simpler way to deliver primary care. Patients pay a predictable monthly fee for access to most primary care services, bypassing insurance billing, copays, and administrative complexity. That simplicity is proving to be a powerful tool for patients, clinicians, and communities.
Why Clinicians Are Turning to Direct Primary Care
Across Wisconsin, many primary care clinicians are reaching a breaking point with the traditional fee-for-service model. Short appointment times, heavy documentation requirements, and growing administrative pressure have made it difficult to practice medicine in a way that prioritizes prevention and patient relationships.
The COVID-19 pandemic accelerated this with staffing shortages and expanded workloads, pushing many clinicians to seek a care model that offers flexibility and resilience.
Direct primary care offers an alternative. By removing fee-for-service billing from the exam room, clinicians can spend more time with patients and focus on continuity and whole-person care.
For many physicians, the shift is about sustainability. Direct primary care is a model that allows them to remain in primary care long term.
A Simpler Model with Real Impact
Direct primary care practices are intentionally lean, with minimal overhead and streamlined operations. This simplicity translates into better access for patients: longer appointments, same-day or next-day visits, and direct communication with a primary care provider.
Despite modest beginnings, many direct primary care practices experience strong demand, particularly in communities where access to primary care is limited.
For patients, the appeal is straightforward: clear costs, consistent access, and a trusted relationship with a primary care clinician.
Expanding Access Beyond the “Healthy and Wealthy”
One of the most common misconceptions about direct primary care is that it serves only affluent patients. Monthly membership fees, often comparable to a utility bill, can be more affordable than traditional care that requires copays or deductibles, and yields unpredictable charges.
Small employers are also adopting the direct primary care model as a way to offer meaningful primary care access. For employees who may have gone years without consistent care, the impact can be significant.
Earlier diagnoses, better chronic disease management, and fewer avoidable emergency visits save both employers and employees money in medical expenses and lost productivity.
Policy, Advocacy and the Future of Direct Primary Care in Wisconsin
Given its clear benefits for diverse populations, Wisconsin’s health policy leaders should fully embrace the direct primary care model by removing a significant barrier to growth: regulatory ambiguity.
Last year, direct primary care clinicians and advocates championed clarifying legislation; however, it fell just short of becoming law despite bipartisan support.
Establishing a clear regulatory framework would give more providers the confidence to open practices and meet the state’s growing primary care needs.
Where Direct Primary Care Fits
Direct primary care is not a universal solution, nor does it replace the need for insurance, hospitals, or public health infrastructure. But as affordability and access continue to challenge families and employers across Wisconsin, direct primary care offers a complementary path forward.
By prioritizing relationships, transparency, and access, direct primary care proves that sometimes, better healthcare starts by going back to basics.
How do you think direct primary care fits into Wisconsin’s healthcare ecosystem? 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
How Did I Become A Fiduciary? (401K Fiduciary Guide)
It can happen innocently enough. The variations are endless. But here are some common scenarios:
- I started a small business. We had some success. My employees began asking for benefits, and we decided to offer a 401(k) plan. Yes, you’re a fiduciary.
- I joined a company in the HR Department. Now one of my responsibilities is to oversee the 401(k) plan. Yes, you’re a fiduciary.
- I went to a participant-education session about my company’s 401(k) plan and asked a couple of questions. Afterward, the HR Manager asked if I wanted to be on the Investment Committee. It sounded interesting, so I said, “Sure, why not?” Yes, you’re a fiduciary.
What is a Fiduciary?
What exactly is this role that you have adopted, intentionally or not? The Internal Revenue Service (IRS) defines a Retirement Plan Fiduciary as “a person who owes a duty of care and trust to another and must act primarily for the benefit of the other in a particular activity.” By law, fiduciary responsibility falls upon anyone with discretionary authority or control over a retirement plan or the investments offered in that plan. Fiduciaries must avoid conflicts of interest and prohibited transactions. It is important to remember that your fiduciary status is established by the functions you perform, not by your title or position in the company.
The Employee Retirement Income Security Act of 1974 (ERISA) defines the actions that result in fiduciary duties and the extent of those duties for retirement plans.
Basic fiduciary responsibilities include:
- Acting solely in the interest of the participants and their beneficiaries.
- Paying only reasonable plan expenses.
- Carrying out duties with the care, skill, prudence, and diligence of a prudent person familiar with the matters in question.
- Diversifying plan investments to minimize risk.
- Following the guidance of the plan documents.
Trust Point can assist you as the Plan Sponsor in identifying and documenting all the Fiduciaries involved with your retirement plan. When you become a Retirement Plan Fiduciary, you assume the responsibility as an individual. It is a personal liability, not associated with your role in the company. You are liable whether you are the CEO or a junior staffer.
What to Do Now?
Confused? Scared? Before you decide to resign your position on the Retirement Plan and Investment Committee, let’s talk about some best practices surrounding the fiduciary role, and how you can stay out of trouble.
Acknowledge Your Role as Fiduciary
The simple fact that you understand that you are a fiduciary of the retirement plan is a big step. Many organizations require plan fiduciaries to acknowledge their status in writing. This ensures that people taking on fiduciary responsibility are aware of the fact. It also allows the organization to show regulators that there was no confusion as to who performed what roles with respect to the retirement plan.
Safeguard Participants’ Assets
The company should purchase both a Fidelity Bond and Fiduciary Insurance. The Fidelity Bond is required by the U.S. Department of Labor and the IRS to make sure that plan participants’ assets are safeguarded. People often confuse these two items or think they are the same thing. In fact, they are distinct and different.
Fidelity bonds are designed to protect the participants’ contributions from a fraudulent activity from the time those contributions are withheld from their earnings until the funds are deposited into the plan’s trust account. If someone were to steal the money during this transaction period, the fidelity bond would cover the loss. Generally, the bond must equal at least 10% of plan assets handled, with a minimum of $1,000 and a maximum of $500,000. For plans that include employer securities, the maximum bond requirement increases to $1,000,000. IRS Form 5500 has a question that asks if this bond is in place and what value it has.
Fiduciary insurance, on the other hand, is purchased to protect the individuals who are acting as plan fiduciaries. This insurance covers costs associated with potential litigation and breaches of duty. The policy should be reviewed carefully so that you clearly understand what is covered and what is exempt.
Establish a Retirement Plan and Investment Committee
Once the appropriate coverage is in place, the Retirement Plan and Investment Committee (“the committee”) can be established. The committee’s size usually is related to the size of the plan and the company. In our experience, small plans, with assets less than $3 million, often include only the company owner and a key HR employee on the committee. Medium-sized plans, with $3 million to $10 million in assets, tend to expand the committee to include more key HR personnel and other high-level management employees. Large plans, with assets in excess of $10 million, typically have the company owner, key HR personnel, other senior-management people, and some employees representing different labor pools within the organization.
Provide Fiduciary Training on Several Topics
When the committee is formed, the very first action should be to provide fiduciary training. Trust Point routinely provides Fiduciary training to client investment committees explaining duties and best practices.
This training should cover what caused each member to qualify as a fiduciary, and explain each of the primary responsibilities, such as the following:
Acting solely in the interest of the participants and their beneficiaries.
This means that when members enter a committee meeting, they may not consider what is in their own or even the company’s best interests. They must focus only on the plan participants’ best interests.
Controlling plan expenses.
This doesn’t mean that the committee must find the least expensive options available. It does mean, however, that all fiduciaries must understand what the plan fees are, how they are allocated to participants, and how this compares to industry averages.
Carrying out duties with the care, skill, prudence, and diligence of a prudent person familiar with the matters.
Fiduciaries do not all need to become experts in retirement plans or investments. But, they must understand and document the needed areas of expertise, and they must have methods to monitor and evaluate any outsourced functions.
One critical area that may be outsourced is the role of the Retirement Plan Trustee. Many plan providers in the industry will try to convince Retirement Plan Sponsors to act as their own trustees. (Warning: Remember, this is a personal liability.) If a sponsor balks, these providers sometimes suggest that they (the providers) could act as Directed Trustees. This arrangement still requires the sponsor’s committee to sign-off, as fiduciaries, on any actions taken with respect to the plan.
If your committee can find a plan provider that is willing to act as Discretionary Trustee without Sign-Off, you will lessen the risk of your fiduciary liability. A Discretionary Trustee without Sign-Off is automatically a functional fiduciary of your retirement plan. Trust Point acts as a Discretionary Trustee without Sign-Off for all the plans that it works with!
Diversifying plan investments to minimize risk.
Offering a diversified investment lineup, which may include low-cost institutional share classes, active and passive options, fixed income, equity, and target-date or allocation funds, can help fiduciaries meet this responsibility when selected and monitored through a prudent process. Avoid proprietary funds, since they normally have additional costs. The investment choices offered to participants should include both active and passive options, and it should include equity funds, fixed-income funds, and allocation or target-date funds.
Following the plan documents.
All committee members should be familiar with the Adoption Agreement for the plan and with all rules associated with the plan. They also should be familiar with plan operation policies, such as a loan policy, QDRO checklists, etc.
While not required by ERISA, an Investment Policy Statement (IPS) is considered a best practice. If a plan is ever audited, it will be very beneficial to be able to show that an IPS is in place and being followed. The IPS generally covers these bases:
- Identifies all involved parties and their roles.
- Establishes frequency of reviews.
- Establishes reporting requirements and benchmarks for performance.
- Establishes participant-education standards.
Once the committee is trained, has determined its responsibilities, understands how the plan operates and has an IPS in place, it must meet on a regular basis to review the plan’s status. The meetings should include all committee members, key vendors, and industry experts, as needed. Trust Point prepares a comprehensive “Plan and Investment Review Booklet” for each of its clients. This booklet contains the following information: a summary of the plan assets and their movement for the time period in question, investment option performance, current Investment Policy Statement, plan recommendations and legislative review, plan demographics including participation rate, average deferral percentages, employer contributions, average account balance, and loan/hardship distributions, and finally a plan benchmarking review. Minutes of committee meetings should be kept and maintained as an official plan document.
Take Advantage Of This Opportunity!
In acting as a Retirement Plan Fiduciary, you are fulfilling a very important role. It is only with the help of properly trained, skilled professionals that a plan can operate efficiently and effectively. When you are presented with this opportunity, step up and help your colleagues. You will find it both challenging and rewarding.
Sponsored Messaging | Boardman & Clark
The EEOC Begins Enforcing “Reverse Discrimination”
Storm Larson, Brian Goodman, and Emmerson Mirus – Boardman Clark Law Firm
The EEOC has brought a new lawsuit against Coca-Cola Beverages Northeast, Inc. which alleges that the company engaged in gender discrimination against a group of male employees. This lawsuit alleges that Coca-Cola unlawfully refused to invite any male employees to a networking retreat at a Connecticut casino and only invited women employees while excusing them with pay from work and not requiring them to take any paid time off.
This lawsuit is a reminder that anti-discrimination statutes run both ways and protect classes of individuals who are generally thought to belong to the majority group i.e., male employees. Coca-Cola has not yet filed an answer to the complaint which is due by April 21, 2026.
This lawsuit is also a reminder that the U.S. Supreme Court has ruled that the employees only need to experience some harm through an adverse action to bring a suit. Adverse actions are broader than just termination, failure to promote, or failure to hire.
HR professionals are encouraged to think broadly about these issues, especially given the current EEOC’s focus on these “discrimination against a majority group” cases.
