Welcome to SAHRMA

With more than 650 members, representing more than 200 local and national organizations, we provide a forum for our members to engage in essential conversations on Human Resources topics through our programs and events. We invite you to attend our monthly meetings, annual conferences, become a member and get involved!

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Upcoming Events

A Message from Our President

I hope everyone who attended the South Texas Human Resources Symposium on February 7 and 8, 2019, enjoyed their experience and found the program to meet your professional needs and expectations.  I would like to thank Rhonda Michel for her leadership in planning the 2018 and 2019 symposium events.  Rhonda and her committee did an outstanding job.  For 2020, David Riggs and Alicia Lozano will be serving as co-chairs for the event, so I would invite you to reach out to them if you have suggestions for next year’s symposium and/or would like to volunteer for the committee.

I would also like to thank Past President Jeri George for organizing and hosting a breakfast for our Past Presidents on February 20, 2019.  Our Past Presidents possess a wealth of varied experiences and talents, which we hope to continue to rely upon as SAHRMA moves forward and continues to grow in its mission and its membership.  The breakfast is one way to continue to #CONNECT with our Past Presidents, to #LEARN from their knowledge and experiences, and to thank them for their valuable #SERVICE to the chapter.

Our general monthly meeting will be on March 5, 2018, at the Norris Center, with registration and networking beginning at 11:20 a.m.  Local employment attorney Justin Barbour will be speaking on “Workplace Strategies for Addressing Mental Health Issues.”  We hope you will attend, as this is a complex issue presenting many challenges for HR professionals.  Additionally, you should have received notice by e-mail of a proposed revision to our Bylaws.  Specifically, the Bylaws have been updated to include two new positions for the Board of Directors: Marketing and Public Relations and Digital Communications.  If you have not done so already, please review these changes and submit your vote upon the same.  Additionally, Charmian Garza, who has been serving as the Digital Communications Chair, is on the ballot for election to the new Digital Communications Director position.  She would appreciate your vote.

Finally, I know many of us were profoundly impacted and disturbed by the recent workplace shooting in Aurora, Illinois.  I thought it would be beneficial to remind our membership of some basic workplace violence prevention tips.  One crucial step is maintaining a widely publicized and well-enforced zero-tolerance policy for violence.  Additionally, front-line managers should be trained to watch for red flags that may indicate an employee’s propensity for violence, including:

  • A chronic inability to get along with fellow employees;
  • Mood swings and anger control issues;
  • Expressions of paranoia or persecution. Being a “victim”;
  • A history of problems with past jobs and and/or personal relationships;
  • An inability to get beyond minor setbacks or disputes at work;
  • A fascination with guns, weapons or violent events;
  • A sudden deterioration in work habits or personal grooming;
  • Signs of stress, depression, or suicidal ideation; and
  • A major life problem, such as divorce or legal problems.

When red flags are observed, or anger issues displayed, front-line managers need to communicate with HR so solutions can be discussed.  One example may include referring the employee to the company’s Employee Assistance Program for anger management counseling. 

When it comes to terminating an employee, it is imperative for HR professionals to develop a strategic plan in advance of informing the employee.  Consider whether a neutral manager, as opposed to the employee’s direct supervisor, should deliver the message.  Have security nearby so they can act if they hear signs of a problem.  Do not allow for any breaks during the termination meeting.  It is generally best to deliver termination messages at the end of the workday, as there are fewer employees in the vicinity should trouble arise.  Minimize, if not eliminate, any reason for the employee to return to the workplace after the termination.  For example, final paychecks can be delivered to the employee at the time of the termination meeting, or mailed.  Work to preserve the employee’s dignity, both during the meeting and as he or she leaves the premises.  Identify your talking points in advance of the meeting and be brief and to the point.  Avoid any back-and-forth arguments.  Lastly, alert security of an employee’s termination, so they can be on guard if the employee returns to the worksite.  While these are just a few suggestions, they may work to prevent tragic instances of workplace violence.

Tiffany Cox, Employment


SAHRMA President, 2019





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