Posts Tagged ‘CAI’

The Do’s and Don’ts of Managing a Multigenerational Workforce

Tuesday, September 29th, 2015

“Never in history has a workforce had four generations working together —until now.”

                –Dr. Kevin Snyder, 2015 Compensation & Benefits Conference

Diverse business group meetingSo who are these four generations working so closely together? In most offices, you will find the:

  • Matures- born from 1925 to 1946
  • Baby Boomers- born from 1946 to 1964
  • Generation Xers- born from 1965 to 1980
  • Generation Yers or ‘Millennials’- born from 1981 to late 1990s

Each generation comes with their unique set of stereotypes and stigmas. While the Matures are seen as loyal but lousy with technology, the Millennial crew seem to attract the opposite perception. While many of these stereotypes are exaggerated, it is undoubtedly true that each generation possesses a distinct set of characteristics from one another.

For many managers, this could sounds like a bit of a headache. After all, who wants a bunch of groups with differing ideas, schedules, and motivations working together? It may sound like a nightmare, but it could actually be an advantage if these differences of habits are leveraged correctly.

To effectively manage your workplace, follow these Do’s and Don’ts  to ensure the generations are working in tandem, and not against, one another.

Do know what each generation is looking for

Knowing your audience is a huge key to success. By understanding what each generation is looking for in a job, you can better manage their expectations and vastly improve their career contentment. Conduct surveys that poll your employees on what they find most rewarding about work. If you find that a large share of your Millennial employees are looking for a strong work culture, organize team lunches or wellness activities for them to take part in. If you find that many of your Mature employees desire one-on-one guidance, try to give them the extra personal attention that fulfills them. With a greater understanding of what makes each generation tick, you will be creating a more engaged, dynamic and productive workplace.

Don’t encourage generational separation

We all enjoy talking to someone we have a lot in common with, and shared age is a great and easy way to bond with a fellow employee. While many employees seem to naturally bond with coworkers of similar ages, it is important to discourage any extreme separation based around age in the office. By combining the varying tastes, attitudes and experiences of the multiple generations at your disposal, you will be fostering a healthy and collaborative dialogue between your employees. Though there is always a potential for conflict, your business would be missing out on the greater potential for new and dynamic teamwork by keeping the generations from working together.

Do recognize their varying strengths

Maybe you have a Millennial employee who’s great with technology, but not so effective when it comes to face-to-face interactions. Or the opposite situation could be true of a Boomer who thrives in personal interactions with others, but understandably lags behind in the tech department. Rather than spreading your employees too thin and expecting the Millennial and Boomer to become well-versed in their respective areas of weakness, recognize their independent strengths and leverage them together. If that means having the Millennial put together the PowerPoint and the Boomer giving the presentation, so be it. By appealing to each of the generation’s strengths, and not holding them hostage to their weaknesses, you will be doing your business and your employees a huge favor.

Don’t assume the generational stereotypes

As we said above, many of the generations possess differing ideals, skills and habits from one another. While it is important to recognize and leverage these varying strengths when you can identify them, do not assume that an employee will lack a certain skill or experience simply because it is not usually ascribed to their generation. By pigeonholing your employees to certain spheres along generational lines, you could be wasting heaps of potential. Be open-minded about each generation, and allow their strengths and experiences to present themselves in due course rather than forcing them into a box in which they may not belong.

If you would like to further discuss how you can more effectively manage a multigenerational workplace, please call our Advice and Resolution team today at 919-878-9222 or 336-668-7746.

The 2011/2012 NC Healthcare Benefits & Cost Survey Offers Employers Local Data

Tuesday, April 3rd, 2012

Employers in North Carolina are curious to know how their benefit plan design and premium costs compare to other local companies. The NC Healthcare Benefits & Cost Survey shares local benchmark data from North Carolina companies, which differs from most benchmark surveys that focus on national data.

CAI and HCW co-developed the 2011/2012 NC Healthcare & Benefits Cost Survey. The state-wide, annual health plan benchmark survey offers North Carolina employers information that is most critical in managing their employee benefits plan.

More than 700 N.C. companies participated in the survey with a majority of participants located in the Research Triangle region of the state. Small to medium-sized employers with less than 1,000 employees nationwide accounted for the majority of survey participants.

The survey also captures organizations from several different industries to give employers multiple views for benefit and policy trends. The top five industry groups include Durable Manufacturing; Professional, Scientific and Technical; Healthcare and Social Assistance; Finance, Insurance, Real Estate, Rental and Leasing; and Non-Durable Manufacturing.

Of the survey participants, 539 employers reported offering a Traditional Plan only, 76 employers offered a Consumer-Driven Health Plan (CDHP) only, and 100 employers reported offering both. Below are key insights from the two different plans.

Key Findings: Traditional Plans

  • 22 percent of employers with traditional plans offer a non-rollover Health Reimbursement Account (HRA)
  • 76 percent of employers with a traditional plan have a PPO plan, 18 percent have a POS plan and 4 percent have an HMO plan
  • Average Health Plan premium cost for single coverage is $5,436.36 per year
  • Average Health plan premium cost for family coverage is $15,595.08 per year
  • Employer contributes to 83 percent of single-coverage premium costs
  • Employer contributes to 54 percent of family-coverage premium costs

Key Findings: Consumer-Driven Health Plans (CDHP)

  • 77 percent of employers with  a CDHP have a Health Savings Account (HAS)
  • 23 percent of employers with a CDHP have a rollover Health Reimbursement Account (HRA)
  • Average Health Plan premium cost for single coverage is $4,701.72 per month
  • Average Health plan premium cost for family coverage is $13,312.92 per month
  • Employer contributes to 85 percent of single-coverage premium costs
  • Employer contributes to 56 percent of family-coverage premium costs

Please find more information on NC healthcare benefits and costs from the local survey here.

Nominate Your Company for a CAI Ovation Award Today!

Tuesday, November 8th, 2011

CAI is now accepting nominations for its Ovation Awards for HR Excellence. The awards, created by CAI in 2007, recognize local employers for their innovative people practices that have positively impacted business results.  Companies that win the award gain public recognition for their achievements, and they receive a great opportunity to present their winning people practice.

Three categories make up the awards: small company (less than 250 employees), mid-size company (250 to 500 employees) and large company (more than 500 employees). The nominating process is free and easy. Email CAI’s Director of Member Development, Doug Blizzard, at and include a summary of your best practice and the impact it has had on your organization. The summary should be two-to-three paragraphs and include the following: the business need, how you implemented the solution and measurable and/or forecasted business results.

CAI will accept submissions related to any area in HR. Examples of acceptable people practices include: maximizing an opportunity, implementing a wellness program, recruiting efforts for top talent, strategic planning for employee engagement, etc. The deadline for submitting nominations is November 30, 2011.

Winners will receive their awards at CAI’s 2012 HR Management Conference scheduled for February 21-22, 2012. Winning companies will also deliver a one-hour presentation on their exceptional people practice during the conference.

In addition to public recognition and the opportunity to demonstrate their people practice to their peers, winners receive the following benefits:

  • Enhanced employment brand
  • Organization and accomplishments listed in the CAI Newsletter and Website
  • One free registration to the 2012 CAI HR Management Conference
  • An etched award highlighting the achievement

 Past winners of the Ovation Award include: Krispy Kreme (2010, large), Novo Nordisk Pharmaceuticals Industries Inc. (2011, 2009, mid-size), Eye Care Associates (2010, small ), The Accreditation Commission for Health Care, Inc (2011, small), Burt’s Bees (2010, mid-size), Rex Healthcare (2011, large) and The Bank of Oak Ridge (2008, small). For a complete list of past recipients, please visit

Nominate your company today! Please contact Doug at 919-523-8444 or the email above with any questions. Remember—you can’t win if you aren’t nominated. Good luck!

Photo Source: Third Eye a.k.a TreeNetra

Three Reasons to Benchmark your Employee Benefits Plan

Tuesday, September 20th, 2011

 Hill, Chesson & WoodyThe post below is a guest blog from Chris Tutino who serves as Communications Specialist for CAI’s employee benefits partner Hill, Chesson & Woody.

With January 1 annual renewals right around the corner for a majority of employers, how do you know if your employee benefits plan is in alignment with other plans around the country and state? What about within your company’s industry and size?

Early this year, we worked with our partner, CAI, on the 6th Annual N.C. Healthcare Benefits and Cost Survey. This benchmarking report is the only one of its kind in North Carolina and one of only a handful in the country. Typically, when a benefits plan is benchmarked, it is done against nationwide data. While this is better than not benchmarking at all, a statewide comparison provides a better data set and a more relevant look at who your organization is competing against.

There are a number of ways benchmarking benefits your company, one of which is the invaluable information gained by human resources managers and CFOs. And, in the wake of healthcare reform, experts agree that benchmarking has received a higher level of interest, albeit for different reasons.

Another reason to benchmark is because what used to be a way to look over the shoulder of your competition has turned into a means to determine whether to offer health benefits at all. And, if your organization does decide to offer benefits or is forced to do so because of healthcare reform, benchmarking allows you to see how your costs fall in alignment with like-sized companies in similar industries.

Lastly, employers who navigate healthcare reform effectively will emerge with plans that benchmark where they need to be in order to remain competitive, manage expenses in innovative ways, and do so with the confidence that options do exist should the plan ever become cost-prohibitive.

Check out the executive summary from the 2010/2011 NC Healthcare Benefits & Cost benchmarking survey to see how your company stacks up on some key metrics, today.

NC Companies Projected to Increase Salary Budgets in 2012

Thursday, September 1st, 2011

CAI’s 2011 Wage & Salary Survey revealed that many North Carolina companies will be rewarding their employees with annual salary increases in 2012. Eighty percent of the nearly 500 organizations surveyed anticipate raising employee pay in 2012 by an average of 3.0 percent.


National Predictions Match NC

CAI has conducted its annual Wage & Salary Survey for more than 20 years, and it remains the most comprehensive and in-depth survey conducted of North Carolina Employers. This year’s survey represented 535 facilities in the state. Survey data was collected between April and May of this year. The results from North Carolina employers align greatly with salary data on a national scale. WorldatWork’s 2011-12 Preliminary Salary Budget Survey showed projections of 2.9 percent in 2012. Similarly, the Hay Group received results showing median pay increase of 3.0 percent in 2012.


 Salary Increases in 2011 



(including 0%)


% Increase

(including 0%)



(excluding 0%)


% Increase

(excluding 0%)






















Projected Salary Increases for 2012



(including 0%)


% Increase

(including 0%)



(excluding 0%)


% Increase

(excluding 0%)





















 Trends to Watch

The 2011 survey results indicated that only 19 percent of the participating facilities planned to not give annual salary increases in 2012. This statistic is lower than the 2009 results, which showed that almost 50 percent of participating organizations did not provide staff salary adjustments.


Survey results also revealed that there will be a limited use of “cost of living” or “across the board” increases where all employees typically receive the same percent increase. Now organizations are divvying up raises based on the performance of staff members to acknowledge and reward their high performers.


Additional Survey Data

The complete CAI 2011 Wage & Salary Survey includes company wage structure, pay practices and compensation philosophy, base pay increases for 2011, base pay projections for 2012 and detailed pay data for up to 358 jobs common to North Carolina employers. 


CAI is the premier provider of comprehensive survey data on the pay, policies and benefits provided by NC employers.

How Utilization Data Can Drive Employee Benefit Messages and Channels

Tuesday, August 23rd, 2011

The post below is a guest blog from Chris Tutino who serves as Communications Specialist for CAI’s employee benefits partner Hill, Chesson & Woody.

As I’m nearing my one-year anniversary with Hill, Chesson & Woody, Ifind that I am continually learning new concepts and information that relate to a comprehensive picture of the challenges employers face in managing their medical insurance rates within an employee benefit plan.

My most recent educational experience occurred at our Greensboro, N.C. Eleven in ’11 series event focused on “Getting Down to Brass Tacks – Understanding Utilization Data.” I’m an analytical person by nature and like to find out what the common thread is in any business challenge so that there is a basis for solutions to the issue at hand.

The first thing I learned is that employer groups with more than 100 employees, regardless of funding arrangement, have access to utilization data. Similarly, all employers who are self funded, regardless of employee size, have access to utilization data – so use it!

From claims history, disease management, wellness/preventive checkups, pharmacy claims and much, much more, an analysis of your company’s utilization data shines a spotlight on potential issues you may have within your employee population.  It’s kind of like looking under the hood of your health plan to see how it’s actually being used.

Understanding this data can help you make critical plan design changes, tailor your wellness program or negotiate your renewal more effectively.  When taking actions based on utilization data, the next challenge is how you communicate those changes.

For example, if your specific claims data shows that 10 percent of your company’s total claims come from dependents receiving non-emergency care at the emergency room, what would the message be and how would you communicate it?

One way to get the message out would be to email all employees, asking them to not use the emergency room so much for dependent care. But, would that message be effective? From our experience, it would not.

However, if you send a letter to your employees’ homes and include alternatives to the emergency room that may be a more effective message and channel since it would reach spouses who may ultimately be the decision makers during those “emergencies.” You could include information on the potential cost savings for urgent care centers within their zip code/ county and give a sample scenario of the price differences.

What communication challenges do you face in your company and how do you determine what the message is and how to get it out?

Workplace Issues Addressed During the NC General Assembly’s 2011 Legislative Session

Tuesday, August 2nd, 2011

For the first time since the late 1800’s, both chambers of the North Carolina General Assembly (NCGA) are controlled by the Republicans. This year’s NCGA session ended early, but legislators did reconvene briefly in July to deal with redistricting, vetoes and bills in conference.  The NCGA’s new leadership tackled job creation, regulatory reform, tort reform and taxes with their legislative decisions.

To ensure your organization is informed on the recent legal outcomes, as well as stays compliant with the different changes NCGA has imposed, please review summaries of bills affecting worGavel with Paperkplace issues from the 2011 session:

H709—Protect and Put NC Back to Work: CAI and ECNC (Employers Coalition of North Carolina) have been focusing efforts on workers’ compensation reform since 2003, and this year were part of a large coalition of business advocacy groups who helped draft, lobby and negotiate the final version of the bill. New workers’ compensation claims will now be subject to a cap of 500 weeks on temporary total disability, “suitable employment” criteria has been revised to encourage return to work and employers will have reasonable access to medical information and treating physicians. The NCIC (North Carolina Industrial Commission) will be affected by dramatic changes, including legislative confirmation to gubernatorial appointments and requirements to comply with standards of judicial conduct and rulemaking procedures under the Administrative Procedures Act. To read this bill, go to
Status: Passed the House and Senate with almost unanimous support and was signed by the Governor on June 24, 2011.

S532—ESC/Jobs Reform: CAI and ECNC have taken the lead on reforming North Carolina’s Employment Security Commission (ESC). We made sure that your voices were heard in Raleigh regarding the “head scratching” unemployment decisions that resulted in unwarranted charges to your unemployment accounts. CAI and ECNC worked with House and Senate leadership to design and draft this bill, which not only merges the ESC into the Department of Commerce but also makes important clarifications to unemployment insurance benefit eligibility language such as employee misconduct. To read this bill, go to
Status: Passed the Senate and House but was vetoed by the Governor on June 30, 2011.  The Senate overrode the veto on July 13, 2011 and the House overrode the veto on July 26, 2011.

S99—Reform UI Tax Structure/Expedite Analysis: This bill requires the Department of Commerce to hire an independent consultant for assistance in solving North Carolina’s unemployment insurance tax issue and the $2.5 billion owed to the federal government. Within 45 days of the completion of the analysis, the Department of Commerce will report to the Governor and the General Assembly how it intends to solve the problem. However, no specific date for starting the study is given. To read this bill, go to
Status: Passed the Senate and the House, signed by the Governor and ratified on March 29, 2011.

H650—Amend Various Gun Laws/Castle Doctrine: This bill merges two bills: H63—Firearm in Locked Motor Vehicle and H650. H63 is no longer in play. The original bill had a section requiring all employers to allow employees to bring their guns to work if they were kept locked in the employee’s car trunk. ECNC opposed that version of the bill. An amendment on the House floor removed the “guns in trunks” section of the bill. To read this bill, go to
Status: The bill was passed by the House and the Senate and was signed by the Governor on June 23, 2011.

H36—Employers and Local Government Must Use E-Verify: This bill requires all public and private employers to use E-Verify when hiring new employees. The original bill required only private sector employers bidding on public contracts to use the system. It was expanded by the Senate to require all employers with a staff of 25 or more to use E-Verify, and now addresses concerns raised by the business community regarding penalties and processes. To read this bill, go to
Status: The bill was passed by the House and the Senate and was signed by the Governor on June 23, 2011.

H30—Allow Wage Garnishment to Satisfy Judgments: This bill allows a creditor to seek garnishment of a debtor’s wages once certain criteria have been met. There are specific guidelines regarding what can be garnished and how the garnishment can take place—a change from the original bill which allowed for greater latitude. The final version of the bill dramatically narrows what can be garnished. To read this bill, go to
Status: The bill has passed the House and was heard by Senate before being placed in the Senate Judiciary I Committee. It may be taken up again during the 2012 Short Session.

S386—Repeal G.S. 95-98 (Contracts between units of government and labor unions, trade unions or labor organizations concerning public employees declared to be illegal): For the past several sessions, this bill to allow collective bargaining for public employees has been filed in both chambers. There was no chance of it passing in this session. To read this bill, go to
Status: Sent to Senate Rules Committee and never heard.

CourthouseH223—Healthy Families & Workplace/Paid Sick Leave: This sick leave bill has been filed during several sessions but with the new House leadership, there was never even a hearing on the bill. To read this bill, go to
Status: Sent to House Commerce Committee and never heard.

ECNC is the only group in North Carolina that focuses exclusively on providing the business community with an avenue of public policy input on day-to-day employer-employee workplace issues.  CAI and ECNC persistently spend long hours promoting bills at the NCGA on employers’ behalf. Support from CAI’s members and other proponents of their work have helped create the successes of workers’ comp and unemployment reform. Continued support from their advocates will help CAI and ECNC continue their public policy efforts to address and resolve critical workplace issues for employers of North Carolina.

For more information on any of the rulings above or to find out how CAI can help you with your compliance issues, please contact a member of CAI’s Advice and Counsel Team at 919-878-9222 or 336-668-7746.

Photo Source: Brian Turner, dbking

Employee Benefit Communications – Keep it Clear and Simple

Thursday, June 23rd, 2011

The post below is a guest blog from Chris Tutino who serves as Communications Specialist for CAI’s employee benefits partner Hill, Chesson & Woody.

On October 13, 2010, President Obama signed into law the Plain Writing Act, which says that all communications from the federal government must be clear, concise and well organized. That’s not bad guidance for all of us to follow – especially when it comes to communicating to our employees.  In fact, data suggests that employee communications that are not easily understood can lead to distrust and possible legal ramifications, specifically around insurance communications.

In an Employee Benefits News online story, Deborah Bosley, an associate professor of English and plain language expert at UNC Charlotte , was interviewed and provided four reasons to write communication materials in plain language:

  1. According to a Stanford University study, when people can’t understand complex information, they lose respect for the company.
  2. When information is difficult to understand, they don’t trust the company.
  3. There’s a direct correlation between the corporate reputation and how well employees understand information relayed to them — a company that commits itself to writing employee benefits in plain language will garner more trust from its employees, saving time and money.
  4. Vital communications that are not written in plain language can open your company up to legal struggles.  Bosley specifically mentioned two lawsuits where she was an expert witness on plain language that surrounded summary plan descriptions.

It’s probably safe to say that we’ve all used big words to try to impress someone…an employer, significant other or teacher. But when we’re talking about key information that is crucial to an employee making a year-long decision on benefits, we should ensure that what we’re communicating is easy to read and understand. By doing so, it can save time, our reputations and build trust.

2011 Ovation Award Spotlight: Rex Healthcare

Tuesday, June 14th, 2011

Winner of numerous accolades, including best hospital and best place to work, Rex Healthcare constantly aims to please its clients, patients and employees. Rex has always invested a significant amount of time and effort in long-term facility, service line and operational planning to keep its position as one of the leading health care providers in North Carolina and the country. To stay competitive in the health care industry, the hospital focused its attention on workforce planning.  Rex’s initiative to forecast and identify talent needs to support its long-term strategic goals earned the hospital the 2011 Ovation Award in the large employer category (companies with more than 500 employees).

Several years ago, strategic workforce decisions were made based on instinct instead of data. This approach led to faulty assumptions with little or no consideration for long-term implications of talent decisions. Realizing that proactive workforce planning would be critical in implementing strategies to support the community’s growing health care needs, Rex’s leadership and HR team developed an improvement plan.

The improvement plan included the following components:

  1. The senior leadership team conducted a SWOT analysis and used scenario planning to forecast worst case, best case, and no change scenarios.  The talent implications of each scenario were identified.
  2. The HR team engaged mid-level leaders in assessing Rex’s current labor pool and anticipating talent needs based on their future business plans.
  3. Leaders segmented positions as strategic, key, support and transitional to help better define important focus areas for future workforce planning.
  4. Workforce planning was piloted in one business unit before rolling out to the whole organization to make sure the program was solid.
  5. Special attention was placed on making sure that Rex’s HR team was fully prepared for the impact that the new initiative would have on HR processes, such as compensation, recruiting top talent and managing performance.
  6. The HR team was trained in the workforce planning process, how to hold strategic business conversations with business leaders, workforce data analysis and coaching of business leaders to use data to create a workforce plan.

After two years, one of the key outputs of the process—data integration and mapping into a new workforce planning tool—is nearly complete.   Rex expects to gain many new insights into its workforce once the hospital begins to analyze the data.

Many positive outcomes have resulted from the improvement program already.  Scenario planning revealed talent gaps and assisted in creating three high-priority workforce planning strategies that resulted in innovative solutions for developing and retaining employees in key and strategic roles.

In addition to helping the hospital win CAI’s 2011 Ovation Award, Rex’s initiative helped the hospital identify positions and processes to establish a competitive advantage in the industry. For more information on implementing a workforce planning initiative at your organization, please contact Theresa Brett, Director of Strategic Talent Management, at

CAI recognizes North Carolina companies for innovative HR/People solutions with Ovation Awards during its annual HR Management Conference in February.  If you’d like to be considered please send a 2-3 paragraph description of your program to  The description should summarize the business need, describe how the solution was implemented, and highlight the measurable and/or forecasted business results.

Informative, Engaging and Entertaining: CAI’s 2011 Employment and Labor Law Update Conference

Monday, June 6th, 2011

Three hundred and seventy-two executives and HR professionals traveled to the McKimmon Center in Raleigh on May 17 and May 18 to attend CAI’s 2011 Employment and Labor Law Update Conference. CAI’s annual two-day event is designed to inform employers on the challenging and ever-changing legislative and regulatory environment companies are up against.

During the conference, lawyers from Ogletree Deakins and CAI staff members updated conference attendees on pertinent information ranging from a variety of topics, including health reform, NLRB changes and tips for creating effective company documents.

First-time conference goers, like Joan Inman, human resources director of SouthData, explored the 2011 conference to get professional expertise and vital information related to employers’ issues.

“I’m just seeking knowledge, and I want well-informed people telling me what I need to know,” Joan said on why she attended.

Each year CAI works with Ogletree Deakins to develop educational and engaging program sessions for the attendees. Those participating at the conference also receive notebooks packed with PowerPoint slides, white papers and several case studies that all further explain recent legal changes. Not only are the legal and regulatory updates a huge draw for conference attendees, but HR professionals like Yolanda Dejesus, director of human resources for the Office of Strategy and HR at AICPA, said the conference is “well worth the value” because of the information provided and the opportunity to network with others, including attorneys and company leaders from the Triangle, Triad and Eastern North Carolina.

“[CAI] always has great training and conferences. I always learn something new,” said Erika Koteff, HR manager at District Distributors when asked about the updates supplied at the conference.

Participants also have the opportunity to receive legal counsel on their own employment issues during the conference’s panel discussion. Featuring lawyers and HR specialists, the panel gives expert solutions to questions raised by audience members. Popular topics addressed during this year’s session included questions about FMLA guidelines and staying compliant with government instructions regarding I-9s.

Entertaining the audience members was a must at this year’s conference as well, and during the lively Wild and Wacky Cases session, guests learned about unbelievable cases that occurred in 2010. This year, the popular session highlighted information on crazy bathroom break policies, jaw-dropping workplace fraternizing and outlandish professional dress. Another fun and highly interactive part of the conference was the trivia game. Once the final informative session ended, Matt Keen of Ogletree Deakins asked participants to test their knowledge on the information presented at the conference by using electronic devices to answer the game’s yes or no questions.

The 2011 conference evaluations revealed that attendees found this year’s topics relevant and applicable to the many issues they are facing in their HR departments. CAI members, such as the Director of HR at Haven House Jennifer Boyler, return to the conference every year to stay up to date on news affecting employers.

“It’s a can’t-be-missed conference,” she said when describing the valuable event.

Please see the Employment and Labor Law Update web page at for additional information on the topics covered.  The 2012 conference will take place on May 2 and May 3 at the McKimmon Center in Raleigh.