NOARK April 2026 Newsletter

President's Report

As we move further into 2026, I continue to be encouraged by the strength and engagement of our HR community here in Northwest Arkansas. Whether you are navigating compliance challenges, supporting employee wellbeing, or helping your organization adapt to constant change, the work you do matters—and it does not go unnoticed.

Human Resources continues to evolve at a rapid pace. From shifting legal landscapes to the growing emphasis on culture, retention, and leadership development, HR professionals are being called to think both strategically and compassionately. One of the themes I am seeing across our community is the importance of connection—connection to our teams, our organizations, and each other. That’s exactly why NOARK exists.

I’m especially proud to share that our membership continues to grow, with an increase of more than 30% over the past year and a half. This kind of growth is a direct reflection of the strength of our HR community, and we are incredibly grateful for your continued support and engagement. Our membership drive will continue throughout 2026 as we focus on growing our community and welcoming even more HR professionals.

This year, our focus remains on providing meaningful programming, practical resources, and opportunities to connect with fellow professionals who understand the unique challenges of our field. Whether you attend a monthly meeting, participate in a roundtable, or simply reach out to another member, you are strengthening this community.

I’m also excited to share that we are in the process of rebranding from NOARK to SHRM Northwest Arkansas. This transition reflects both our alignment with SHRM and our commitment to clearly representing the region we serve. While our name will evolve, our mission remains the same: to support, develop, and connect HR professionals across Northwest Arkansas. You’ll begin to see updates rolled out in phases over the coming months, and we look forward to sharing more as the transition progresses.

If you are not yet fully engaged, I encourage you to take that next step—attend an event, introduce yourself to someone new, or invite a colleague to join you. This organization is only as strong as the people in it, and we are fortunate to have such a dedicated group of professionals.

Thank you for the work you do every day—and thank you for being such an important part of this growing community.

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College Relations

Building the Future of HR

While our chapter is primarily made up of experienced HR professionals, it’s important to remember that the future of our field starts with student connections. Across Arkansas, SHRM chapters are working to engage aspiring HR and business majors by providing access to mentorship, networking opportunities, professional development, and career resources.

Even though we may not have a large student population within our chapter today, we each play a role in shaping the next generation of HR leaders. Whether it’s welcoming a student to attend a meeting, offering guidance, or simply sharing your career journey, those small moments can leave a lasting impression.

As HR professionals, we understand the value of investing in people—and that includes those just beginning their careers. By creating space for connection and learning, we help strengthen not only our chapter, but the future of our profession as a whole.

NOARK also offers discounted meeting registration for students pursuing a career in HR, making it easier for them to get connected and engaged. Students can reach out to [email protected] for more information on available discounts.

If you know a student or early-career professional who may be interested in HR, consider inviting them to join you at an upcoming meeting or connecting them with our chapter. A simple introduction can make all the difference.

ARSHRM Membership Flyer

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Diversity & Inclusion

Belonging in Action

This Month’s Focus: Awareness to Action

April brings several meaningful opportunities to reflect in on inclusion – from World Autism Month and Deaf History Month to Stress Awareness Month and National Volunteer Month. While awareness is important, inclusion truly takes it’s shape through everyday actions.

Creating an inclusive workplace isn’t about having all the right answers – it’s about being intentional. It’s noticing different experiences, staying curious, and making space for people to show up (as they are). Whether it’s supporting neurodiversity, prioritizing wellbeing, or giving back to the community, small actions can have a lasting impact.

Try this in your workplace:

Take a moment this month to learn something new about an experience different from your own – and share that insight with your team.

Leadership reflection question:

How am I turning awareness into action for my team?

Additional resource:

Podcast: The Neurodiversity Podcast by Emily Kircher-Morris A great listen for building understanding of neurodiversity and lived experiences. 

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Fundraising

Empowering Human Resources as a Force for Social Good

The SHRM Foundation is the 501(c)(3) nonprofit affiliate of SHRM — the world’s largest HR professional society, representing nearly 340,000 HR professionals globally and impacting more than 362 million individuals worldwide. Our mission is simple and powerful: to mobilize and equip HR to ensure that talent and workplaces can prosper and thrive.

In an increasingly complex and rapidly evolving world of work, the SHRM Foundation believes HR is uniquely positioned to lead meaningful, lasting change. We work to empower HR professionals to expand opportunity, address critical societal challenges, and strengthen the HR field to meet the needs of today—and tomorrow.

How the SHRM Foundation Makes an Impact

The SHRM Foundation advances its mission by:

Partnering with SHRM, courageous organizations, and bold investors, we generate awareness, drive action, and create measurable impact—helping build a world of work that works for all.

Empowering HR to Shape the Future of Work

At the SHRM Foundation, we believe that every individual has potential—and that potential is unlocked when opportunity is accessible. By supporting employers in adopting skills‑based hiring, building cultures of care, and addressing emerging workforce challenges, we enable HR to help individuals succeed while driving long‑term economic growth.

A New Vision for Workforce Opportunity

Research consistently shows that many historically under engaged or overlooked talent pools possess tremendous skills and capabilities. By shifting focus from credentials to competencies—regardless of where skills were gained—organizations can expand opportunity, increase productivity, and strengthen overall competitiveness.

Skills‑first approaches benefit workers and businesses alike, creating more inclusive, agile, and resilient workplaces.

Widening Pathways to Work

As part of this effort, the SHRM Foundation is committed to widening pathways to work by focusing on six key talent pools. Together, these groups represent over two‑thirds of all working‑age adults in the United States:

By recognizing skills, removing barriers, and expanding access, the SHRM Foundation helps unlock talent that drives both individual opportunity and organizational success.

Sponsorship Opportunities: 

We have exciting sponsorship opportunities available for upcoming events. If you're interested in supporting our community and getting involved, I'd love to chat with you. Please feel free to reach out for more information.

Dear SHRM Northwest Arkansas Community,

As we move forward with renewed energy and a clear vision for 2026, I want to thank you for the continued commitment you bring to our HR community. Your engagement, support, and willingness to collaborate are what drive SHRM NWA forward and allow us to continue growing stronger together.

This month marks an exciting step in that journey. We’re kicking things off with our Sip & Share on April 15th, generously sponsored by 1st Employment. These gatherings are more than just networking opportunities—they’re a chance to strengthen relationships, exchange ideas, and build connections that will shape our future as an HR community.

Looking ahead, our focus for 2026 is growth with purpose. We’re placing an even greater emphasis on expanding mentorship opportunities, deepening relationships with local businesses, and delivering educational workshops that prepare HR professionals for what’s next. Your involvement will play a key role in turning these initiatives into lasting impact.

“The best way to predict the future is to create it.” – Peter Drucker

Together, we can shape what SHRM Northwest Arkansas becomes in 2026 and beyond. I look forward to seeing you at our upcoming events and working alongside you as we continue building a connected, engaged, and forward‑thinking HR community.

Alison Ward
Foundation/Fundraising Chair

*Opportunity@Work; **Working Nation; ***Measure of America; ****US Bureau of Labor Statistics; *****American Community Survey

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Membership

JOIN SHRM + LOCAL CHAPTER!

As part of our 2026 Membership Drive, adding NOARK as your local chapter is free—just check the box during your SHRM renewal.

Benefits of SHRM Membership

Benefits of NOARK Chapter Membership

NOTE: Chapter membership expires at the same time as your current SHRM membership, regardless of enrollment date. Any applicable Chapter dues will be prorated based on the number of months remaining on your current SHRM membership.

*NOARK is a 100% membership chapter, which means you must also be a member of the national SHRM organization (www.shrm.org).

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Treasury

When HR Meets Finance

PART 1  ·  The case for alignment: why HR and finance need each other

By Zach Robinson, NOARK Chapter Treasurer

Serving as your chapter treasurer has given me a front-row seat to something I did not fully appreciate earlier in my career. The financial decisions and the people decisions in an organization are rarely as separate as we tend to treat them. Every hire, every departure, every leave of absence, and every open position carries a dollar figure attached to it. That means the work of human resources is, at its core, deeply financial work.

A recent publication from UKG articulated this reality well. Every person in an organization, whether an employee, a contractor, or a job candidate, comes with associated costs. The obvious ones include salaries, bonuses, and benefits. The less obvious ones include productivity losses, recruiting expenses, onboarding investments, and more. When you add it all up, people represent an organization's single largest expense, often accounting for 70 percent or more of the operating budget. That reality alone demands that HR and finance work together, not occasionally or reactively, but with genuine intention.

Research tells us this kind of collaboration is still far from the norm. A Gartner study found that while 70 percent of CEOs expect their Chief Human Resources Officer to play a key role in achieving enterprise-wide business strategy, only 55 percent say their CHRO actually meets that expectation. That gap is telling. It suggests that HR professionals are being invited to the strategic conversation but are not always arriving with the tools, the language, or the data fluency to fully participate in it.

Here is what I believe: HR and finance are not rivals. They are partners who simply see the same organization through different lenses. HR sees people, their potential, their development, their engagement. Finance sees resources, their allocation, their efficiency, their return. Both perspectives are essential. When those two perspectives come together around shared data and shared goals, organizations make better decisions and advance their mission with greater clarity.

That is the conversation this series is meant to open. Not to turn HR professionals into accountants, but to invite all of us to think more broadly about the financial weight of the work we do every day. NOARK is committed to creating space for exactly these kinds of discussions, and to designing programs and events that help HR professionals across Northwest Arkansas grow in both confidence and capacity as strategic partners in their organizations.

Next issue: Where HR and finance actually touch and how financial fluency earns you a seat at the table.

Source: "Why Aligning HR and Finance is the Key to Smarter, More Strategic Growth," UKG Blog (Steve Goldberg, HCM Analyst)

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Wage & Benefits

Rethinking Benefits Strategy: Key Insights for HR Leaders

As organizations continue to navigate rising healthcare costs and evolving workforce expectations, the latest findings from the Economic Research Institute 2025-2026 Benefits Benchmarking Survey offer timely insights for HR and Total Rewards leaders looking to remain competitive.

Based on data from 88 organizations representing nearly 250,000 employees across multiple industries, the survey reinforces a clear message: benefits strategy is no longer just about cost management—it’s a critical lever for talent attraction and retention.

Healthcare Costs Continue to Drive Strategic Decisions

Unsurprisingly, healthcare remains the most significant and costly component of total rewards. Employers are increasingly balancing cost control with maintaining attractive offerings.

At the same time, employers are shifting toward more shared cost responsibility while investing in preventive care and wellness initiatives to mitigate long-term spend.

HR takeaway: Cost-shifting alone is not a sustainable strategy—organizations must pair it with engagement and wellness efforts to avoid negative impacts on employee experience.

PPO Plans Still Dominate—But Cost Pressures Are Rising

Preferred Provider Organization (PPO) plans remain the most widely offered medical option. However, employee contributions are increasing, and High-Deductible Health Plans (HDHPs) continue gaining traction.

HR takeaway: Many organizations are moving toward consumer-driven healthcare models, making employee education more critical than ever.

Beyond Health Benefits: The Rise of Holistic Offerings

Organizations are increasingly differentiating themselves through non-traditional benefits such as hybrid work arrangements, wellness programs, and referral bonuses.

HR takeaway: Competitive advantage increasingly comes from experience-driven benefits, not just plan design.

Paid Time Off and Leave Practices Are Evolving

There is a near-even split between traditional leave programs and PTO banks, with ease of administration and flexibility being key drivers.

HR takeaway: PTO strategy should align with organizational culture, administrative capacity, and workforce expectations.

Retirement and Financial Security Remain Foundational

Retirement benefits continue to be a cornerstone of total rewards, with most organizations offering 401(k) plans and increasingly adopting immediate vesting.

HR takeaway: Financial security benefits remain a key driver of long-term retention and employee trust.

Final Thoughts: Benchmarking as a Strategic Imperative

Understanding how your organization compares to the broader market is essential for designing competitive benefits packages, managing costs, and supporting recruitment and retention strategies.

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Calendar of Events

April 15

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