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PERSPECTIVESJULY 2017

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Dear PHRA Members, Vendors and other Attendees,

There are times in our lives when we make deliberate choices to give our best towards an effort, to dedicate ourselves to a project, or strive to go “all in” for who we are or what we believe in. This past month I had the opportunity to attend SHRM’s 2017 Annual Conference and their theme focused on going “all-in”. Professionally, this could mean advancing your education/certification or venturing into a new industry. Personally, this could mean moving across the country or world for a new opportunity, or taking a risk to pursue a dream. I believe that PHRA members are “all in” when it comes to advancing themselves professionally - through educational seminars and personally - through volunteer/community outreach efforts.

HR professionals need to create their Pathway to Success - to dive, as SHRM would say, “all in”. The PHRA Annual Conference and Exhibition is the best way to go “all in” when it comes HR learning, sharing and developmental opportunities. This year’s conference “People, Purpose & Passion: The Pathway to Success!” has been designed to help you go “all in” both professionally and personally.

Today, the top challenges facing organizations are those that involve people management. Workplace issues are at the forefront of all SHRM Conference and national conversations. Moreover, the changing nature of employment and employees will continue to put HR out in front to lead major business initiatives. This means you must be well-positioned to plan your Pathway to Success. Our PHRA Conference Planning Committee has made every effort through their planning process to connect with our membership to determine your current needs to make sure this year’s conference is timely, informative and memorable. We will focus on the skills you need and the solutions you seek to build a 21st century workplace.

The rising workforce also wants to make an impact not just a paycheck. This year’s conference will support the 412 Food Rescue. 412 Food Rescue is a non-profit organization that prevents food from entering the waste stream by rescuing perfectly good, healthy food and delivering it directly to non-profit organizations who serve communities experiencing food insecurity. Representatives from the 412 Food Rescue will be at PHRA’s Annual Conference to explain how you can volunteer! We will also be holding a specialized food drive to support their mission. We are asking our member and conference participants to donate non-perishable items to the refugee community served by South Hills Interfaith Movement. The drive will take place at the conference – stay tuned for more information!!

PHRA PRESIDENTS MESSAGE

PEOPLE, PURPOSE & PASSION: THE PATHWAY TO SUCCESS! Ron Kubitz, President, PHRA

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At the PHRA Annual Conference you may begin the framework to your Pathway to Success as you listen to one of our five keynote speakers, who are leaders in business and HR. It may come during one of the many learning opportunities from over 20 concurrent sessions designed to challenge and disrupt your thought process. You may find your moment in our exhibition hall, where over 60 companies will have solutions to your toughest problems. Or you may find it with a connection you make with a professional from across the region. You never know where you may find the “all in” moment that begins the framework to your Pathway to Success.

It is now our job, our opportunity to guide our members into an unmapped future with confidence.

The PHRA Annual Conference is a lot of learning packed into a short amount of time, so have fun, enjoy learning and networking, and let’s plan your Pathway to Success!

I look forward to connecting with you on October 10th-11th at the conference. Reserve your seat today: http://www.pittsburghhra.org/event/2017

Best Regards,

Ron Kubitz PHRA President

PHRA PRESIDENTS MESSAGE

NOW MORE THAN EVER COMPANIES PROVE THAT PITTSBURGH IS ALL ABOUT THE PEOPLE!

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4 TRAITS OF EXCEPTIONAL MULTICULTURAL LEADERSBy Connie Wedel, Vice President, Human Resources - Argen CorporationConsultant, HR without Border

Culture is the sum of attitudes, customs, and beliefs that distinguishes one group of people from another. Our

cultures bond us together or can pull us apart.

Unless you just crawled out from under a rock, nowadays, you hear (and probably participate) in passionate

discussions around current social, religious, or political issues. Even with these ever-present issues and risks,

business leaders still want to expand into new geographies and sell in different cultures.

When we bring up the topic of culture, we often think first of country cultures. We know that France, Thailand,

South Africa and Saudi Arabia all have vastly different cultures. Culture differences exist country to country but

they also exist within a single country. The recent U.S. and U.K. elections highlighted that cultural difference

can exist within a single country. Leaders are confronted with this reality every day.

How does this generation of leaders successfully navigate through these unavoidable cultural differences and

clashes? To start, the best leaders attain these four traits of exceptional multicultural leadership.

Great leaders resist being ethnocentric

Ethnocentrism is judging another culture solely by the values and standards of your own culture. The aptitude

be introspective and understand your culture is an indispensable talent of a multicultural leader. The capability

to see your own biases and know how you view others through your own cultural lens will differentiate you

from others.

Our most respected multicultural leaders understand, relate to, and can adjust to the perspectives of others.

Leaders learn valuable lessons when they are open to see the significance of diversity of thought and

perspectives. In fact, exceptional multicultural leaders search out different perspectives and opinions. Different

perspectives challenge the leader and others to open their minds, think differently, and reach higher.

Great leaders plan ahead for cultural differences

Astute multicultural leaders do not disregard or minimize cultural differences. Instead, they plan for

differences. Business guru Peter Drucker said it quite aptly, “Culture eats strategy for breakfast.”

Leaders who work across cultures know, with certainty that cultural differences will surface with interactions

among employees, peers, constituents, or customers. The best leaders will plan ahead and help their teams to

recognize and adjust to these cultural differences.

Great leaders foster personal connections and relationships while building trust

Effective multicultural leaders go out of their way to build their teams’ positive relationships and trust. Shrewd

leaders understand that the first step to building rapport and trust is establishing personal connections. It is

also important to understand that sowing the seeds that grow constructive connections, rapport and trust is

unique in each culture.

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4 TRAITS OF EXCEPTIONAL MULTICULTURAL LEADERS(Continued)

Great leaders proactively plan and prepare to build bridges. When entering a new multicultural business

environment, it is essential to gain knowledge about the differences. Ask questions to gain relevant knowledge.

A few questions to start include:

• Does this culture expect a business-first or a relationship-first approach?

• Do managers and employees interact in an equal or a hierarchical manner?

• What the political, social, or religious issues shaping the environment?

• Are communication styles direct or indirect?

• How does this culture value time?

• How are decisions made and executed?

• How do we move these diverse groups closer together?

Forging trust is tough, even in one’s own culture. Doing it in another culture takes a tremendous amount of

initiative, knowledge, strategy and effort.

Great leaders have high cultural intelligence (CQ)

Successful multicultural leaders have high cultural intelligence (CQ). CQ is the capability to relate to and work

effectively across cultures. The concept of cultural intelligence was developed by the work done by Ang and Van

Dyne (2003) as a research-based way of measuring and predicting intercultural performance.

CQ can be thought of in the same way one considers an individual’s intellectual quotient (IQ) or emotional

intelligence (EQ). These “quotients” are research-based measurements of human competence and capability.

The remarkable thing about cultural intelligence is that it is malleable and can be increased. People with high

CQ can lead, adapt or blend in more effectively within any environment than those with a lower CQ.

Research has also shown that teams with higher levels of CQ are more successful. While homogenous teams

will outperform diverse teams if both teams have low CQ, a diverse team with high CQ will outperform a

homogenous team by an estimated factor of five. This concept can be crucial for leaders who are reaching for

higher levels of innovation, productivity, profitability, speed, efficiency, employee engagement, marketing, and

selling into cross-cultural markets. Cross-cultural explorers can take a CQ assessment to measure their baseline

CQ levels and participate in training programs to enhance it, thus increasing their effectiveness across cultures.

Our world is getting smaller and more complex. Every day, leaders are presented with more cultural challenges.

Attaining these four traits of exceptional multicultural leadership will help you to successfully navigate cultural

differences in our rapidly-changing world.

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COMPENSATION TIPS TO EMPLOYEE RETENTION AGREEMENTS

There are certain times in the life cycle of businesses and industries where a retention agreement may be needed

for an employee or a group of employees. These situations could include M & A activity, restructurings, reduction of

workforce, or during times of high external demand for specific key talents.

These Retention programs should be viewed as unique and limited to specific, temporary situations not to exceed a

fixed length of time. As you and your organization work through the process of determining if a retention payment

should apply, you may want to consider the following criteria in the development.

Criteria and questions to consider:

Nomination – How will nomination be driven? Some organizations are driven by Executives while others are

driven by business leaders or HRBP’s.

Calculation – How will the amount of the Retention payment be determined? The retention payment could be

delivered as a fixed % of pay, a fixed $ amount, tied to organizational metrics with a performance or even calculated

as a multiplier of the recipient’s individual STI target.

Payments – When and how will payments be made? Will they be made at the end of a one year period or will they

be made in installments? Will the organizations gross them up? The size and timing of the payments can speak

volumes to the message your organization is trying to send to the impacted employees.

Performance and Repayment – Will there be performance criteria and a repayment clause? Your organization

needs language in your Retention letters spelling out that the payment is subject to the employee meeting or

exceeding performance standards. A repayment clause is necessary to ensure your organization is throwing away

precious budget dollars out in the event the Retention Program does not succeeded in retaining employee(s).

Retention Duration – What time length will they be? The duration of the retention period should be limited and

have specific payment dates. They are generally at least 6 months to 1 year, potentially as long as 3 to 5 years.

Organizations often deliver payments in installments for longer durations and conditionally, will all payments based

on the employee meeting the necessary performance standards.

Approval & Communication – Your organization needs to distribute the retention agreements for signatures

after obtaining the needed approvals. Your organization needs to think about the Approval Requirements for your

Retention payments. Will approvals be needed from your VP of HR? Will there be different approval levels based on

the size of payment? Does your organization operate in multiple regions which require different approvals levels?

Retaining your employees needs to be a priority of your organization and often times additional pay measures

are necessary to assist with retention. By no means however, should pay by the only answer. There are a other

programs which also assist in driving retention that are greatly valued, things like enhanced/unique benefit programs

or flexible work life programs could provide a boost to your total rewards package that no retention payment ever

could. It’s up to you to ultimately help your organization balance the ever-changing priorities of your employees.

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The workforce is poised for a dramatic shift so that by 2020 the age demographics of organizations are likely to be significantly different. As mature workers continue to retire and younger employees (often labeled as Millennials or the even younger Generation Z ) take on leadership roles, many organizations have not prepared their newcomers to face crucial decision making challenges.

In recent research, my team and I found that part of the reason why younger workers may be ill prepared for leadership roles is that knowledge is being transferred ineffectively in organizations between members of various ages. Many employees note less than positive perceptions of some age groups which leads to tension and conflict. As a result, communication can be stifled when experienced workers feel that they cannot effectively transmit their knowledge to younger employees and when younger employees feel as though they are not valued in the workplace, for example.

Yet, many of these communication challenges may result from perceptions (often acquired from age stereotypes) rather than concrete generational differences that are accurate in each interaction. In other words, there are a lot of variations of values evident in members of the same age group despite the popular perception that members of particular age groups all share similar values. Unfortunately, it is this often inaccurate perception that allows age stereotypes to exist and be acted upon when engaging in knowledge transferring interactions.

Given that intergenerational tensions and conflict exist that minimize the chances of effective knowledge transfer coupled with the importance of developing the next generation of leaders, the following are positive practices that will help improve communication:

• Filter out the noise. Whether people want to admit it or not, we are influenced by our society, organization, and other social groups around us and they can create bias that is drawn upon when entering into interactions. Misinformed discussions of generational phenomena are prevalent in social media and modern discourse (if you don’t believe me, just Google generational differences and see what you come up with). However, it is important to ask yourself a few questions when determining whether or not the information you receive about generations is accurate or not. For examples: Is there any verifiable data presented? Is this information generalizable to other contexts? Does it come from a reputable source? These example questions can help determine whether or not the information you receive about generational differences is accurate or merely anecdotal in nature.

• Get to know the individual. People ask me all the time if generational differences exist and my answer is: who cares? What I care about is that members of different age groups often report challenges interacting with each other at work and, if we can lessen these challenges, we will improve our organizations. However, I do know that, whether or not age groups have some trends common among their members, there is a lot of variability inherent in the members within a generational category. That said, when interacting with someone of another age, it’s best to get to know them personally as an individual. What motivates that person? What method does that individual prefer for

Continued…

IMPROVING INTERGENERATIONAL INTERACTIONS IN THE WORKPLACE HELPS FACILITATE ORGANIZATIONAL LEARNINGMichael J. Urick, PhD, MBA, MS

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communication? What are that person’s goals? Remember, each person has their own unique knowledge, skills, abilities, strengths, weaknesses, and values. By getting to know the individual rather than assume stereotypical traits, communication will be vastly improved.

Of course, communication is a two-way street! All parties in communication with each other must heed the above advice for the interaction to be improved. If only one person is engaging in the above activities, interaction will still be stifled and not optimal. However, if all parties in the communication can filter out misinformation and get to know each other as individuals, organizations will be improved. This improvement will come from a freer flow of ideas and knowledge and can result in two-way mutual mentoring between members of all age groups.

_______________________________________________________________________1 Stillman, D. & Stillman, J. 2017. Gen Z @ work: How the next generation is transforming the workplace. Harper Collins

Publishers: New York, NY.

2 ThomasNet’s Industry Market Barometer. 2014. http://www.thomasnet.com/pressroom/Industry_Market_Barometer.html. November. Accessed February 24, 2017.

3 Urick, M. J., Hollensbe, E. C., Masterson, S. S., & Lyons, S. T. 2017. Understanding and managing intergenerational conflict: An examination of influences and strategies. Work, Aging and Retirement, 3(2), 166-185.

4 Weber, J., & Urick, M. J. 2016. Examining the Millennials’ ethical profile: Assessing demographic variations in their personal value orientations. Proceedings of the International Association for Business and Society, 27, 256-268.

IMPROVING INTERGENERATIONAL INTERACTIONS IN THE WORKPLACE HELPS FACILITATE ORGANIZATIONAL LEARNING(continued)

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While some research shows that internal promotions out-perform external hires, the fact is there are no absolutes

either way. Results vary widely based on the organization’s business challenges, the capability and potential of the

candidate, and the organization’s effectiveness at making and leveraging the right choice.

Generally speaking, external candidates perform better in the short run and internal candidates perform better in the

long run. The difference often depends on whether the organization is in a short-term change situation or a long-term

sustain mode. The diagram below shows the more common business conditions or drivers that favor one approach or

the other. Note that this list is not meant to be an exhaustive listing of the various conditions.

Learning Curve: While the external hire may come in with more management experience having already performed

in a similar role elsewhere, it takes time to appreciate the culture, understand the unwritten or unspoken “rules,” and

learn the unique business drivers and processes of the hiring company. Most internal candidates won’t have that steep

culture and process learning curve. And the internal candidate has an added advantage of already knowing the different

personalities and relationship nuances that exist in the department or company. So learning curve requirements often

favor internal candidates.

Honeymoon Period: When external managers join a new company, they are still an unknown and have a chance to

build their reputation from scratch. As they do, they are usually given more leeway to make mistakes early on. Internal

promotions, however, take their reputations with them into their new roles along with the organization’s expectation that

they will hit the ground running. Thus, many of their peers and higher-up’s aren’t as patient or forgiving as they are with

external hires. External hires usually enjoy a longer honeymoon period.

Role Clarity: Internal promotions struggle with role clarity more than external hires do. When someone is promoted

internally, there’s a common but weak assumption that they know what the role entails and what their new boss expects.

And the internal candidate is usually reluctant to ask for any clarification or do anything that might draw question to their

suitability. External candidates generally do more due diligence about the role, expectations and near-term goals all of

which expedites their ramp-up.

Employee Loyalty: Usually, employee loyalty is enhanced when manager roles are filled internally. It sends a signal to

the organization that strong performance can pay off. If employees and managers feel that an internal candidate should

have been given or considered for the job, support and cooperation for the external hire could be weak. Also, external

As shown in the center column on the above diagram, there are at least six key factors that act to either support or frustrate a newly promoted or hired manager in their success.

WHICH MANAGERS SUCCEED – HOME GROWN OR OUTSIDE HIRES?Bill Thomas, SHRM-SCP, SPHR, Managing Principal, Centric Performance, LLC.

Continued…

When to Promote Inside: Success Factors When to Hire Outside:

• Long-term growth / sustain mode

• Strong culture / brand advantage

• Want to retain succession pipeline

• Maintain incentives to perform well

Learning CurveHoneymoonRole Clarity

Employee LoyaltyKey Relationships

Coachabilty

• Struggling or terminated incumbent

• Tough decisions needed or imminent

• External variables changing

• Internal lack of essential skills

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hires bring with them an inferred threat of wanting to clean house or bring in other outsiders they’re more familiar with. All

of this can create loyalty or dysfunction challenges that need managed.

Key Relationships: Many companies strive to ensure that each new manager (promotion or hire) raises the caliber of the

overall management team. This often means the new manager must be able to bring new ideas to the organization or lead

the organization into new areas or capabilities. Internal candidates often have pre-existing relationships that can limit their

objectivity and willingness to introduce change or make tough decisions for the company’s benefit. External candidates

don’t typically have that emotional constraint and often have a more developed external network they can tap into for fresh

ideas and insights.

Coachability: Oftentimes, internal promotions are more coachable than external hires – especially for front line manager

roles. An internal candidate’s weaknesses are more likely to be known upfront, whereas a new hire’s growth needs may

not be obvious early on. Internal candidates are usually more humble about their skill gaps, while external hires may come

in with an ego that makes it hard for them to seek or take advice. Where internal candidates must learn how to manage

others or manage at the next level, external hires often bring management styles and habits that must be unlearned before

they can be effective in their new company.

Conclusions:

The build versus buy question does not have an answer that‘s right for every situation. It really depends on a number of

factors, some of which we’ve described here. One thing that is certain – organizations need a blend of both home-grown

and externally recruited managers.

As you think about your own organization’s management needs and approach to meeting those needs, the suggested

practices below may help you make and support the best decisions possible for your situation. We have used these practices

to effectively address the six success factors described above and other keys to management success.

If you’d like to learn more about these suggested practices, or have other questions or challenges in your management selection, capabilities or pipeline, please don’t hesitate to contact us. [email protected] or call toll free at 866.302.9099.

WHICH MANAGERS SUCCEED – HOME GROWN OR OUTSIDE HIRES?Continued

Outside Hires – Helpful Practices

Cultural Fit Assessment – that identifies the alignment or gaps in the hire’s values, adaptability, business maturity, motivational fit, management styles and preferences.

A deliberate on-boarding and assimilation plan – that prioritizes and facilitates the new hire’s introduction to key stakeholders, processes and resources.

A 180-day transition plan – that consists of four stages: ask and learn; digest and decide; position and communicate; lead and implement.

Inside Promotions – Helpful Practices

Assessment of Potential – that identifies the alignment or gaps in the individual’s motivational drivers, adaptability, capacity for growth, job and career interests and drivers.

Development Plan – that identifies the gap in skills and/or key experiences, and the resources, activities and people who will support closing those gaps.

A 180-day transition plan – that expedites the hand-off’s between incumbents, level-sets peer expectations, and prioritizes key deliverables over the first 6 months.

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TIPS FOR EMPLOYERS THAT USE A PAYROLL SERVICE CCH, Incorporated

Issue: Your company recently contracted with a payroll service to help it meet its payroll tax responsibilities.

How can you monitor the payroll service provider to make sure it is doing everything it should?

Answer: Even if a payroll service is used, the employer remains responsible for meeting its payroll tax

responsibilities and could be financially liable if those responsibilities are not met. For employers that have

elected to use a payroll service, the IRS offers these tips:

• Deposit payroll taxes regularly with the U.S. Treasury using the Electronic Federal Tax Payment System

(EFTPS). You must register with EFTPS to use it. Your payroll service may complete this registration for you

and use EFTPS on your behalf, but how do you know the service is making your deposits?

• Enroll in EFTPS yourself to monitor your deposits. You can even make your own deposits. If a payroll service

enrolls your business in EFTPS, you will receive an EFTPS inquiry PIN. This PIN doesn’t let you use EFTPS, but

it does allow you to view your account. You should know when your payroll tax deposits are due and use

your EFTPS inquiry PIN to verify deposits made.

• Don’t let your payroll service change your address of record with the IRS. You want any correspondence or

other contact from IRS coming directly to you. That way, if there’s a problem, you’ll know about it. When

the IRS receives an address change for an employer, it sends duplicate notices to both the old and new

addresses so you’ll know if the IRS changed your address. The IRS urges employers not to change their

address of record to that of their payroll service provider.

• If you suspect your payroll service isn’t doing everything it should or suspect fraudulent activity by your

service provider, contact the IRS. You can file a complaint using IRS Form 14157, Complaint: Tax Return

Preparer. Check the box on Line #1 marked “Payroll Service Provider.” You can mail or fax the form to the

IRS; the mailing address and fax number are on the form. Any complaints about payroll service providers

will receive expedited review and investigation.

• If you get a letter from the IRS about a problem with your payroll taxes, contact the IRS and your payroll

service right away. If you’re not sure about your IRS letter, check out the “Understanding Your IRS Notice or

Letter” page on http://www.irs.gov/.

Source: SSA/IRS Reporter, Spring 2017.

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Amy Barnes Allegent Community FCU

Jennifer Brunner

Jamie Ciesielski AUMA Actuators Inc

Lori Cipkins Chris Candies, Inc.

Valerie Compeggie

Patrick Conley Amore Management

Tyler Craig NEP Group Inc.

Melissa Croll Carmeuse Lime & Stone

Matt Cuomo VBA

Sherry Detrick Allegheny County

Kelly Earlenbaugh, PHR|SHRM-CP ADP

Deb Everett, SHRM-CP Clarion University Foundation, Inc.

Marilyn Figlar Kennametal Inc.

David Gaborek Special Counsel, Inc.

Melissa Geweth Great Lakes Behavioral Research Institute

Christina Gordon Highmark Health

Kristen Graf, SPHR|SHRM-SCP Siemens Corporation

Lora Grasky Mobile Medical Corporation

Diana Hartman Light of LIfe Ministries Inc

Kathleen Himler Dale Carnegie Training

Beth Hoffman RIDC

Kady Huber ConsultUSA

Vania Jackson YMCA of Greater Pittsburgh

Ciara Little

Kim Manigault Community College of Allegheny County

Heather McDonald Calfrac Well Services

Carrie McGinness,SHRM-CP Cummins Inc

Lou Ellen Miller The Glen Mills Schools

John Monroe Service Systems Associates

Lynzi Mueller PacketViper, LLC

Lulu Orr Covestro Institute for Engagement

Brian Osborne, PHR|SHRM-CP Trib Total Media

Michelle Outcalt McConway & Torley LLC.

Mary Parker Just Collaboration

Kathy Partazana American Bridge Company

Andrew Racek Jacobson Associates, Inc.

Kaitlyn Rupprecht

Laura Seybold

Beth Stutzman UPMC Insurance Division

Stephanie Tobin

Margaret Toothman

Irene Weese Calfrac Well Services

Patrick Wilson Laface-McGovern Associates

Cindy Yurkovich Grob, Scheri, Woodburn, and Griffin Family Medicine

NEW MEMBERS

Congratulations to the following PHRA members on recently achieving their SHRM certification:

F. Michael Corica, SHRM-CP

Heather DeCarbo, SHRM-CP SAE INTERNATIONAL

Amy Hanrahan, SHRM-CP Chemistry

Kristina Kramer, SHRM-CP

ON THE MOVE

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The Pittsburgh Human Resources Association offers many valuable networking and education programs throughout the year. Keep an eye on the PHRA online event calendar for a complete and up-to-date listing of all programs. Register for an upcoming event today!

July 18HR Communication Survey: Findings and Taking ActionPHRA Training CenterHRCI & SHRM Credits

July 19Speed Networking Event

Southpointe Golf Club

July 25PHRA Member Appreciation Breakfast

Panera Mount Lebanon (Galleria)

July 28Annual Diversity Summit

PHRA Training Center HRCI & SHRM Credits

August 1The Five Behaviors of a Cohesive Team

PHRA Training Center HRCI & SHRM Credits

August 28Fall SHRM Certification Prep Class Begins

August 29PHRA Member Appreciation Breakfast

West Location TBD

August 30Rockin’ HR

DoubleTree – Green Tree

September 7Understanding and Developing Critical Leadership Skills: An Action-Based Workshop

PHRA Training Center HRCI & SHRM Credits

October 10 & 11PHRA Annual Conference & Exhibition

DoubleTree – Green Tree HRCI & SHRM Credits

Pittsburgh Human Resources Association

One Gateway CenterSuite 1852420 Fort Duquesne Blvd.Pittsburgh, PA 15222Phone: 412-261-5537www.PittsburghHRA.org

2017 EVENTS

20% TUITION DISCOUNTFOR PHRA MEMBERS

laroche.edu/HRM

LA ROCHE’S MASTER’S PROGRAM IN HUMAN RESOURCES MANAGEMENT GIVES GRADUATE STUDENTS A FOUNDATION FOR PROFESSIONAL SUCCESS. I LEARNED HOW TO CONDUCT RESEARCH, THINK CRITICALLY AND COMMUNICATE EFFECTIVELY NOT ONLY AS AN HR PROFESSIONAL, BUT AS A BUSINESS LEADER.

- PHYLLIS G. HARTMAN ’90 MSHRM President and Founder of PGHR Consulting Inc. and author

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