HRAGD Is In Great SHAPE!

Posted on May 7, 2012 by HRAGDAdmin

HRAGD recently received the great news – the Society for Human Resource Management (SHRM) in Alexandria, VA has recognized us with Gold EXCEL Award for its scope of work in 2011.

We are guessing, though, that most members don’t even understand what that award means or what HRAGD had to show to SHRM to receive it. So we hope you enjoy this brief explanation.

What is SHAPE?

SHAPE is an acronym for SHrm Affiliate Program for Excellence. Just like a college that has to meet certain standards to be accredited, chapters like HRAGD, who are affiliated with the national SHRM organization, must submit information to SHRM showing how it adheres to certain rules and that it is undertaking certain initiatives.

The EXCEL award is given to chapters based on their SHAPE submission.

What information is submitted to SHRM for SHAPE?

Bob Salter, HRAGD President Elect and the board member directly responsible for submitting the SHAPE plan to SHRM, states

Each VP on the Board had role in leading many Volunteers in Chapter programs and activities to varying degrees, each of which aided in our achieving the SHAPE Gold award.

In particular, SHRM requires the President to be very involved in national conferences, calls, webinars, as well as having our Chapter’s national SHRM membership exceed 30%.

We are also required to have a balanced budget and website presence.

SHRM also requires initiatives in several key areas, including succession planning, strategic planning, membership initiatives, and support of the SHRM Foundation.

Which initiatives were instrumental in HRAGD receiving such a high SHAPE award?

SHRM does not inform the chapter of which initiatives were crucial in determining SHAPE awards, but Bob Salter believes that “it was our comprehensive attention to the Core Leadership Areas that allowed us to be recognized.”

Is Gold the highest level award a chapter can receive?

There is only one higher award, which is Platinum level. In order to qualify for Platinum status, 100% of the chapter members also must be members of SHRM. Since 45% of HRAGD members are also SHRM members, we are not eligible for Platinum status.

Do you have additional questions about SHAPE and HRAGD’s plan? Please submit them in the blog comments!

Ultimate Software Hosts Interactive HR Workshop

Posted on April 23, 2012 by HRAGDAdmin

Ultimate Software, one of HRAGD’s Resource Partners, will be hosting an interactive HR Workshop on April 26, 2012 at The Westin Southfield-Detroit. Titled “Strategies From Industry Leaders in an Era of Change”, it offers breakfast, lunch, and a full day of ground breaking speakers. Best of all – there is no charge to register, and the workshop is approved for 4.5 HRCI credits!

Here is a detailed look at the session led by Jennifer McClure, president of Unbridled Talent. Jennifer recently gave this presentation to the New Mexico SHRM conference, and will present it again at the Illinois SHRM conference.

TITLE OF SESSION:

“3 Keys for Success in the New Normal—Recruitment, Retention & Leadership Development”

SUMMARY OF SESSION:

As the economy crawls out of recession and businesses begin to focus on growth and opportunity, human resources professionals and business leaders are faced with new challenges in regards to their employees and potential employees.

In this session, we’ll discuss several new and innovative strategies for attracting and recruiting the talent your organization needs, critical components of employee engagement and retention and how to identify and develop the future leaders your organization needs for success.

THREE KEY LEARNING OBJECTIVES:

1.     Traditional and new/innovative strategies for attracting & recruiting the Talent an organization needs.

2.     Engagement & retention drivers that organizations need to focus on to keep critical employees.

3.     Identifying future Leaders and the importance of Succession Planning throughout the organization.

So don’t delay and register for this exciting event today!

Diversity Disrupts

Posted on April 9, 2012 by HRAGDAdmin

Author and Keynote Speaker

(Our guest blogger is Joe Gerstandt, who is also our speaker at the April 2012 Chapter Meeting, co-sponsored with Michigan Diversity Council. Please see our events calendar to the right for more information, or visit our website to register. You will not be disappointed!)

Diversity disrupts.

Difference is a part of any and all social interactions. You may pay attention to it, you may ignore it, but it is there. All groups, all conversations, all interactions, all relationships contain difference…it is one of the basic building blocks of everything social. How the people involved deal with their shared difference is a key relational determinant.

Difference is also a natural social catalyst…it changes social groups. Whether the social group is a family or a neighborhood or an organization, when you introduce additional diversity into that group (or pay more attention to existing diversity) you are going to change that group in some way.

Diversity disrupts because it always brings tension with it. Tension activates human emotions, demands different relational skills and informs patterns of behavior. Whether a social group is moved towards realizing better outcomes or lesser outcomes depends on its willingness and ability to deal with the tension in a healthy functional way or not.

In some relationships, difference is avoided. Close friends sometime avoid issues that they disagree on. I have worked with senior leadership teams that are not willing or able to really disagree with each other. My family used to have big and long conversations about politics…it was easy and fun for us to do this as we mostly agreed politically. We do not agree politically any longer…and now we pretty consistently avoid political conversations. Our desire to avoid that conflict has disrupted this aspect of our relationship, and our ability to be whole and real with each other.

Sometimes difference is not avoided, but rather becomes the central focus and a source of conflict and dysfunction. These groups silo and segregate and are disrupted in a different way.

Sometimes groups have the skills and maturity to hold on to the tension of difference and use it. They are able to explore the intersection. These groups are innovative, they learn and adapt and they become greater than the sum of their parts. These groups are able to synthesize and recombine the variety of knowledge, perspectives, narratives, heuristics and experiences that they have access to; all of which is wasted in the other groups.

Diversity disrupts…it pushes groups in new directions.

Diversity work also has to be disruptive.

And here is the catch.

We have a lot of organizational and community leaders that say really, really nice things about diversity and inclusion today. I think that they sincerely like the idea of diverse and inclusive places to work and live.

But.

They are not crazy about disruption.

Lots of people really like the ideas of creativity and innovation; but lots of people do not like the tension, uncertainty and risk that actually feed innovation. Lots of people like the idea of being physically fit; but lots of people do not like the work involved in actually making that happen.

If you are doing diversity and inclusion work in your organization or your community it is going to be disruptive. If you are not rocking the boat in some way you are likely not doing anything.

When did you last ruffle feathers?

2+2=5, or Why your Bias Matters

Posted on March 26, 2012 by HRAGDAdmin

(This post was written by guest Victorio Milian . Thank you! One of the subjects in the picture, Joe Gerstandt, is our April speaker. Check out our events on this page for details.)

Pop quiz: Can you spot the diversity expert in this photo?

Here’s a hint: he’s the good looking one. The really good looking one.

Okay, so it’s obvious that the diversity expert is the gentleman to my right. Joe Gerstandt is a speaker, blogger, and consultant in the diversity and inclusion space. I’ve had the pleasure of meeting him and seeing his work. He’s good at what he does, so if you’re looking for someone in this arena, please check him out.

Now the reason I’m poking fun is that I’m sure some may have thought that I was the diversity expert. Don’t laugh; I’ve been approached by several well meaning people in the past who’ve thought that I was a subject matter expert in this area. I wonder why? Perhaps the person’s thinking went something along the lines of this pseudo-mathematical equation:

HR practitioner + effective communication skills + brown skin + dreadlocks = diversity thought leader

And while I certainly have opinions on the topics of race, diversity, and inclusion, they are just that–opinions. Those that work in the D&I arena are (for the most part) very good at what they do, so while I’m flattered, I always politely decline offers. Joe and others like him don’t need me giving their profession a bad name.

We all make assumptions. I’ll share one of my own, which involves a job candidate I was working with. I was vetting this person over the phone and we spoke for a long time. We had a great conversation and I was wrapping things up by going over the company’s benefits package. I was reviewing health care coverage, focusing on specific items for women. At that point the candidate interrupted me and, barely suppressing their laughter, made it clear to me that they wouldn’t need them–as they were a man, not a woman.

Oops.

The candidate’s voice and name led me to the wrong conclusions about this person. In this case my gaffe didn’t harm anyone. We laughed it off and moved on. Like I mentioned before, we all make assumptions. And while the examples I highlighted were more comedic than tragic, it’s important that we keep this thought front and center in our minds as we move through the world. As leaders, we should remain especially diligent, as our assumptions can have repercussions beyond mere embarrassment. Not to overstate what should be obvious, but your conscious and unconscious biases must stay out of your employment decisions.

Just like 2+2 doesn’t equal 5, make sure that your business processes and decision-making mechanisms add up correctly. It’ll save you and your organization some embarrassment, and potentially worse things.

Victorio is a creative and versatile Human Resources practitioner operating in the retail industry. Along with working for some of the most dynamic fashion and retail brands, he has been an active blogger for the past 3 years, and was recently named as one of the top 5 talent management bloggers by the illustrious Fistful of Talent. In his words: “My career path demonstrates an ability to take on new and greater challenges, successfully manage multiple agendas, as well as work across divisions and with diverse populations. This is Human Resources at its best-to maximize the people potential of an organization in order to create and sustain value. In short, I like working with smart people to do smart things.”

Consensus Decision Making

Posted on March 7, 2012 by HRAGDAdmin

Making decisions by consensus is far and away the most desirable approach, but achieving it is much easier said than done.

The reason for its desirability is that consensus can lead to full digestion of the facts and arrive at sound, evidence based solutions. Unfortunately, there is one major stumbling block: humans are social creatures and readily influenced by the views of others. Kurt Lewin , a pioneer in social psychology, demonstrated in his studies that the need to conform can lead individuals to distort or revise initially accurate perceptions.

How, then, do we take the social interplay out of consensus decision making? Having chaired hundreds of management team meetings, I think it starts with the group leader. As the group leader, I could not sidestep the fact of my authority and people’s concern about displeasing an authority figure. To overcome that obstacle, I used many approaches to make disagreement “safe.”

I started by making it clear that this was a brainstorming decision, not a social niceties session. Our job was to test ideas, regardless of source, fully digest them and come up with well-informed solutions. Unfortunately, what many consider “consensus” is not consensus at all. It’s compromise in which some win, some gain. Compromise isn’t all bad, but it isn’t the best of approaches. First, some members will feel they yielded their judgment in order to reach agreement. Second, the group will not have fully vetted the data at hand. Our political process is based on compromise, which often leads to the “least worst” solution.

When dealing with thorny issues within the management team, I sometimes opened the meeting with a teaser, like saying: “ I have this great idea that I know is too good to be true. Tell me what’s wrong with it.” At first, there would invariably be cautious silence. Eventually, as my team became thoroughly assured that when I asked an honest question I was seeking an honest answer, the awkwardness gave way to quick engagement.

Treat the idea as something laid out in the middle of the table for all to see and examine. That tends to reduce social fears and more readily gets down to constructive problem solving. As I earned trust, team members quickly told me something I overlooked. I always thanked them for affirming my suspicion of “too good to be true” and went on to “now let’s look at what will work.” The hunt was on for the best idea the team could find. Team members became fully engaged in the brainstorming effort and had only one focus: good solutions.

This enthusiastic engagement and determination to come up with good solutions led to laughter, and fearless presentation of “what-if” thinking. This is when breakthroughs happen.

When we hit, everyone knew it. Faces glowed with pride of ownership. A great solution somehow emerged from the middle of the table. I could never trace the idea’s origin, but that was unimportant. Most important was the feeling of jubilation over having reached our solution. That is what consensus looks like. When it’s impossible, or no one cares, to trace sources of an idea, that’s your signal that a true consensus decision was achieved.

Sometimes people can be incredibly timid. Here’s a technique to deal with that. Lay out the problem and ask individuals to write their ideas in a sentence or two. Then post the ideas on a board and examine them as a group. Allowing people to lay out their thinking anonymously is a great icebreaker. When everyone is scanning the results on the board, the focus of discussion bypasses political correctness and yields results. Typically, you will find multiple clusters of similar ideas. That’s the place to start. Start with the highest area of agreement and work downward. The resulting discussion typically tries to assimilate all the perspectives listed. Again, the issue is well-considered and yields evidence-based solutions. I’ve done this many times. It works.

Only when ideas – regardless of origin – are thoroughly vetted does a group arrive at true consensus.

This post was written and submitted by John Macek, a CEO for 17 years. He is the publisher of Bosshandbooks (www.bosshandbooks.com) and creator of My Life Preferences (www.mylifepreferences.com.)

Five Tips For Handling Problem Employees

Posted on February 28, 2012 by HRAGDAdmin

It is inevitable that you’re going to run into a problem employee at some point in your career. How you handle the situation will determine whether a problem is minimized or becomes an ongoing struggle. A good suggestion is to identify the who, what, where, why and how of the matter. Only then can you start finding the best solution.

1. Head problems off at the pass

Problem employees often have the same sense of entitlement as a toddler. When a two-year-old realizes she isn’t getting what she wants, the pouting starts. After a short five minutes with no results, she turns on the waterworks. If that doesn’t seem to work, she ups the stakes again with a shrill scream until her parents give in, or she wears herself out and comes back down to reality.

Employees will often work in the same way. What might start as a low grumble to a co-worker can quickly escalate to a big problem involving multiple employees, managers and HR. Be proactive and try to rectify the situation before it becomes a screaming situation.

2. Don’t fight anger with anger

It’s natural to feel angry when someone is being unreasonable, but fighting anger with anger isn’t going to fix any problems and will often only create more headaches. If the problem employee sparks your temper, take time to gather yourself before handling the issue. Two angry parties are likely to talk over one another and aren’t often inclined to listen. Talk with the employee after giving him or her some time to cool down. Only then will you start to fix whatever issue is at hand.

3. Don’t ignore the rebel with a heart of gold

It is easy to root for movie characters that are a mix of rebellion and kindness (think Ferris Bueller). Rebelliousness may work in Hollywood, but it can get everyone in trouble at the office. A lot of companies have that employee who may do a great job and perform well, but also can’t help themselves from breaking company rules.

While looking the other way might seem like a good answer, it’s merely like putting a piece of gum over a leaky pipe…sooner or later it’s going to fall off and start gushing. The problem employee will start breaking more rules and other workers will see that corners are being cut and be apt to follow suit. Your mouth is going to get really tired trying to chew all that gum to cover up the leaks!

As soon as you see a rule being ignored, address it with the employee. Explain that procedures are in place for a reason and that no one is above following them. By giving them a warning and handling the situation with respect, you’ll send the message that you’re aware of what’s going on and that you won’t tolerate rules being broken.

4. Inconsistent attendance might be caused by a problem

Do you have an employee who is always calling out of work? Are the excuses getting more and more stretched from the truth every time? Your employee may have a serious problem that they’re trying to deal with at home. It’s important to sit down and try to find out what might be going on. Try to work out a plan of action (from a work standpoint) to help the employee with the issue and get them back on track. If it seems to be a personal problem that isn’t going to go away, action may need to be taken to ensure the company is running at its greatest capacity.

5. Know your limits

Not every problem can be solved by you. Understand when professional help might best serve everyone involved, especially the well-being of your employee and co-workers. Some problems won’t ever be solved, often because the person refuses to make the necessary changes required. Termination may be the only alternative.

No matter the problem, treating everyone involved with respect should help relieve tension and move toward fixing the issue at hand.

This post was originally published at www.joanginbsberg.com. University Alliance submitted this article on behalf of Villanova University’s online programs. Villanova offers online human resources training courses in addition to a masters in human resources development program. For more information please visit their site at http://www.villanovau.com.

US Citizenship and Immigration Services (USCIS) Announces Completed Expansion for E-Verify Self Check

Posted on February 16, 2012 by HRAGDAdmin

(CLICK ON THE LOGOS ABOVE FOR MORE INFORMATION ON THESE PROGRAMS)

On February 9, 2012 the U.S. Citizenship and Immigration Services (USCIS) announced that Self Check, a free online service of E-Verify that allows workers to check their own employment eligibility status, is now available in all 50 states, Washington, D.C., Guam, Puerto Rico, the U.S. Virgin Islands and the Commonwealth of Northern Mariana Islands.

The program was launched in March 2011 by Secretary of Homeland Security Janet Napolitano and USCIS Director Alejandro Mayorkas, with the goal of expanding Self Check nationally within one year.

Since the initial launch in March, approximately 67,000 people have used Self Check and anticipation that participation will dramatically increase with service now available to individuals across the country.

Self Check was developed through a partnership between the Department of Homeland Security (DHS) and the Social Security Administration (SSA) to provide individuals a tool to check their own employment eligibility status, as well as guidance on how to correct their DHS and SSA records. It is the first online E-Verify service offered directly to workers. Available in English and Spanish, Self Check enables individuals to enter the same information into Self Check that employers enter into E-Verify.

. . . and now for the rest of the story.

FAQ’s for Self Check:

May I require my employees, or potential employees, to use Self Check?

No. You may not require your employees or potential employees to use Self Check under any circumstances. Requiring applicants to provide proof of their employment authorization before establishing an employment relationship is known as “pre-screening” and it may constitute a violation of the anti-discrimination provision of the Immigration and Nationality Act. Additionally, you may not require an employee, once hired, to use Self Check. You may use the E-Verify program to verify the work eligibility of hired employees. More information about E-Verify can be found here.

If a new employee has used Self Check, does a Form I-9 still need to be completed?

Yes. A “work authorization confirmed” from Self Check does not take the place of the Form I-9 requirement. Newly hired individuals must still fill out Section 1 of the Form I-9 and present unexpired work authorization documents. You, as the employer, must examine the documents presented and fill out Section 2 of the Form I-9.

If a new worker has used Self Check, must I still create a case in E-Verify for that employee?

Yes. If your company participates in E-Verify you must create a case in E-Verify for all newly hired individuals, including those who may have used Self Check. Self Check does not provide users with a work authorization credential. Please remember that you can never under any circumstance require a worker (current or potential) to use Self Check.

If Self Check shows that an employee is authorized to work, am I protected from any future claims that I hired an unauthorized worker?

No. Self Check does not create a legal presumption that the employer has not violated immigration law.

Credential Check is the nextgen of background checks and drug testing, streamlining your hiring process from job requisition – backgrounds – hire packet. Contact Michael Pachuta, President, at 888.689.2000 or michael.pachuta@credentialcheck.com. Visit their website for more information.

Top Performers Boost Your Bottom Line

Posted on January 30, 2012 by HRAGDAdmin

By Stacey Carroll, CCP, SPHR, PayScale.com

As many HR professionals and business owners know, your top performers can be the difference between a company that is successful and a company that is not. And, that holding on to your best team members often requires strategic compensation planning, beyond the basics. But, you may not be able to convince your fellow leaders that you need these compensation policies. Hopefully, the following information will help.

Risks Associated with Losing Top Performers

Most of you already know the importance of retaining top performers. Nearly any HR person can speak to this concept. But, a lot of times, what we are looking for are ways to explain this or have conversations internally with our business leaders.

I believe that a lot of organizations give lip service to people being their most important asset. But, we don’t see those ideas trickle down into some of the policies or practices of organizations. As HR professionals, we need to make sure that the risks associated with losing top performers are not just based in theory. We can show that attracting and retaining top performers is truly is the differentiator between good and great companies.

Top Performers Are Always Looking

There was some research from a SHRM whitepaper that said, “Did you know that 40-50 percent of top performers are actively looking for a job? This percentage is significantly higher than middle or low performers.”   The whitepaper was specifically about the economic recovery. And, while the worst of the economic downfall caused people to hunker down and stay where they are, many people are now looking for new jobs. And, as this whitepaper showed, it is really your top performers who are doing most of the looking. I hope that this information incites some fear in you. I know that many HR people know that without our top performers, the company would be in worse shape.

What Are the Risks Associated with Losing Top Performers?

Top performers contribute most to the bottom line. I had an opportunity recently to attend a seminar and the
presenter did a fascinating talk about ROI on labor dollars. There were calculations on revenue per employee. And, what the research was looking at was, “Which are the companies that drive more revenue per employee than others?”   As you can imagine, many of the companies at the top of the list were companies that we admire and that have a really strong business model. For example, Google was one of those top companies. Their return for every dollar spent on labor costs was 13x. This number was significantly higher than similar organizations, like HP or Dell and others.

Labor ROI Matters

That achievement is a big deal. As we all know, labor dollars are a huge spend for any company so getting a good return on that investment is crucial. I think that, as an organization, we need to benchmark ourselves to those numbers; take a look at what our return is on our human capital investment. What is even more interesting is that this presenter went into even more detail about top performers. The stats on top performers are off the charts. If you think about those folks that have those innovations in their head or they really contribute to the competitive advantage of your organization, those folks are contributing even more to your bottom line.

Get a Great Reputation with Top Performers

This isn’t lip service to supporting top performers. This is real, hard data about companies that are successful and companies that are not. And, top performers are a pretty key part of that. The beautiful thing is, once you establish a reputation of being a high performance culture, you attract more top performers to you. Google does a lot with their recruiting but, at the same time, a lot of people want to work there simply because of their reputation as an employer. It ends up having a very positive effect that builds on itself. The element of reputation is one of the biggest reasons to work on retaining top performers and get them boosting your bottom line.

Stacey Carroll, M.B.A., CCP, SPHR, is the director of professional services and education at PayScale.com. She is an adjunct professor in the College of Business and Economics at Western Washington University, as well as a highly-regarded presenter and educator at major HR conferences and in PayScale’s online HR webinar series. Ms. Carroll earned her Professional in Human Resources (PHR) in 1999, her Senior Professional in Human Resources (SPHR) in 2006 and her Certified Compensation Professional (CCP) in 2011. She has worked in human resources for the last 12 years at companies such as Nordstrom, Trendwest Resorts, CH2M Hill and Western Washington University. Ms. Carroll has held numerous roles with increasing responsibility within human resources and has expertise in benefits and compensation administration, as well as employee relations.

With more than 2,100 corporate customers and the largest database of individual compensation profiles in the world, PayScale is the leading provider of compensation management Web software for employers, as well as tools to help employees better understand their value in the market. Products include PayScale MarketRate™ and PayScale Insight™.

Do You Have A Paul Revere Or A William Dawes Network?

Posted on October 25, 2011 by Joan

Paul Revere Image via Wikipedia

Back in 2009, when I was an active job seeker, I often promoted my social network on my resume, cover letter, or recruiter phone call as a valuable personal resource that I could use to aid the potential employer. Unfortunately, most HR pros and recruiters didn’t understand how my network was an asset that could be of any use to them.

My actions were validated at the HRAGD October chapter meeting, where speaker Brian Uzzi of Nortwestern University’s Kellogg School of Management presented “The New Science of Networks”. In this presentation, he made it very clear that it was not only important for business leaders to have a network, it was necessary for leaders to strategically create that network.

Brian began by discussing Paul Revere, that legendary night rider of the Revolutionary War, and how we obviously all knew who he was and what he had done. How about William Dawes? Do you know who he was? Me, either.

William Dawes, it turns out, was also a midnight rider tasked to warn colonials about British troop movements, just like Paul Revere. In fact, William Dawes road further and longer than Paul Revere did on the night of April 18, 1775.

So why have most of us never heard of William Dawes? The difference, according to Brian Uzzi, was the composition and value of their networks.

Revere was a talented silversmith with many customers, a dentist, a Mason, and a political activist. He connected with multiple people across all walks of life. According to Malcolm Gladwell and his book The Tipping Point, Revere was a connector and Dawes a more “ordinary man.”

William Dawes Image via Wikipedia

The Dawes network was low in diversity and high in redundancy, with no brokers to move the message outside to other networks – the contacts were all familiar with each other and unable to spread the word beyond those who had already heard it. In words familiar to the online HR world: an echo chamber.

The Revere network had 3 key properties that Uzzi claimed made it “rich in social capital”:

TRUST – the willingness to share private information
DIVERSITY – multiple skills and backgrounds
BROKERAGE – key contacts who can push information out to other networks

Most people have a Dawes echo chamber or clique because networks are created with people we trust and feel comfortable with for one or two reasons:

The Self-similarity Principle – picking ties that have similar training, experiences, and intellectual backgrounds.
The Proximity Principle – we are inclined to choose ties in the same departments, units and teams as us.

According to Uzzi, the way to build trust, diversity, and brokerage into your network is by embracing the Shared Activity Principle. Engaging in activities that require interdependence of two or more people, have something at stake, and attract people who are passionate about the activity are those that best connect you to a cross section of people and create a network with the most value. Examples of these activities are team or partner sports, volunteer groups and associations, community service, and cross-functional work teams.

In fact, Uzzi claims if your network is more than 70% self-similar, you will have diminishing or negative returns instead of value.

So I will continue to play flyball, do community theatre, and volunteer extensively to keep my network diverse. How about you?

HRAGD and the 101 Best and Brightest

Posted on September 29, 2011 by HRAGDAdmin

Today the 101 Best and Brightest Companies to Work For held their Metro Detroit region awards and event at historic The Dearborn Inn. HRAGD membership was in evidence, with several companies with an HRAGD link winning awards. Two HRAGD members, Pam Strohmeyer and Jessica Gard (Director of Member Services/Retention) also participated in a panel discussion during the Education Workshop session called “The Talent War’. The exhibit booth was manned by Christine Blauvert and Chris Beltz, who also accepted an award for his company, Human Capital. Congratulations and thank you to all HRAGD members who help make Metro Detroit companies great workplaces!

Chris Beltz and Christine Blauvelt at the HRAGD booth

Jessica Gard and Pam Strohmeyer on The Talent War panel

Jessica Gard and Chris Beltz received company awards

HRAGD Blog

Human Resources Association of Greater Detroit – a SHRM affiliated chapter