Landrum Human Resource Companies Blog

Catastrophe? or Manageable Inconvenience?

Catastrophe? or Manageable Inconvenience?

September is National Preparedness Month (NPM), a nationwide effort sponsored by the Federal Emergency Management Agency’s Ready Campaign in partnership with Citizen Corps. We are pleased to announce Landrum Human Resource Companies is taking part in this nationwide effort to help the communities we serve prepare for emergencies. This year, NPM focuses on encouraging you and other Americans to take active steps toward getting involved and becoming prepared. Preparedness is everyone’s responsibility. We have to work together, as a team, to ensure that individuals, families, and communities are ready.

Throughout NPM we will be posting specific information and tools that we have implemented here at Landrum. Our business continuity goal is to turn potentially catastrophic events into manageable inconveniences.

Click on the NPM icon below or visit for more preparedness information or to explore ways that you can get involved. You can also view the current Public Service Announcement below.

Melissa K. Miller, PHR

As Strategic Management Specialist for Landrum Human Resource Companies, Melissa is responsible for facilitating inter-departmental process improvement, strategic planning and capacity management. Certified as an Associate Business Continuity Professional (ABCP) Melissa leads Landrum’s Business Continuity Team. For the clients of Landrum Consulting Services, she leads Strategic Planning Retreats and Focus Groups. Melissa is certified as a Professional in Human Resources (PHR) by the Human Resources Certification Institute.

Mayberry Monday – “A Medal for Opie”

August 30, 2010

Mayberry Monday – “A Medal for Opie”
By Holly McLeod, PHR

Mayberry was a town rooted in tradition. Every year the boys of the town – remember from last week that this was a time before gender equality – would eagerly line up in the sheriff’s office to sign up for the annual Sheriff’s Boys Day Race. The youngsters would enter one or more races and wait with much anticipation until the big day came, each with their sights on winning the race and coming home with a prized medal.

Opie was no different when he signed up to run the 50 yard dash. He told his Paw, Sheriff Andy Taylor, and Deputy Barney Fife how he was “gonna get [him] that medal.” Barney bragged to Opie about the fast runner he was when he was younger, so Opie asked Barney to help him train for the race. They worked with a jump rope for a while, then Barney got on a bicycle while Opie ran behind. Of course it didn’t take long for Barney to tire and their roles to reverse, and it was Opie who was running ahead of Barney and his bike.

The night before the race Opie fell asleep and dreamed of running faster than anyone else had ever run. He dreamed of winning race after race, to the point his shirt had so many medals on it that he had to turn around and get one pinned on the back! Winning a medal was so important to Opie that it was all he could think about. To Opie, winning a medal meant that he would earn everyone else’s respect.

At last the day of the race had arrived. The 50 yard dash was the first event of the day, so Opie lined up with the other boys until Barney fired the shot that signaled the start of the race. Opie began running with the other boys, but quickly fell behind. The first, second and third place winners ran across the finish line with Opie still far behind. By the time Opie reached the end of the race, the track was already filled with parents, friends and other well-wishers to congratulate the winners. As the winners’ names were called, Opie slowly walked away with his head down.

When Andy and Aunt Bee returned home they found Opie slumped on the couch. Aunt Bee went to prepare lunch, and Andy sat down to talk with Opie. Andy explained that the important thing was that Opie had tried, but Opie said they don’t give medals for trying. Andy then explained that it’s more important to know how not to win something. “It’s nice to win; that’s easy,” Andy said to Opie, “It don’t take courage to be a winner. It does take courage to be a good loser. You want to be a good loser, you be proud of your friends that did win and you’ll congratulate ‘em for it.”

Opie was so full of pity that he replied, “I won’t. They beat me and they got my medal.” Andy said that if that was the way Opie wanted to be, that was fine as long as they understood each other. He then said something that got Opie’s attention — “I’m disappointed in you.”

To Opie, nothing in the world mattered more than winning a medal. A medal would have shown everyone else that he was best at something. A medal, though, is in the eye of the beholder. People are motivated by different things, but no matter what the motivating factor may be it is still something that must be “felt” by the individual. In the book Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink, Pink explores intrinsic motivation – motivation that comes from deep inside the individual regardless of what outside motivators there may be. According to Pink, there are three elements of motivation; autonomy, mastery and purpose.

Had Opie really wanted to win that race for the purpose of doing his best, I imagine he may have shown greater sportsmanship to his friends who ran faster than he did. Had Opie not been solely motivated by the medal, he may have realized that preparing for the race had made him a faster runner than before. He may have realized that he was in better shape than before and that he should set his personal goals to do better next year. All in all, what Opie needed was to recognize his intrinsic motivators. If he didn’t possess intrinsic motivation for running, then perhaps he would have been happier pursuing other goals.

After thinking long and hard about what Andy had said, Opie later came to the sheriff’s office to tell Andy he didn’t want his Paw disappointed in him. They shared a heartwarming hug, and Andy asked Opie if he thought about what he had said. Opie said he did, but didn’t understand why he was supposed to be happy about losing. Andy explained you don’t have to be happy about losing. “Sometimes you win. Sometimes you lose. When you lose, that’s where you have to take yourself in hand, showing it ain’t getting you down and that you’re a good sport about it, and that you’re gonna try again.” Opie said he understood, and that he was going to have to try to win the race again next year. Andy replied with the words Opie most needed to hear; “I sure am proud of you.”

Opie finally learned the lesson Andy was trying to teach. We each have goals, and we each have different motivators. Opie’s sole motivator had been winning a medal. He eventually learned the value of not only winning, but in running the race. I encourage you to find what motivates you, then go for the gold!

See you next Monday. Stay tuned…
Holly McLeod is a Human Resources Manager for Landrum Professional Employer Services and Landrum Consulting. She is a certified professional in human resources (PHR) and has more than 15 years of human resources consulting in the corporate world, healthcare and manufacturing environments

The Great Recession – Where is Your Opportunity?
August 24, 2010, 3:29 pm
Filed under: Human Resources, Landrum Lagniappe, Notes from Jim | Tags: ,

The Great Recession – Where is Your Opportunity?
By Jim Guttmann, SPHR

When I was around 11 years old my uncle said to me, “Don’t be so eager to tell someone about something bad that happened to you, because someone stands to gain from it.” Believing in the good in people at a very young age, it was hard to come to terms with the truth in that statement. Indeed, there is opportunity in the misfortune of others.

As an adult, however, I came to realize a far more important truth: Don’t be so stuck in the doom and gloom when something bad happens, because YOU may be missing out on an opportunity right in front of you. Now, there may be skeptics out there that believe that’s just another “feel good” statement. We’ve all heard it, “When life gives you lemons, just make lemonade!”

However, it isn’t that difficult to find instances where others had huge success after some failure or misfortune. In 1980, Jennifer Arnold was 16 years old when she woke up one morning unable to walk. Diagnosed with multiple sclerosis and confined to a wheelchair for two years, she shut down. Then, her application for a service dog was denied by an organization. In response, Jennifer and her father dreamed of starting a company that would help other people like herself. Tragically, her father was unexpectedly killed by a drunk driver, postponing those plans. In the face of these catastrophes, Jennifer saw an opportunity to honor the memory of her father. She founded Canine Assistants in 1991 that breeds, trains, and places service dogs with people who have physical disabilities, seizure disorders and other needs. The organization

Jennifer Arnold,

has placed over 1,000 assistance dogs to date. To read more about Jennifer’s story, click here.

Like Jennifer, many people have found more significance and purpose in life after a major catastrophe. Sometimes failure and/or misfortune changes your circumstances and environment just enough to cause you to step back and reassess priorities that can then lead to success beyond what was initially seen. With a little creativity and imagination, you can find that rainbow even under the toughest of circumstances.

In a public address on April 12, 1959, John F. Kennedy said that, when written in Chinese, the word “crisis” is composed of two characters – one represents danger and the other represents opportunity. According to Hugh Miller in Snow on the Wind, problems are only opportunities with thorns on them.

In an article found in the February, 2010 issue of HR Magazine, it is reported that The Great Recession will result in employees being less loyal, more skeptical of what they hear from managers, less likely to take risks and more likely to seek secure employment. Additionally, “older workers” may stay longer than they originally planned and “younger workers” may find that their promotional opportunities are inhibited. Those circumstances may certainly represent a potential setback for your business from what you have experienced in the past.

It may serve us all well to remember a quote from Albert Einstein, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them”. In light of what appears to be a set back, where do your opportunities lie?

Jim Guttmann, SPHR

As a Landrum Professional Human Resources Manager, Jim is certified as a Senior Professional in Human Resources (SPHR) and has over 20 years of HR generalist experience for a large government contractor and Fortune 500 Company. He holds a Masters in Business Administration from Florida State University and is an active member of the Greater Pensacola Chapter of the Society for Human Resources Management (GPCSHRM), previously serving as their Vice President of Information Services and Chairman of the Workplace Diversity Committee. Jim is also certified as a County Mediator and in the administration of the Myers Briggs Type Indicator (MBTI).

Mayberry Monday – “Ellie for Council”
August 23, 2010, 10:48 am
Filed under: Human Resources, Landrum, Landrum Lagniappe, Mayberry | Tags:

August 23, 2010

Mayberry Monday – “Ellie for Council”
By Holly McLeod, PHR

Ninety years ago this month (August, 1920) the 19th amendment to the Constitution was signed, granting women the right to vote. Many women paved the way to reach that goal including Susan B. Anthony, a renowned civil rights leader who played an integral role in the women’s suffrage movement of the 19th Century, and Julia Ward Howe, an author who wrote and lectured on women’s rights and who also penned the words to “Battle Hymn of the Republic”. Since then there have been many gender equality laws passed such as the Equal Pay Act, the Pregnancy Discrimination Act and most recently the Lilly Ledbetter Act. But even in 1960, many years past the days when a woman’s place was “in the home,” things were different than they are today.

In 1960 America was waking up from the innocence of the 1950’s; rock and roll was beginning its heyday, teenagers were gyrating to a new dance craze called The Twist, Xerox introduced its first reproduction machine, John F. Kennedy won the presidential election, the United States sent its first soldiers to Vietnam, my mother only had five children instead of six because I hadn’t been born yet, and an epic television show premiered – The Andy Griffith Show.

As the U.S. was in the throws of the “cold war,” even peaceful Mayberry had its share of political upheaval. Sexual politics, that is. In1960 the stereotypical “fairer sex” was still largely relegated to housekeeping and child rearing. Even though women had been given the legal right to vote for many years, during this time many started to speak up more loudly about gender rights. Ellie May Walker was one of them. Ellie came to

reprint from

Mayberry to help her Uncle Fred run the local pharmacy, Walker’s Drugstore, and she eventually became Sheriff Andy Taylor’s girlfriend. When Ellie realized Mayberry’s Town Council was comprised entirely of men, she decided to campaign for a seat at the masculine table.

Male chauvinism was rampant in Mayberry as the men folk became incensed that a female had the audacity to run for Town Council. The ladies of the town were all excited that they would get a female representative in government. The men decided it was in the town’s best interest to ward off this impending disaster. They knew they held the purse strings of their families, so the men came up with the seemingly brilliant idea of withholding money from their wives. To counter, the women knew they also had power over their husbands so they decided to withhold their “wifely” chores like cooking, housekeeping, and keeping their husbands’ clothes all nice and laundered.

Mayberry was in a stale mate. In one camp were the men, bent on stopping the tomfoolery of having a female on the Town Council. In the other camp were the women, bent on making their husbands’ lives miserable unless they acquiesced to voting for Ellie. It was a full blown battle of the sexes. Only Deputy Barney Fife seemed to be unscathed, being the only unmarried man in the bunch. However, his peace quickly came to an end when the other men found out he had signed the petition in order to get Ellie’s name on the ballot.

Even the youngsters got in on the game. Andy’s son Opie mimicked the comments he had heard his Paw and others say about women. It wasn’t until Andy heard his own negative words come out of the mouth of his child that he realized how foolish he had been. Subsequently, Andy had a change of heart and made a speech to rally the others in favor of Ellie. The result was Mayberry’s first female Councilman… I mean, Councilperson.

When “Ellie for Council” first aired on December 12, 1960, the Civil Rights Act hadn’t yet become law, nor had a myriad of other gender equality laws mentioned earlier. It was still legal to make hiring decisions based on gender; it was still acceptable to pay employees differently based on gender; and it was still permitted to have arbitrary dress and appearance expectations based on gender.

1960 was a long time ago, but I’d like to believe we can still appreciate the lessons from that era that Andy and the gang learned about the value of others — at home, in politics, and in the workforce. I would also like to think that Susan B. Anthony, Julia Howe and their contemporaries would be proud of how far we’ve come.

See you next Monday. Stay tuned…
Holly McLeod is a Human Resources Manager for Landrum Professional Employer Services and Landrum Consulting. She is a certified professional in human resources (PHR) and has more than 15 years of human resources consulting in the corporate world, healthcare and manufacturing environments

Since the Advent of Emergency Unemployment Compensation…
August 17, 2010, 10:57 am
Filed under: Human Resources, Landrum, Landrum Lagniappe | Tags: , , , ,

Gayle Meacham, PHR
Unemployment Compensation Administrator

Emergency Unemployment Compensation (EUC) is a federal unemployment program that provides benefits to individuals who have exhausted regular state benefits. As well-publicized by the press, the program has been modified or extended several times. Most recently, on July 22, 2010, the President signed the Unemployment Compensation Extension Act of 2010, which extended the expiration date of the EUC program to November 30, 2010. In some ways this seems not only an extension of benefits, but an expansion of unemployment insurance (UI) woes.

For some people, EUC has been a lifeline; however, the repeated program extensions seem to have created an attitude of “entitlement” versus “insurance.” State agencies report that fraudulent claims and uncollected overpayments have increased dramatically. Martha Johnson, Alabama Department of Industrial Relations, recently reported that every person in the agency with unemployment insurance experience spends two hours each day focusing on overpayments and fraudulent claims.

Some individuals seem to have an unclear interpretation of a simple question such as, “Did you work or have any earnings?” For example, one person who accumulated a sizable overpayment recently argued that she didn’t think she had to report earnings from a temporary help firm assignment. Claimants who file fraudulent claims give varying excuses. Here are a few of the actual excuses reported by claimants:

• I was desperate.
• I will pay it back when I get a job.
• You don’t know what a tough time I was having.
• I didn’t do anything wrong. The state made a mistake.
• It wasn’t a guaranteed job.
• I didn’t know how I was going to be paid.

Keep in mind, employers cannot be excused from their contribution to the UI woes. Some employers erroneously classify workers as “contract” workers. However, when one of those workers files for unemployment and no wages have been reported, red flags start flying. If the determination is made that a claimant should have been an “employee,” the result is back taxes and penalties.

Adding to the mix of UI woes, overpayments are also fueled by state agency inefficiencies. While agencies might argue lack of funding, lack of manpower, etc., the fact remains that overpayments result when an unemployment claim is not promptly and properly determined. By the time an employer detects an incorrect charge to the tax account, the claimant likely has been paid benefits to which he/she was not entitled. While there are provisions for recoupment of improper benefits, the amount of uncollected funds is staggering.

So, is EUC an extension of benefits—or and expansion of woes? A much talked about topic nowadays is “UI Integrity.” It appears integrity is needed across the board — the agency, the employer, and the unemployed individual.
Gayle Meacham is the Unemployment Compensation Administrator for Landrum Companies. She is a certified professional in human resources (PHR) and has more than twenty years of human resources experience, specializing in unemployment compensation.

Mayberry Monday – “Opie’s Newspaper”

August 16, 2010

Mayberry Monday – “Opie’s Newspaper”
By Holly McLeod, PHR

I had the privilege of growing up in a small southern town. It isn’t Mayberry, but it’s certainly not a booming metropolis like Chicago, Atlanta or New York. It’s bigger now than it was 40 years ago but my Alabama hometown can still boast of a true southern quality of life, complete with high school football games, going out to eat after church on Sunday and, I imagine, a rumor or two circulating among the citizens.

I don’t recall the rumor mill being prevalent while I was growing up, but in some towns it can absolutely run amuck. Mayberry certainly had its fair share of gossip. On one occasion Sheriff Andy Taylor made fun of Aunt Bee and her and female friends’ love of spreading gossip; Aunt Bee retaliated by starting a rumor that had all the men folk in town buying unwanted pairs of shoes because they thought the shoe salesman was a talent scout for a television show. Another time, Deputy Barney Fife saw Andy and his girlfriend Helen Crump kiss outside the jewelry store. He automatically assumed that Andy had proposed to Helen, and organized an engagement party for the two of them. Imagine the embarrassment this caused Andy and Helen when they had to tell everyone they were not engaged, as well as the embarrassment it caused to the townspeople who got caught up in Barney’s well-intended imagination.

Yes, Mayberry indeed had its share of gossipmongers. One of the columns of the local newspaper was called “Mayberry After Midnight” (a favorite of Aunt Bee’s), that listed all of the local gossip with each edition. You can imagine the fodder this provided Aunt Bee and her friends like Clara Edwards and Emma Watson!

Andy’s son Opie and Opie’s friend Howie decided to make their own newspaper, The Mayberry Sun. They printed it in Howie’s garage on a print machine Howie got for his birthday. The first edition of the Sun didn’t sell as well as Opie and Howie had hoped. Well-meaning Barney told Opie they needed to write some “hot copy” — that’s “newspaper talk for stories” — that would sell. Opie and Howie then turned to “Mayberry After Midnight” for their inspiration.

They covertly eavesdropped on Andy, Barney and Aunt Bee, then wrote the second edition of The Mayberry Sun and decided to give it away for free to try to increase future sales. When the unsuspecting trio of influence read the latest copy of the newspaper, they quickly sat up in surprise. Andy’s casual comment about the preacher sometimes being “dry as dust” was there. Barney’s offhanded observation that a jealous man’s wife was a “blonde right out of a bottle” was there. And Aunt Bee’s admission that Mrs. Foster’s chicken a la king “tasted like wallpaper paste” was there. These comments had been made carelessly and thoughtlessly, yet here they were in black and white print for all of Mayberry to see.

Andy and company had no other alternative; they had to go out and try to retrieve each copy of The Mayberry Sun that had been dropped on every front porch on Willow Avenue, Elm and Maple. Along the way Aunt Bee ran into Mrs. Foster, who promptly invited the Taylor family for a supper of leftover chicken a la king. Barney encountered the blonde’s husband, who angrily ran Barney off his property. Andy came upon the preacher who, after reading Opie’s paper, told Andy he figures he had Andy “hog-tied into teaching Sunday School for a whole month of Sundays.”

I believe the Mayberry gang all learned their lesson about gossiping and making careless comments about others. Employees might not be so quick to learn the same lesson. Workplace gossip can be a serious issue and can cause problems within your organization if not sufficiently or timely addressed. Employees can be deeply affected by cruel or thoughtless comments, and sometimes it’s necessary to intervene. Employees should be educated on appropriate topics of office conversation and what constitutes inappropriate gossip, in order to prevent a detrimental outcome to your organization and employees.

Managers and supervisors have a responsibility when it comes to stopping workplace gossip before it becomes a problem. In his article “Facing Down Workplace Gossip,” Robert Bacal, publisher of the newsletter and CEO of Bacal Associates and Work911, points out that managers and supervisors should:

1. Make it clear that you aren’t interested in hearing it.
2. Make it clear that gossip is not appropriate.
3. Improve communication about workplace issues.
4. Talk to individuals privately if they are identified as instigating the gossip.

Opie and Howie actually printed two editions of The Mayberry Sun. After realizing how damaging gossip could be, they threw the other batch in the trash. Later that night Andy, Barney and Aunt Bee, unbeknownst to the others, went to the town dump to look for the other edition. Were they trying to ensure the additional gossip didn’t get in the wrong hands? No, they were just curious and wanted to know what other dirt Opie and Howie had been able to dig up about others around town. Even level-headed Andy isn’t above the desire of knowing something secret about someone else.

We all know that gossip will never be completely eradicated. Employers should let employees enjoy a wholesome allowance of innocent chatter, while not allowing the innocent chatter to become targeted gossip. By doing so, you’ll be helping provide your employees with a healthy and productive work environment.

See you next Monday. Stay tuned…
Holly McLeod is a Human Resources Manager for Landrum Professional Employer Services and Landrum Consulting. She is a certified professional in human resources (PHR) and has more than 15 years of human resources consulting in the corporate world, healthcare and manufacturing environments

Fend for Yourself or Welcome to the Team?
  • By Tom Knox, PHR, IPMA – CP

    What could being thrown off a cliff and being a new employee have in common? The answer: feeling helpless.

    More frequently than not, employers may hire new employees and then toss them into the abyss of a new work culture, ill-equipped to survive successfully. To ensure survival and success it is imperative that new employees be oriented in the right direction.

    Several years ago I joined an organization as the new Personnel Director (before HR was known as HR). The organization had approximately 200 employees and had never had anyone to manage their human resources. On my first day of work I reported to my supervisor. I was then informed that I was not his first choice of a director and was shown to a miniscule office that had formerly been a copy room. On my way to my “office,” introductions were made to some staff members and then I was promptly left alone to fend for myself. I had no idea where the restrooms were or who to go to if I needed something. I was given a small budget to equip my office, but at least I was told the vendor to use. To top this experience off neither employees nor other directors knew I was starting work that day. Inadvertently, my supervisor provided my first assignment; to develop a new employee orientation plan. I felt as though I had been thrown off a cliff without the proper equipment that would ensure success. Being a new employee is tough on its own without the trauma of feeling neglected!

    I know I would have been happier and felt like I was part of the organization had someone taken the time to show me around and attempted to help me fit in. I can honestly say that my impression was a poor one and that I definitely did not feel comfortable or welcomed. Had I not sought information I would have had little knowledge of the company’s history, structure, policies and values. My poor reception could have had a more positive outcome had my new employer taken the time to develop and implement a New Employee Orientation Plan.

    Although a standard one-size-fits-all program will not work for everyone, there are some basic principles that should have a positive outcome for most companies. An orientation plan can be organized into several stages and/or durations. Orientations in small companies may take as little as two hours, and for larger companies may last for several hours stretched out over several days.

    Here is a sample orientation plan that should be easy to implement:

    Orientation Plan

    Stage 1: Administration (Conducted by Someone Who Oversees HR Function)

    Introduce the company, mission, functions, culture, core values and ethical standards. Complete paperwork, discuss benefits and review safety protocol.

    Review relevant policies such as:
    • Pay Periods
    • PTO
    • Travel
    • Clock In/Out
    • Substance Abuse
    • Open Door
    • Appearance Standards
    • Expense Reports
    • Anti-Harassment
    • Personal Conduct Standards
    • Handbook
    • Travel
    • Confidentiality

    Review relevant procedures such as:
    • Telephone Usage
    • Building Access
    • Office Supplies
    • Fax/Copy/Printer Usage
    • Mail
    • Purchase Requests
    • Business Card Request
    • ID Badge

    Assign and introduce the new employee to a sponsor or guide. This is the person who makes certain the orientation plan is followed and whose chief responsibility is making the new employee feel welcomed and a part of the team – beginning with the first day of employment.

    Stage 2: Introduction and Tour (Sponsor/Guide)

    Make personal introductions and tour the following:
    • Conference Rooms
    • Rest Rooms
    • Mail Room
    • Kitchen
    • Parking
    • First Aid
    • Employee Office
    • Other Offices
    • Coffee Break & Rest
    • Parking

    Stage 3: Position Information (Department Head)

    • Review Job Description
    • Explain Performance Review System
    • Introduce Staff
    • One-on-One Time for Interaction with Team Members
    • Team Lunch
    • Discuss Company Culture

    Review Internal Department Discuss Recent Challenges
    • Policies
    • Set Expectations
    • Review and Assign Goals
    • Make Assignments
    • Schedule Additional Training

    Stage 4: Information Services (IT Representative)

    • Assign Computer
    • Review Relevant Software
    • Set Up Log-In
    • Review Electronic Usage Policy
    • Discuss Cell Phone Protocol
    • Explain Requests for Assistance.

    Designing and implementing an orientation plan that fits the needs of your organization is well worth the time and effort. With an effective orientation process your new employees will not be left with a feeling that they have been thrown over a cliff into an abyss of the unknown. Rather, they will feel welcomed, informed and ready to become part of the team. Speaking from experience, it’s much better to feel welcomed than ignored and helpless.

    Tom Knox, PHR,IPMA – CP

    Tom has been a Human Resources Manager for Landrum Professional since August 2001. In his role as a Human Resources Manager, he ensures that Landrum’s clients are in compliance with all local, state and federal laws that impact human resources. He assists, as needed, with hiring, terminating, counseling, and training. He advises business owners and employees on the potential resolution of work-related issues and consults with employers on the implementation of best human resources practices.
    Tom is certified as a Professional in Human Resources (PHR) by the Society for Human Resource Management and is a Certified Professional through the International Personnel Management Association (IPMA – CP). Tom is certified to administer the Myers Briggs Type Indicator and uses the information to facilitate team building retreats.

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