Lovese Purifoy, MSM, SPHR The Neuroscience of Leadership

February 2014
Chapter 0238
Wednesday, February 12
Registration: suncoasthr.org
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The Neuroscience of
Leadership Development and
Talent Management
Speaker: Terry Murray
Speaker Profile, page 4
Approved for 1 general CEU (HRCI)
Please join us to learn more about…
 The emotional life of your brain and neural ruts
 How leadership development & talent management is
crucial to a company’s strategic initiatives
 How emotional intelligence enables us to discern,
navigate and utilize information
 How to target high performance competencies to
achieve greater success
7:30-8:00 a.m. Registration & Sponsor Expo
8:00-8:30 a.m. Chapter Announcements
8:30-9:30 a.m. Program
Feather Sound Country Club
2201 Feather Sound Drive • Clearwater
At the February Chapter Meeting,
we are going to survey those who
are in attendance. It is important
that we hear from you as this is
YOUR Chapter. SuncoastHR is
known for providing dynamic
topics / speakers but this could
not have been done without your input. For those of
you who are unable to attend, please email
President@SuncoastHR your suggestions.
As we focus on our premier event of the year, OTCE is
taking us “Back to the Future.” Please be sure to
watch out for our great speakers and our committed
sponsors. We could not bring such a dynamic event
to you without them. If your organization is
interested in being a sponsor, please contact Brian
Hanrahan at [email protected].
Again, if you are looking to join a committee we want
to hear from you!!
In this issue
2014 On the Cutting Edge
February Speaker Profile
Volunteer Opportunities
Employee Appreciation
“Overqualified” Discriminatory?
A Day on the Hill
HR Managers Sue Lowe’s
Strengthen Your Employee Handbook
World at Work
The mission of SuncoastHR is to provide a forum for
 Professional development opportunities,
 To support human resource professionals, and
 Reinforce and endorse the values of the Society
for Human Resource Management (SHRM) at the
local level.
With that in mind, SuncoastHR needs your
participation.
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Lovese Purifoy, MSM, SPHR
While SuncoastHR retains complete editorial right over any articles
appearing in this newsletter, the views and opinions expressed within
each article are those of the individual author and not necessarily those
Page 2
Chapter News - February 2014
March 12, 2014 • 7:30 a.m. to 5:00 p.m.
Hilton St. Petersburg Carillon Park • 950 Lake Carillon Drive • St. Petersburg - 33716
Register Today at SuncoastHR.org
Premier Members - Registered:
Premier Members - Walk-in:
Regular Members - Registered:
Regular Members - Walk-in:
Guests of Members - Registered:
Walk-in:
Sponsorship opportunities are available. Contact: Brian Hanrahan
[email protected] • 813-207-6308
Change Management
Heather Vogel, MHROD, SPHR
Immediate Past-President, HR Florida
Director Organizational Development &
Effectiveness, Ashlee Furniture HomeStores
$0.00
$25.00
$89.00
$114.00
$99.00
$124.00
Values Science - The Flux Capacitor for
Talent Assessment
Don Everett
Founder and CEO
Workforce Initiative
The Future of Compensation
Strategic Initiative of the EEOC
Barry Brown, SPHR, CCP
National Speaker and Consultant
Elaine McArthur
Outreach & Training Manager, U.S. EEOC
Joined by Georgia Marchbanks, Tampa Field
Office Director, EEOC
Tools for Trust
It’s Not You, It’s Me - The Bootstrapper’s
Guide to Employee Engagement
Jen Currence, MBA, SPHR
Director of Human Resources
Mario Camacho Foods
Owner, OnCore Management Solutions, LLC
Carol McDaniel
President Elect, HR Florida
Healthcare Reform: Beam Me Up
TBD
Kelly M. Davis, AIP
Senior Employee Benefits Consultant
Alltrust Insurance
Tony Moore, SPHR
Chief Human Resources Officer
Eckerd Youth Alternatives
The Future of HR Technology
TBD
Jamie Hawkins
President and CEO
Benefit Technology Resources, LLC, and
Independent technology consultant
Terry Wood
Senior Vice President and Executive Coach
Right Management Florida/Caribbean Region
Chapter News - February 2014
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Chapter News - February 2014
Looking to take your SuncoastHR membership to
the next level? Volunteer for a position in 2014!
Terry Murray, Managing Partner
Performance Transformation, LLC™
Terry Murray is the founder and Managing Partner
of Performance Transformation, LLC™. His book,
“The Transformational Entrepreneur - Engaging
The Mind, Heart& Spirit For Breakthrough
Business Success” was cited in March, 2012 by the
Journal of Economic Literature. Terry is also the
creator of The Accretive Coaching Process℠, a
scientifically-based approach for aligning and
optimizing leadership development with business
strategy and organizational culture.
Throughout his career, Terry has enjoyed
professional and senior executive engagements
with Baxter Healthcare, Proctor & Gamble
(J.T.Baker Division), STERIS Corporation, SPX
Corporation, and SalesForce4Hire, LLC, and with
several successful, entrepreneurial start-ups in the
medical device and life science sectors. His
leadership in strategic development and execution
has contributed more than $1 billion in market
valuation growth throughout his career.
Terry graduated with honors from the Whittemore
School of Business and Economics at U.N.H. and he
is a leader in the emerging field of Equine
Facilitated Experiential Learning. His pro bono
program, Warriors in Transition, assists combat
veterans and their families successfully navigate
their journey back to civilian life. The program,
which has been introduced and conducted in six
states, received a formal commendation from
General David Petraeus in 2010. Terry is also a
veteran of U.S. Naval Intelligence.
http://performtransform.com
http://terrymurrayblog.com
Why Volunteer?
 Gain and enhance practical skills and
experience
 Help others and give back to the SuncoastHR
chapter
 Gain satisfaction from taking practical action
to shape and support your community
 Work with other HR professionals to further
develop a network of peers
Contact any SuncoastHR Board member today
for more information.
The Bureau of Labor Statistics most recent data about
volunteering in the United States reports:
 Women continued to volunteer at a higher rate
than men across all age groups
 By age, 35- to 44-year olds were more likely to
volunteer (31.6 percent)
 Individuals with higher levels of education
engaged in volunteer activities at higher rates than
did those with less education
 Among persons age 25 and over, 42.2 percent of
college graduates volunteered, compared with
17.3 percent of high school graduates and 8.8
percent of those with less than a high school
diploma
Chapter News - February 2014
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Chapter News - February 2014
PHR & SPHR Graduates!
January 17, 2014 by Norah Abraham
Making employees feel motivated and rewarded can be a
very difficult task for a business owner or manager.
Unmotivated employees do less work, may be unhappy
with their jobs, and do lower quality work.
Many employers have taken to bringing in motivational
speakers or holding motivational workshops to help get
their employees motivated. Others institute some form of
reward program to motivate people to do quality work.
However, finding the best methods of motivating
employees can be difficult. Horrible motivational
workshops or speakers won’t help - in fact, it may make
your employees feel as if they’re wasting time, which can
cause job satisfaction and motivation to drop even more.
The individuals listed below attended either the
2013 Spring or Fall PHR/SPHR Certification Study
Group. They PASSED!
Nilda Almodovar
Bonnie Bumbarger
Rose Gangemi
Melanie Helman
Eileen Johnson
Stephanie Krebs
Lenora Pelias
Barbara Walford
Here are a few ways to motivate and reward your team:
Make The Office Environment Comfortable
Nothing leaves employees feeling unappreciated or
unmotivated more than a horrible work environment.
If there’s a lot of stress and tension in the office, your
employees are going to want to be anywhere but there.
This may mean they take more and more personal days
or actively begin searching for another job. There are a
few different things you, as a manager, can do to keep
the office environment friendly.
Make certain the office is large enough. No one likes
to be cramped or to trip over each other.
Bring in fresh plants and make use of natural lighting.
Keep the windows uncovered and do whatever you
can to make the office look inviting, such as painting
the walls something other than the dull grey that many
offices use.
Create a pleasant break room for employees to use as
an escape from their desk during lunch or when on
break.
Keep the office thermostat set to a comfortable level.
While you may not be able to please everyone, make
certain the majority aren’t too hot or too cold.
Continued on next page
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benefits, fees for Monthly Chapter Meetings and the
annual On the Cutting Edge Conference. Premier
membership does not include fees for special events.
Regular Membership - HR Practioners Only
SHRM Member
$50.00
Non SHRM Member
$75.00
Premier Membership - HR Practioners Only
SHRM Member
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Non SHRM Member
$225.00
Adjunct Membership - Non HR Practioners
Regular Adjunct Membership
$100.00
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Student Membership
Must be a student exploring human resources and
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include meeting or event fees.
Student Membership
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Chapter News - February 2014
Page 7
5 Ways to Make Your Employees Feel Motivated and Rewarded, continued
January 17, 2014 by Norah Abraham
Reward Employees Both As A Group And Individually
Telling your team “good job” on a regular basis is sure to help motivate them, but you also want to make certain
that you call out individuals, as well. Let someone know when he or she went above and beyond. Also make
certain that you acknowledge contributions made by everyone.
While this doesn’t necessarily mean saying something about every employee on every project, you should try to
say something good about everyone on a fairly regular basis so employees don’t feel as if they’re being ignored or
that you’re playing favorites.
Management should also reward the office with lunch or treats regularly. In fact, food can be a great motivator.
Make sure to have some kind of dessert for each employee’s birthday, and you may even think about having
lunch delivered once a month. Let employees know they’re free to bring snacks for the office if they want, and
always keep the break room stocked with coffee or tea so there’s less time spent going out for drinks.
Make sure you always provide a healthy option, too, for employees who don’t want to eat a lot of sugar. If your
employees seem to like certain restaurants or specific items more than others, make note to get those foods
more often.
Learn How To Motivate And Be Motivated
Some managers have unmotivated employees simply because they don’t know how to motivate them. This is
where bringing in guest speakers can help. If you invite celebrity speakers to motivate employees, make certain
you take notes on what they say and how they motivate people. You can then employ these techniques yourself.
You might even ask the speaker for some one-on-one time if you have any questions.
You also need to be motivated yourself. A manager who doesn’t really care about his job or a project is going to
subconsciously make that known, no matter how well he tries to fake it. Yes, there will always be projects that are
fairly dull and uninteresting, but a good manager can point out to himself and his team how these projects fit into
the bigger, more exciting picture.
Cultivate Relationships
It’s hard to be motivated to work for someone when that person doesn’t make much of an effort to learn more
than your name. While you may not want to socialize outside of the office with your employees, you should still
get to know them. There are a number of different ways you can do this. Some managers like to invite an
employee to have coffee or even lunch with them.
Every Friday, they chat with a different employee so they can get to know each other better. Make it a point to
learn about their family and their interests. Remember, though, that you do have an employer/employee
relationship—don’t let the conversation drift into anything inappropriate.
Keep It Up
Finally, remember that motivation doesn’t always last. Be sure to continue motivating and rewarding your
employees.
Read more at http://www.careerealism.com/make-employees-motivated-rewarded/#y6RkBORHoeIYKOOH.99
Chapter News - February 2014
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Chapter News - February 2014
Queries about younger bosses, tech proficiency
may reveal age bias.
“Would it be hard working for a boss younger than
you?”
“Do you think our technology demands might be too
much?”
“Why would you want this job, given all your
experience?”
“People here work long hours; that probably doesn’t
interest you.”
Such are the remarks interviewers make that,
unwittingly or not, convey the message that an over55 applicant is “too old” for a job.
Although age discrimination in hiring is illegal, proving
age discrimination is difficult, labor experts agree.
Applicants typically can’t tell if they miss out on jobs
because they lack qualifications or because
interviewers assume they’ll be un-adaptable,
unproductive, slow to learn, technologically
handicapped, overly opinionated or too advanced in
years to fit in with younger workers.
An Associated Press-NORC Center for Public Affairs
Research poll found that many people over 50 are
reporting difficulty in finding work, and they believe
age is a big factor. Among the respondents, 55 percent
of those 50 and older who have looked for work
during the past five years characterized their search as
“difficult,” while 43 percent thought employers were
concerned about their age. About one-third were told
they were “overqualified.”
Sometimes, being told you’re “overqualified” is
another way of being told you’re too old for a job, said
Laurie McCann, senior attorney at the AARP
Foundation Litigation.
“If the interviewing employer has objective evidence
that the person’s over-qualification would be an issue,
*the comment+ is legitimate,” she said. “But if they’re
just assuming the person wouldn’t be happy in the
position because they perceive the person as being
older, there have been some court cases that have
said overqualified can be a code word for age
discrimination and can be a reason for finding in the
applicant’s favor.”
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All in the Head?
Could those surveyed for the Associated Press poll have imagined that interviewers were worried about their age?
That’s difficult to tell, according to Joanna Lahey, associate
professor of public policy at Texas A&M University. “It is
illegal to discriminate based on age, but it is very difficult to
prove discrimination based on age,” she said. “Most employers know enough not to give explicit statements.”
Instead, experts said, interviewers tend to reveal their biases about older workers subtly. “Most employers are wellintentioned and may be unaware of their own biases,” said
Susan T. Fiske, Princeton University’s Eugene Higgins professor of psychology and co-author of a study that measured
age discrimination. “Clues might include stereotypic assumptions, like questioning their abilities to pick up the latest technical skills or knowledge of social media.”
Other questions that might reveal age bias, experts said,
include asking older applicants if: they’re comfortable working for a younger manager; how they’d feel in an office full
of colleagues straight out of college; if they’re sure they
want to work long hours; what year they graduated from
college; and why they’d want to take a cut in pay or job
prestige. “A common concern about older workers is that
they’re taking a job just to coast to retirement—that they’re
not truly interested in the position,” McCann said. “Is it
smoking-gun evidence of age discrimination? No. But it’s
some indication that the interviewer is at least concerned
about the person’s age.”
According to an AARP analysis of October 2013 data from
the Bureau of Labor Statistics, it took Americans 55 and older an average of 49.7 weeks after leaving one job to land
another. For Americans under 55, the average was 33.9
weeks.
There’s little case law that provides guidance on agediscrimination practices, McCann said, in part because “we
just don’t seem to view age discrimination as seriously or as
wrong as we view other forms of discrimination.” She added: “As the *AP+ survey shows, you have a hunch, you think
age was a factor, but in most cases you don’t have the evidence because you’re on the outside looking in. You know
you didn’t get the second interview, but you don’t know
who did. For most people, looking for a job is a physically
and emotionally exhausting experience. Most people don’t
want to bring an age-discrimination case; they want a job.”
Continued on next page
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Chapter News - February 2014
Do Stereotypes Reflect Reality?
Are interviewers justified in making some assumptions
about over-50 job applicants?
“Some stereotypes are true - for example, that older
workers do, on average, have worse computer skills
than today’s prime-aged workers,” Lahey said. “Some
stereotypes have been shown in multiple studies to be
untrue - for example, older workers do not have more
frequent absences than younger workers. Some
stereotypes we don’t really know about. As with all
stereotypes, even if they are true on average that does
not mean that they are true for an individual applicant.”
Fiske said research shows that there are no appreciable
performance differences between older and younger
employees. “Older workers may sometimes lag younger
ones in speed, but they make it up in experience and
judgment,” she said. McCann, who has a master’s
degree in gerontology, said research demonstrates that
“productivity doesn’t decline with age and as you age
you become more like your younger self. If I was
unproductive at 25, I’m probably not going to be very
productive at 55.”
Older women can be at more of a disadvantage than
older men, Fiske said. “Older appearance is indeed held
against women more than men,” she said. McCann
noted that anecdotally it seems true that “as a society,
as men get gray hair and age, they become more
dignified and look more experienced, *while+ people put
greater emphasis on women looking more youthful, so
that a woman is perceived as looking older earlier than
a man.”
April 2-3, 2014
The 4th annual “A Day on the Hill” event will take place
in Tallahassee on April 2 and 3. This is a perfect
opportunity for HR Professionals to get involved where
it really matters, by advising lawmakers as to the
potential impact of pending legislation on our day to
day activities. Do not be intimidated by this prospect.
HR Florida, which sponsors the event, provides
guidance to all participants as to the pending
legislation and how to maximize participation. In the
past, participants have earned upwards of 6 strategic
credits for participating.
Registration for the event is available through the HR
Florida website. There is no cost for registration.
While the actual visits are done at the capital building,
all participants will meet at the Hotel Duval. Room
reservations are also available for a limited time
through the HR Florida website.
Dana Wilkie is an online editor/manager for SHRM.
For more information, contact Bob McCormack:
[email protected]
FEMA Private Sector Resilience Tip 1-27-14
Encourage your employees to prepare for winter
storms and severe cold by storing extra clothes,
blankets, food and water in their cars.
Chapter News - February 2014
Page 11
By Bob McCormack – Government Affairs Chair
On January 10, 2014, a federal judge in Tampa granted conditional certification for a nationwide collective action filed
under the Fair Labor Standards Act to a proposed class of HR Managers for the home building supply conglomerate,
Lowe’s. The group consists of “all Human Resources Managers or other Human Resources store employees with other
titles, who are or were employed with *Defendants+, within the past 3 years preceding this lawsuit… Who have worked
in excess of forty (40) hours per week and were not paid overtime wages.”
According to the Court’s decision, the pertinent allegations (which it should be stressed are only allegations until
proven) are:
 Lowe’s stores are mirror images of each other, including management, policies, hours, job duties, merchandise
and layout.
 As to the Human Resources Managers, Lowe’s mandates uniformity in hours and job duties.
 Lowe’s corporate sets job duties and parameters for how each employee is to perform his or her job.
 Lowe’s corporate sets the number of hours each Human Resources Manager is to be scheduled for, as well as
other employees in a uniform manner.
 Human Resources Managers were not given the authority to use their discretion to fire or discipline
employees.
 Human Resources Managers in each store required the approval of the Area Manager or the Store Manager to
make any decision affecting the store or Lowe’s.
 Human Resources Managers had little if any discretion or decision-making authority.
 All Human Resources Managers were scheduled for 11 hours per day, as well as working every other Saturday.
 The Human Resources Managers routinely worked beyond their scheduled hours.
 The Human Resources Managers were all treated as salaried exempt and did not get paid for working
overtime. The primary duties of the Human Resources Manager position did not involve the exercise of
discretion and independent judgment with respect to matters of significance to Lowe’s.
 The Human Resources Managers did not supervise employees and only in rare circumstances was there ever a
Human Resources Coordinator or other subordinate employee in the HR Department of each store.
Lowe’s responded that nationwide class certification was improper because, in order to determine whether the
potential class plaintiffs are similarly situated, the court would be required to engage in “individualize, factual
determinations of each op-in class member.”
However, based almost entirely on the allegations in Plaintiff’s Complaint, the federal judge determined that the
plaintiff has sufficiently shown there are similarly situated Human Resources Managers seeking to join the collective
action and that the arguments raised by the Defendant were better addressed later in the proceeding. Indeed, almost
invited the Defendant to seek de-certification at a later stage, indicating that it would “re-examine the similarly
situated status of the putative class members, if asked to do so at a later stage in a motion to de-certify filed by
Defendants.” However, at this early stage of the litigation, the court felt compelled to conditionally certify this class
based upon existing case law.
While this may be an eye-opening outcome due to the fact that the putative class is comprised of HR Managers, the
result cannot be said to be a complete surprise based upon application of federal law and the Federal Rules of Civil
Procedure. We will be watching this one with great interest!!
Chapter News - February 2014
Page 12
Strengthen Your Company's Employee Handbook
By Dee Anna Hays and Caren Skversky
Ogletree Deakins
How long has it been since your business resolved to strengthen its employee handbook? As human resources
professionals know all too well, employment and labor laws are continually evolving. The beginning of the year is an
excellent time to conduct a review. Consider the following five areas when focusing your analysis.
1. Superfluous Language
Most employers have learned that including an at-will policy in the handbook reinforces the principle that employment
may be terminated at any time for any lawful reason. Likewise, at-will policies should clarify that the handbook is not a
contract, and employers may revise policies without prior notice. Equally, employers should beware potential
promises made by superfluous language. Unnecessary purpose statements, rigid progressive discipline steps, and
unrealistic commitments to provide training or a mutually enjoyable work environment should be avoided. To prevent
estoppel arguments, avoid labeling personal or extended leave as FMLA when it is not.
2. Harassment and Bullying
In addition to Equal Employment Opportunity, harassment, discrimination, and retaliation should be addressed. Many
employers imprudently limit their policies to sexual harassment only. However, harassment policies should include
prohibitions based on any protected category. A clear complaint procedure should be included in the policy that allows
for multiple reporting avenues, available during all shifts.
Similarly, employers should consider adding a separate policy to address bullying. A criminal statute related to bullying
is currently pending in Florida. Twenty-five other states have passed anti-bullying in the workplace legislation.
3. The NLRB (Beyond Social Media)
Much ado has been made regarding the National Labor Relations Board’s recent policing of social media policies. Yet,
the area of inquiry extends to other policies. Many code of ethics, computer usage, and disciplinary policies may run
afoul of the same principles scrutinized in social media policies. In recent decisions, the Board has taken issue with
dress code policies that prevent employees from wearing insignia or messages on clothing and at-will policies that state
the employment relationship may never be changed. The Board has further made clear that employers cannot have a
blanket requirement for employees to keep internal investigations confidential. A disclaimer may not save an
otherwise defective policy.
4. Timekeeping and Technology
Due to unrelenting litigation under the Fair Labor Standards Act, time-keeping and overtime policies should specifically
prohibit employees from working off-the-clock. Policies should explain it is the employee’s responsibility to report pay
errors and how to do so. A related consideration is a policy that addresses employees’ use of their own electronic
devices (laptops, smartphones, and tablets) for work purposes. Policies should be crafted to address concerns
regarding privacy, protection of confidential information, and working off-the-clock.
5. Employee Acknowledgments
Employee acknowledgements evidence that employees have received the handbook, and should be obtained each
time the handbook is updated. The acknowledgement can be utilized to reiterate the at-will policy and to shift
responsibility to the employees to raise any questions or concerns about the handbook or company policy. Also note
that violations of any company policy, even one not identified in the handbook, can lead to discipline.
Dedicating the time and resources to reviewing policies on an annual basis is well worth the investment. Handbooks
that require a complete overhaul may be best handled by legal counsel.
Page 13
Chapter News - February 2014
We know there’s much more you want to achieve in your career. Research among top performers in the HR industry
shows that being a life-long learner is one of the proven keys to success. Take steps now to secure your future with
practical training from WorldatWork. Have you considered the next step in building your credentials? What if the next
step also earned CEU’s for PHR and SPHR renewal?
Attending the World at Work classes in 2014 and testing afterwards is worth 16 CEU’s that can be applied toward your
recertification for PHR/SPHR!! PLUS you are on your way to earning an additional certification or a new certification in
your field of the industry. Network, learn, and set the foundation for your next certification with World at Work classes.
Certifications include but are not limited to Compensation, Benefits, Global Remuneration, and Work Life.
Secure your seat by signing up today for the programs being offered through World at Work and Suncoast HR at the
Carillon Hilton in 2014. www.suncoasthr.org or www.worldatwork.org
Sponsored by:
2014 - St. Petersburg, FL
March 10 & 11
Quantitative Methods (Course Code = T3)
June 9 & 10
Regulatory Environments for Compensation Programs (Course Code C1)
Accounting & Finance for the Human Resources Professional (Course Code T2)
CEUS
The use of this seal is not an endorsement by the HR Certification Institute of the quality of
the program. It means that this program has met the HR Certification Institute’s criteria to
be pre-approved for recertification credit.
Page 14
Chapter News - February 2014
President
Lovese Purifoy, MSM, SPHR
[email protected]
Secretary
Melodie Wilcox
[email protected]
Past President
Hazel Butcher, SPHR
[email protected]
Vice President of Membership
Bev Sherman, SPHR
[email protected]
President Elect
Mary Trombitas, SPHR
[email protected]
Vice President of Professional Development
Tim Sparks, SPHR, MPM
[email protected]
Treasurer
Inass Riyad, MS, SPHR, GPHR
[email protected]
Vice President of Public Relations
Ginger Dodds
[email protected]
College Relations Director
Jennie Lucier
[email protected]
Programs Director
Kathi Acree, PHR
[email protected]
Communications Director
Anne Lanning, SPHR
[email protected]
Social Media Director
Rose Gangemi, PHR
[email protected]
Conference Director (OTCE)
Aisha Butcher, SPHR
[email protected]
Sponsorship Director
Brian Hanrahan
[email protected]
Diversity Director
Diane Sacks, PHR
[email protected]
Website Director
Sophia Johnson
[email protected]
Government Affairs Director
Bob McCormack, JD
[email protected]
Workforce Readiness Director
** OPEN **
[email protected]
Hospitality Director
Lee Domarasky
[email protected]
World at Work
Amy Bailey, SPHR, CEBS, CCP, CBP, GRP
[email protected]
HR Certification Director
Laura Johnson, PHR
[email protected]
At Large 1
Bill Grob, JD
[email protected]
Job Bank Director
Dominique Vankirk
[email protected]
At Large 2
Gyda DePeppe, MBA, PHR
[email protected]
Membership, Engagement & Retention Director
Jill Conklin
[email protected]