• Virtual Conference
  • 10.5.20 - 10.7.20

Knowledge Hub Education

Knowledge Hub Education

2020 Virtual Knowledge Hub Sessions 

What Happens if we Get Sued? Best Practices & Realities of Defending a Lawsuit  

Laurie N. Patton 

As an employment lawyer with experience in litigation in state court, federal court and arbitration, I can provide HR professionals insight into the litigation process so that they may be better prepared if their company is sued on an employment related matter. The HR team of the organization is my primary contact and resource during an employment related dispute. By developing an understanding of the process, best practices for preserving important documents and testimony, resolution strategies and how to make adjustments to policies and practices following a dispute, HR professionals can be empowered to best fulfill their role as a stakeholder in protecting their organization. I can provide a brief overview of the different dispute forums – state court, federal court and arbitration – and what to expect in each. I will also identify common pitfalls leading up to and during litigation. 

Learning Objectives

  1. advise their leadership team, HR colleagues and involved employees as to what to expect if a lawsuit has been filed. 
  2. take appropriate actions to maintain and preserve documents and testimony that are important to defense of a lawsuit. 
  3. knowledgeably evaluate potential resolution options and make adjustments to policies and procedures based on the outcome of the lawsuit. 

Laurie Patton represents companies and individuals in a wide range of employment disputes and commercial litigation matters, working closely with her clients to identify their objectives and develop a strategy to achieve those goals. Laurie helps clients identify potential risks and liabilities related to their business and workforce and advises clients on how to implement policies and procedures to minimize those risks. If a dispute cannot be avoided or resolved, Laurie advocates for her clients through litigation to secure the best outcome for the client while allowing the client to remain focused on running their business. Laurie helps corporate clients navigate employment issues beginning from the initial investigation through final resolution. She has specific experience responding to EEOC claims and defending against claims of age, race, disability and gender discrimination and wage and hour allegations on a state and federal court level. She has significant experience in the area of non-compete, non-solicit and non-disclosure litigation on behalf of both employers and departing executives. Laurie also drafts and revises employment related agreements, assists clients in maintaining current and appropriate written policies and procedures and advises clients on maintaining documentation to position themselves most favorably in the event a dispute arises. 

Can I Touch Your Hair? 

CJ Harris 

The purpose of this lesson is to educate the workplace organization on cultural differences of all individuals related to hair and the recent laws that have been passed to protect and prevent workplace discrimination. This is a fun and light conversation about a serious topic that impacts millions of employees around the world. “Don’t touch my hair” is about respecting all individuals’ boundaries and embracing the differences among each other. 

Learning Objectives

  1. Value and respect diversity all forms. Recognize the nature of cultural identity and cros s-cultural differences. Participants will develop communication skills and awareness to work more effectively in a multicultural environment. 
  2. Examine the impact of how perceptions about similarities and differences impact the work environment. Participate in effective conversation about cultural hair differences with a familiarity with regard to current laws. 
  3. Self-evaluate one’s assertions for relevance, bias, stereotyping, and develop a proactive than reactive response to dealing effectively with cultural hair differences while developing a personal plan of action. 

– Served 5 years in the U.S Navy in the IT field, lived all over the US and in Japan  

– Working in HR the last 15 years in multiple roles as Education Adviser, Generalist, Operations Manager, Consultant and now HR Business Partner.  

– I am passionate about serving the employees and stakeholder that I partner with on a daily bases.  

– Employment engagement and Diversity are my two most passionate areas of HR where i have found success in implementing pilot programs. 

Innovative Workforce Solutions through University Partnerships 

Jonathon Fite 

With unemployment rates at multi-generational lows and competition for talent increasingly fierce, HR leaders are looking for new solutions. Most organizations effectively leverage Universities for recruiting pipelines and graduate education programs. But this often falls short in meeting the post-academic development needs of an organization. This session explores 4 case study examples of innovative new approaches that help Corporate and Governmental partners meet their organizational development, succession planning and leadership development needs. Specifically we will explore an innovative for-credit leadership development program developed for a national theater chain to create tailored, industry-specific completion degrees for field managers across the country. Next the session will explore how stackable certificate and “micro”-degree programs can build industry relevant skills, with transferable credit pathways. Third, we investigate how the executive committee of a global industrial company partnered to create robust industry acumen, strategic thinking and decision capabilities from its training program; not your canned leadership training. Finally, there are lots of industry strategy consultants to choose from, but our final case study illustrates how partnering with the strategy team from an industry focused academic institution can create responsive organizational design solutions, much more cost effectively, while creating a pipeline of future talent. 

Learning Objectives

  1. Describe the factors that inhibit the success of most academic solutions to Corporate and Government educational needs 
  2. Understand new partnership models that exist to address workforce development and educational training needs 
  3. Summarize the success factors for how these new partnership models can be applied to your workforce setting 

Jonathon Fite is the President of the Professional Development Institute at the University of North Texas. As President of PDI, Mr. Fite leads the development of new stackable certificate programs, the creation of custom learning solutions and the delivery of strategy consulting projects for UNT’s corporate partners. Mr. Fite is also a Lecturer for the College of Business at the University of North Texas. Jonathon Fite is also Founding Partner of KMF Investments, a Pure Pay-for-Performance Investment Partnership Hedge Fund. He has served as a Managing Partner of the fund since 2008. Prior to founding the Partnership, Mr. Fite worked as a Management Consultant in the Strategy Practice of Accenture LLP. Mr. Fite also serves as the Lead Director on the Compensation Committee for the Board of Directors of TransAtlantic Petroleum, a NYSE list international oil and gas company headquartered in Dallas, TX. 

Re-Engineering Performance Management: Deconstructing Constructive Feedback and Building a Better Engaged Team 

Kevin Dawson 

Traditional performance management systems are broken. Companies, leaders, managers and employees have long participated in time-consuming, frustrating performance reviews that have not yielded clear improvements in individual or organizational performance. However, before businesses attempt to redesign their performance management systems, it is important for them to understand which specific components of their systems are broken and why. Without that understanding, they will be unable to create a new system that provides valuable opportunities to more effectively define performance expectations, review progress, adjust goals, recognize accomplishments and develop employees on an individualized basis. 

Learning Objectives

  1. Upon completion, participant will be able to define expectations for employees and managers to perform with excellence. 
  2. Upon completion, participant will be able to conduct authentic relationships with their employees through frequent, purposeful and individualized conversations about both work and life. 
  3. Upon completion, participant will be able to understand how to successfully conduct progress reviews, not performance reviews. 

As a consultant helping organizations develop best practices in human capital management, leadership development, organizational culture, Kevin has spent his professional career focusing on building successful and sustainable organizations for his clients. With over a decade of experience in leadership and organizational culture development, creative and strategic problem solving, and strong analytical skills have made him a trusted advisor and leader in his industry. He is also a sought after thought leader and asked to speak at events across the country, which led to establishment of the Leaders & Lagers Podcast. Kevin has a Bachelor of Applied Technology in Organizational Management and Associate of Applied Science in Aerospace Science and Professional Aviation from Midland College. He has served across various volunteer boards including as Chairman of the West Texas HR Symposium, President of the Permian Basin Society for Human Resource Management, Board of Trustees for the Museum of the Southwest. ExecRank Human Resource Advisory Council Member, and Executive Director for Maybe in Midland-Odessa. 

Innovations in Workplace Wellness 

Janice Litvin 

Stress has reached an all-time high (at 80% of workers, according to the American Institute of Stress,) due to a host of reasons. From technology that may prompt workers to feel perpetually on-call, to skyrocketing student loan obligations and the rising cost of living, human resources face a big challenge in initiating and executing workplace wellness programs. One major problem is that participation rates are still lower than desired, partly because of the weak communication. Two-thirds of companies offer wellness programs, but only 33% of the employees at those companies are aware of their wellness programs and many others are not inspired to participate. This indicates the communication is not as effective as it could be and that managers are not leading by example. This session makes the case for holistic wellness and offers practical strategies for making wellness part of the organizations culture and how to enhance engagement as well as gain support from the C-Suite. The workplace wellness paradigm includes physical health (food & fitness), mental health, financial wellness, community, and communication. Communication is just one aspect of engaging in workplace wellness. There are many low-cost ways to get employees engaged in wellness. Furthermore, executive and middle management buy-in are key. Mental Health incorporates confronting the stigma that it evokes as well as how to confront issues as they arise. It also considers leadership development, meaning teaching new managers how to be emotionally intelligent. Furthermore, stress and burnout need to be addressed cognitively, not just superficially. Financial stress is a major source of stress for various population groups. New graduates emerge with huge debt and impending retirees are worrying about retirement finances. Community is critical to an engaged, happy work population. Developing a vibrant wellness champion program is vital towards enhancing engagement. All of these areas will be addressed looking at the latest trends and successful methodologies. Then we’ll look at various success stories. 

Learning Objectives

  1. How to structure wellness programs to be more holistic, inclusive of all types of employees who have varying needs, including physical, behavioral, financial, social and leadership. 
  2. Creative techniques for gaining executive buy-in to wellness 
  3. Breakdown of effective communication plans to enhance wellness participation 

In her 20 years as a technology recruiter in Silicon Valley, Janice Litvin helped companies find the best talent at all levels, while helping employees find purposeful work. Now she supports those companies in retaining and engaging their employees with the latest leadership and wellness strategies and helps ensure those employees show up every day healthy, happy and ready to work.  

Janice consults with companies to maximize their employee engagement through research-driven strategies, inspiring teams to take control of their physical and mental health through her approach to cognitive behavior therapy methodology and her experiences overcoming her own obstacles.  

Janice is a Weight Watcher Wellness Facilitator & AFAA-certified Zumba Fitness Instructor (Athletics & Fitness Association of America), specializing in psychology, stress management and burnout. 

Predicting the Impact of Future HR Trends: You Need More than a Crystal Ball 

Julie Chance and Deborah Avrin 

As a strategic human resource professional, you must go beyond identifying trends. You must also distill, analyze and act on those trends that impact your organization and industry. How do you sift through all the information to determine what is relevant? Doing this requires a systematic framework that filters out the pertinent trends that have the greatest impact, from a variety of sources. Where do you find the latest trends and then what do you do about them? Come to this fun and interactive session to consult Mr. Predictor and then explore a framework for assessing next steps to help lead your organization into the future. 

Learning Objectives

  1. Identify sources of information that predict future trends 
  2. Learn a framework for assessing the impact of trends 
  3. Serve as a catalyst to move the organization into the future 

After a successful career in human resources for over 20 years, Deborah Avrin, SPHR started her company Management Skills Resource Inc. in 1998, with the belief that every manager with the right tools and training has the potential to be a great manager.  

Deborahs company Management Skills Resource Inc. works with organizations that want to build the confidence, competence, and courage of their management teams through creative training workshops. Her training style is interactive and stimulating which makes her a sought-out facilitator for human resources, customer service, teambuilding, and management development workshops.  

Her educational background includes a BBA in Human Resources and a Masters Degree in Organizational Behavior. Deborah holds a lifetime Senior Professional in Human Resources certification and is an instructor for the PHR/SPHR certification prep course through the University of Dallas for twelve years. She served four years on the board of the Dallas chapter of the American Society for Training and Development including as President in 2007 and regularly volunteers with the Dallas HR Association.  

Deborah is the author of the four book newly released series: The Management Map  

Recipient of the HRSouthwest Conference Speaker Hall of Fame Award 2018 and the Lifetime Achievement Award from DallasHR Association in 2020. 

Action-Strategies-By-Design president and founder, Julie Chance, has spent her career building high performing teams – as a participant, as a leader and as a consultant In 2002, Julie founded Action-Strategies-By-Design to help organizations maximize results  

by unlocking the potential of their people and harnessing the power of teamwork. Julie has a passion for learning and a knack for bringing learning to life for others by creating elegant yet simple explanations for complex concepts. Before venturing out on her own,  

Julie spent 17 years in marketing and operational leadership positions in behavioral health. She has taught at the University of Texas at Austin and is currently on faculty of the DFW Goldman Sachs 10,000 Small Businesses program. Julie is a certified Executive and Business Coach. She is also an accredited facilitator for the Five Behaviors of a Cohesive Team and a certified Everything DiSC® Workplace facilitator. Julie holds an MBA from the UT Austin and a bachelor’s degree in marketing from Louisiana State University in Baton Rouge. 

Knock, Knock, HR are you there? The Future of WORK is Here! 

Pallavi Ridout 

Knock, Knock, HR are you there? The Future of WORK is Here! This is a thought-provoking session and informs participants of the future of work and gets them thinking about implications to HR. Specifically, what each one of us in the HR profession can do to make a difference. Key session highlights: Have you heard of the 4th industrial revolution? It is by far the most significant revolution! It builds on the most recent digital revolution. The 4th industrial revolution is already here, and the changes are so profound that from the perspective of human history, there has never been a time of greater promise or potential peril. Thanks to emerging technologies, robotics, AI, nanotechnology, quantum computing, biotechnology, connected sensors, 3D printing, and autonomous vehicles, organizations are undergoing momentous change and the way we do work is fundamentally changing. Fourth Industrial Revolution is disrupting almost every industry in every country and creating massive change in a non-linear way at unprecedented speed. As a result, in the world of work, we are seeing significant impacts on the way work is done and in turn massive shifts to organizational culture! In this talk we are going to discuss some of major changes that are on the rise and impact the future of HR : Gig Economy Distributed teams People Living longer & working Women in the workforce Agility life long learning active learners A typical HR function is always playing catch up. We are firefighting, understaffed and facing multitude of challenges, all at the same time! In this session we will touch upon what HR professionals need to do to be proactive vs reactive during this 4th industrial revolution. We have to decide whether we are going to be leaders, followers or by standers! 

Learning Objectives

  1. Understand what the 4th industrial revolution is about 
  2. Describe the impacts of the 4th industrial revolution on the future of work & HR 
  3. Ideate how HR professionals can be proactive vs reactive in this evolving future of work 

Pallavi Ridout is a dynamic speaker, executive coach and personal excellence enabler for leaders, teams and individuals. After working in corporate America for 20+ years, she left her highly successful career in order to which enables her to fully pursue her passion for helping people become their best selves. This led her to establish her consultancy, The ELM advisory group.  

She has coached global executive leadership teams, worked one on one with executives from 30+ countries and groomed them as well as their teams for excellence. She excels in working with executives, leaders and teams, on areas of leadership acumen, executive presence, management skill, relationship development, emotional intelligence, team interaction and communication effectiveness.  

A few fun facts: Pallavi enjoys public speaking and is a decorated Toastmasters speaking champion. She has participated and cleared level 3 of the world championship of public speaking. She has also served as the President of the Warner Bros. Toastmaster club in Los Angeles.  

She is an avid traveler and, in the summer of 2019, along wither 9 year old son embarked on an Around the World in 80 days journey. With two backpacks and carry ones, they visited 3 continents, 13 countries and 27 cities! 

How to Engage a Remote Workforce 

Erin Teter 

As the global economy continues to expand and break down barriers for how and when we work, having a remote workforce is becoming more of the norm than the exception. With majority of white-collar employees already working remotely on a regular basis, how do we ensure they are engaged, productive and feel as though they are part of the Team? In this session, you will learn some of the ways for inclusivity of a remote workforce to be a part of the team regardless of location. 

Learning Objectives

  1. Upon completion, participants will have a solid understanding of remote work being the “norm”: Expectations of today’s workforce. 
  2. Upon completion, participants will know how to stay connected and build synergy amongst a remote team. 
  3. Upon completion, participants will know how to use technology to connect with remote workers. 

Erin Teter is an HR leader who has spent her 20+ year career working in high-tech software companies specializing in finance & accounting, CRM, nonprofit fundraising and product life cycle management. During her career, she has led these companies to recognized as a Top Workplace over 10 times. All were accomplished with a lot of hard work, dedication and a shoestring budget. 

Your Network is Your Net Worth! Be VIP! 

Bruce Waller 

Learn the 10 Do’s and 10 Don’ts of professional networking… Strategies and questions to ask to expand your network and increase your influence on purpose. Network internally, Externally and Socially. It’s not easy, but the ROI in your career is priceless! 

Learning Objectives

  1. Participants will be able to demonstrate a better understanding of good networking, as well as bad networking to elevate and advance their career. 
  2. Participants will learn the DO’s and Don’ts of networking 
  3. Participants will learn questions to ask at a networking event to help them feel more comfortable. 

Bruce Waller is the Vice President of Corporate Relocation for Armstrong Relocation and Companies in Dallas, Texas. Bruce has enjoyed many roles in relocation from operations to general management since 1995. Bruce is certified by WorldwideERC as a Certified Relocation Professional (CRP) and serves on the North Texas Relocation Professionals Board of Directors. Bruce is a recipient of the Saul Gresky Award presented to NTRPs Relocation Professional of the Year, and has received many awards including UniGroup Masters Club and Armstrong Relocation Presidents Club. Bruce is also certified by both HRCI (Human Resources Certification Institute) with a PHR, and SHRM (Society of Human Resource Management) with a SHRM-CP and has served as both President and Chairman of the Board of Trustees for DallasHR. Bruce currently serves as a District Director for Texas SHRM State Council. Bruce graduated from the University of Central Oklahoma with a degree in Business Administration. Bruce writes a weekly blog on Leadership, HR, and Mobility called A Relocation Minute that you can be read at brucewaller.com its a quick inspirational read to jumpstart your week! He also published a leadership book called Find Your Lane to inspire people with a Career GPS approach to help people navigate a career with purpose. In 2019, he published a 5-year journal called Milemarkers for anyone to record daily highlights and live with more purpose each day. Bruce is active on many social media channels including LinkedIn and Twitter. Some fun facts about Bruce He has bowled 10 perfect 300 games and is a lover of peanut butter and diet coke! 

HR 2020: Leading with a Clear Vision 

CaMesha Reece 

Whether leading a project, team, initiative, or organization, having a clear vision for HR leaders is critical. HRs role has shifted drastically from tactical to strategic and nowadays, the stock of the HR professional is rising, with some practitioners being asked to join the C-suite instead of just visiting it. Human resource professionals need to know and contribute to the vision, mission, and financial success of the business otherwise, they won’t be taken seriously by the C-suite. This session will help HR professionals clarify their HR vision in support of the larger goals of the organization. 

Learning Objectives

  1. Identify HR (and personal) value proposition and “why” 
  2. Craft a personal (or department) HR vision statement 
  3. Align HR vision statement to strategically achieve company goals 

CaMesha Reece is an HR Consultant, National Speaker, and Success Coach with 15 years of experience managing a full spectrum of human resources projects and teams. With a dedication to service, she focuses on partnering with the C-suite to provide practical and strategic guidance that aligns human capital initiatives and people operations to support business goals and outcomes. CaMesha brings experience from the manufacturing, non-profit, property management, sports, and advertising technology industries to add value to her proactive, strengths based, results oriented style. CaMesha has been seen on stages at SHRM 2018 and 2019, HR Southwest 2019, In Solidarity 2019 and many more. Her keynote topics include Cultural Competency as Leadership Development in Disguise and HR Mega Trends: The Customization of Work. CaMesha earned a BA from the University of California, Berkeley and continued her formal education with a Master’s of Art degree in Organizational Management from Antioch University Los Angeles. CaMesha has also earned multiple certifications including Senior Professional in Human Resources (SPHR), Strategic HR Business Partner, and Human Capital Strategist to name a few. Originally from Southern California, CaMesha now resides in Dallas, TX with her partner, Jason, and their two sons, Kevynn and Jason. CaMesha enjoys spending time with her family, traveling, and reading. 

Marketing Total Rewards: Taking a Consumer Approach to Employee Benefits 

Jennifer Zanfardino 

On average, employee benefits cost employers $11.60 per hour* per employee. That’s not an insignificant cost, and there’s a reason you’re investing in your employees. You want them to take care of their personal and professional lives so they can be at their best. But if your employees aren’t using the programs available to them, you’re not maximizing your ROI. You’re also missing a massive opportunity to boost productivity, increase engagement, and build brand ambassadors. So how do you get employees to leverage the total rewards programs available to help them live their best lives, while also building brand ambassadors? By creating a compelling story, respecting the employee journey and using the right channels for the right message at the right time. During this session, you’ll learn how to empower your employees to take action and use the programs offered to maintain their physical and mental health, prepare for retirement, and develop their careers by taking a consumer approach to marketing your total rewards. *2018 Bureau of Labor survey 

Learning Objectives

  1. Draft a compelling total rewards narrative. 
  2. Use an engagement curve to map the employee experience. 
  3. Build a multi-channel communications plan. 

Once upon a time Jennifer was in traditional branding and worked with companies to help them define their purpose, vision, and values. Along the way, she realized that no matter how amazing the branding was, it meant nothing if the employee experience was lacking. After all, employees are responsible for representing the brand values and fulfilling the company’s purpose. Every. Single. Day. So, she took her branding skills and started working with Human Resources, helping them build better relationships with employees by delivering better communications experiences. She played a lead role in building out the Employee and HR Communications practice at her previous branding agency in NYC before relocating to Austin, TX, and setting up her own consultancy in 2017. From annual enrollment to performance management, onboarding to retirement, development to recognition, Jennifer has helped HR teams at companies such as BASF, Accenture, and American Express move away from the spreadsheets, legalese, and acronyms to deliver compelling communications that connect with employees and drive engagement. When she isn’t preaching about why Human Resources is the heart of every organization, she can be found spending time with her husband their dog. 

Workplace Investigations in the #MeToo Era: What is your #HashTag? 

Monique Hudson 

This presentation explores the history of the me too viral movement. Also included, is a brief history of federal and state employment regulatory agencies along with the employment and liability insurance industries responses to the movement. This movement has had a cause and effect on many different organizations and their Human Resource Professionals including Workplace Investigators. This presentation provides best practices through a series of case studies which includes the following common themes in workplace investigations: Case Study 1: #Thetruthshallsetyoufree, Case Study 2: #Thetruthislyingsomewhereinthemiddle, and Case Study 3 #Thetruthisnotplainasday. Conducting thorough investigations to find the truth is equally important as understanding and following a process to provide the most appropriate and effective closure in each complaint. This presentation is thought provoking to Human Resources Professionals as it engages professionals at all levels to understand the investigation process in Title VII investigations. Most importantly, the presentation encourages professionals to be a part of the culture to change the narrative of the viral movement within their organization. The presentation inspires fellow professionals to think about their responses to this movement; Whats your #Hashtag? The presentation seeks to engage professionals by including visuals such as providing all session attendees with selfie hashtag sticks with #HRMatters, #IloveHR, or #HRCares. Interactive questions with a little bit of humor are posed to the audience throughout the presentation. In addition, the case studies are based upon scenarios that professionals can relate to and place themselves in similar real-life work experiences while engaging their thoughts on the appropriate responses to common workplace complaints. The delivery of the presentation seeks to give professionals an ever-lasting impression that Human Resource Professionals response to this viral movement is important and their response can be intentional. 

Learning Objectives

  1. Upon completion, participates will be able to understand and effectively use best practices in handling sexual harassment complaints. 
  2. Upon completion, participates will be able to identify and preserve possible affirmatives defenses during the investigation process in order to help limit employment practice liability exposure. 
  3. Upon completion, participates will be able to review and identify organizational policies or behaviors that can impact their responses to Title VII, protected class status, and other workplace complaints. 

Monique Hudson is an Ohio native where she earned her Bachelor of Education from Youngstown State University. She is a teacher by nature, as Monique was a high school English teacher who attended law school during her nights and weekends. She obtained her Juris Doctorate from Western Michigan Thomas Cooley Law School in Lansing, Michigan. Monique began her career as a Litigation Assistant at an Employment and Labor law firm helping Plaintiff’s Counsel seek relief against employers. It was at that time that she realized that prevention of employment litigation matters started with effective Human Resource Professionals. Monique then began to work in the insurance and risk management field and worked for Fortune 500 Companies such as Sedgwick, Marathon Petroleum, and ADP. She has been consulting small to midsize businesses within the Professional Employers Organization space for 5 years. Currently, she is an Equal Employment Opportunity Consultant with Insperity. She services multiple regions throughout the U.S including clients in the North Texas Region. Monique is a part of a team that helps to investigate over 800 employee complaints a year regarding protected class and Title VII matters. These matters include internal employee complaints, threatened litigations, EEOC and various federal and state agency charges, and mediations. Monique and her husband are franchisees of Ben’s Soft Pretzels. Bens Soft Pretzels is a quick service sweet and salty snack restaurant. In 2015 they were the first to open locations in the Texas market. Together they have grown the business into multiple locations and employees. As a small business owner, she over sees all aspects of the business and takes a special interest in employee management and engagement. 

Stop Saying “It’s Not a Good Fit”! #FitHappens When You Match Values 

Jillian Miles 

What does it really mean when someone says, “It’s not a good fit”, when considering job opportunities as a candidate or when selecting from a candidate pool as a hiring manager? It’s time for a deep dive into this “good fit” mentality. In this session, we will learn about using values to objectively measure person-organization fit and reduce bias at the screening stage 

Learning Objectives

  1. Identify the ways that “fit” is used in workplace conversations and decision-making 
  2. Evaluate organizational fitness and workplace values 
  3. Strategically use workplace values to improve organizational decision-making 

Jillian is a Talent Management Consultant with a background in higher education and industry. As an educator, she designed, taught, and facilitated university courses and career development programs in the fields of management, human resources, entrepreneurship, and organizational development. Her industry experience includes general HR, recruitment, selection, training, and development. Jillian values community involvement and serves as a volunteer leader and general member of professional and civic organizations, including the Alabama Society for Human Resource Management (ALSHRM), National Career Development Association (NCDA), Chamber of Commerce Young Professionals, and The Junior League. Jillian is a graduate of Auburn University with a Bachelor’s Degree, magna cum laude, in Human Resources Management and a Master’s Degree in Business Administration. She is an SHRM Certified Professional (SHRM-CP), a Global Career Development Facilitator (GCDF), and a Certified Career Services Provider (CCSP). 

Thank you 2020 Sponsors

United Concordia Dental
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