Webinar Pack
Modules:
Pack of FIVE : Industry-recognized HR training Courses
Product Id: 50005
- Onboarding Best Practices for 2025: Proven Strategies to Power Up Your New Hire's Experience & Retention
- Compensation Program "Do's and Don'ts"
- Employee Handbooks: 2025 Update on Policy and Procedures
- Performance Reviews: A Step-By-Step Process for Conducting them Meaningfully and Effectively
- OSHA Reporting: What are OSHA's Reporting Requirements?
Training Options
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Overview: You have made your decision about whom to hire. You’re excited about what they can bring to your team. And you’ve gotten them excited about their new job. However, it doesn’t pay to make a great hire if that person doesn’t stick around for very long.
Therefore, it’s crucial, from day one, to make sure your new hires are involved in a robust onboarding program that will enhance their experience, their engagement and ultimately their retention.
The benefits for you as the manager or supervisor are: it introduces the new hire to the company’s culture and expectations as well as your department’s goals and key priorities. In addition, onboarding gives the employee the vital training and information needed to succeed in their new position. The sooner your new hires start feeling part of your team or department, the sooner they will start contributing at full capacity. If that happens, it will result in higher satisfaction and commitment; better job performance; and reduced turnover.
However, an onboarding program isn’t just a routine checklist; it should be a step-by-step program that makes the new hire, as well as the manager, confident they made the right choice and confident they can succeed in their new job. It’s a way to avoid buyer’s remorse both for the manager and the new hire. Also, a new hire’s compatibility or culture fit will likely be determined during the onboarding process. This can save you, the manager, from a prolonged investment of your time and money in the wrong person.
Why should you Attend: Is your hiring and onboarding process costing you unnecessarily? Did you know
Introducing an onboarding program into your hiring process can mean the difference between retaining top employees or watching them walk out the door after several months or even weeks. Companies who implement an effective onboarding program during the first three months of the new hire’s employment will experience a 50% greater retention; a 54% increase in productivity; and a 59% higher engagement than those who don’t according to the Aberdeen Group.
Is your organization starting off new employees the right way or driving them out the door? And do you even have an onboarding program?
A strategic onboarding plan can dramatically impact your business. Therefore, it needs to be done right especially if it’s now being done remotely. Yes, there are challenges, but there are also simple, innovative ways to help new hires quickly learn the performance expectations of their new job; align their personal goals with that of the team; and integrate into your workplace culture. If that happens, it will result in higher job satisfaction and higher engagement; better job performance; and reduced turnover. it’s a win-win for everyone.
Areas Covered in the Session:
Who Will Benefit:
The benefits for you as the manager or supervisor are: it introduces the new hire to the company’s culture and expectations as well as your department’s goals and key priorities. In addition, onboarding gives the employee the vital training and information needed to succeed in their new position. The sooner your new hires start feeling part of your team or department, the sooner they will start contributing at full capacity. If that happens, it will result in higher satisfaction and commitment; better job performance; and reduced turnover.
However, an onboarding program isn’t just a routine checklist; it should be a step-by-step program that makes the new hire, as well as the manager, confident they made the right choice and confident they can succeed in their new job. It’s a way to avoid buyer’s remorse both for the manager and the new hire. Also, a new hire’s compatibility or culture fit will likely be determined during the onboarding process. This can save you, the manager, from a prolonged investment of your time and money in the wrong person.
Why should you Attend: Is your hiring and onboarding process costing you unnecessarily? Did you know
- Nearly 1/3 of people are job searching within six months of employment
- Almost 1/3 of externally hired executives failed to meet expectations in the first two years
- With 10-15% annual attrition, companies lose about 60% of their entire talent base within four years
Introducing an onboarding program into your hiring process can mean the difference between retaining top employees or watching them walk out the door after several months or even weeks. Companies who implement an effective onboarding program during the first three months of the new hire’s employment will experience a 50% greater retention; a 54% increase in productivity; and a 59% higher engagement than those who don’t according to the Aberdeen Group.
Is your organization starting off new employees the right way or driving them out the door? And do you even have an onboarding program?
A strategic onboarding plan can dramatically impact your business. Therefore, it needs to be done right especially if it’s now being done remotely. Yes, there are challenges, but there are also simple, innovative ways to help new hires quickly learn the performance expectations of their new job; align their personal goals with that of the team; and integrate into your workplace culture. If that happens, it will result in higher job satisfaction and higher engagement; better job performance; and reduced turnover. it’s a win-win for everyone.
Areas Covered in the Session:
- Recognize the difference between orientation and onboarding: They are not the same, you need both
- Identify the building blocks of an effective onboarding program: The 4’Cs: compliance, clarification, culture, connections
- Review a toolbox of five best practices, with real-world examples, for implementing an onboarding program in your organization
- Understand the responsibilities of three key stakeholders: Executive management, human resources, and the new hire’s manager
- Learn how to quickly build connections and collaboration with remote or hybrid onboarding so that everyone is on the same page
- Don’t keep them in the dark. Know the 5 key questions that every new employee has and how to respond so that they will continue to be engaged and productive
Who Will Benefit:
- CEO's
- COO's
- VP of Human Resources
- Chief Learning Officer
- Directors
- Project Managers
- Operation Managers and Supervisors
- Team Leaders
- Human Resources Professionals
Marcia Zidle is a board-certified executive coach, business management consultant and keynote speaker, who helps organizations to leverage their leadership and human capital assets.
She has 25 years of management, business consulting and international experience in a variety of industries including health care, financial services, oil and gas, manufacturing, insurance, pharmaceuticals, hospitality, government and nonprofits.
She brings an expertise in strategy and alignment; social and emotional intelligence; executive and team leadership; employee engagement and innovation; personal and organization change management.
She has been selected one of LinkedIn Profinder’s top coaches for the past 5 years.
She has 25 years of management, business consulting and international experience in a variety of industries including health care, financial services, oil and gas, manufacturing, insurance, pharmaceuticals, hospitality, government and nonprofits.
She brings an expertise in strategy and alignment; social and emotional intelligence; executive and team leadership; employee engagement and innovation; personal and organization change management.
She has been selected one of LinkedIn Profinder’s top coaches for the past 5 years.
Overview: Human Resource practitioners or General Managers should attend this program to create and implement effective Compensation strategies that can become a competitive advantage for their companies.
You will benefit by learning strategies that can help to establish equity (i.e. fairness), simplify pay program administration, and be a more effective strategic partner in the business. A haphazard, laissez-faire program will lead to the same result that such programs lead to in larger companies: employee relations issues! Our pragmatic Webinar Leader, David Wudyka, SPHR, MBA, will share his considerable insight on this topic.
Areas Covered in the Session:
Who Will Benefit:
Areas Covered in the Session:
- Why using a structured approach to pay program design is important
- What is a "formal Compensation program"?
- The six steps in building a "formal Compensation program"
- Four goal-based characteristics of "pay strategy"
- The importance of pay equity, and the two forms it takes
- The difference between "Procedural" and "Distributive Justice"
- Qualitative vs. Quantitative performance assessment: which is better?
- Is it ok to use more than one payment system "under one roof"?
- Why is it important to use "pay ranges"?
- Job Evaluation? Why can't we just "market price" our jobs?
- How can we get the most out of our modest merit budget?
- The controversy about the use of Weighted Averages vs. Medians
- "We can get pay survey data for free? Where?"
- The most common pay program problem in companies of all sizes
- Who are your "key contributors" and why are they so important?
- Don't have enough cash compensation? Consider "cost shifting"!
- Common confusion about "cost of living increases"
- Considering mimicking your competition? Don't do it!
- Considering conducting your own pay survey? Don't do that either!
Who Will Benefit:
- Human Resource Managers
- Compensation Analysts
- Compensation Managers
- Financial Managers of HR Departments
- CEO's and General Managers of Small Companies
David J. Wudyka, MBA, is the Managing Principal of Westminster Associates of Wrentham, MA (www.westminsterassociates.net). He has over thirty years experience as a Human Resource Consultant with a specialty in Compensation Consulting. David has taught extensively in colleges and universities such as UMass Boston, Bryant University, and the U.S. Coast Guard Academy. David is especially interested in how the HR Dept. can strengthen its role as a Strategic Partner in businesses today. He is writing extensively about how to improve pay transparency and to reduce the gender pay gap in ways that make sense for businesses of all sizes.
Overview: Employee handbooks are a critical tool in providing important information to employees.
They describe what employers expect of their employees and what employees can (should) expect from their employers. They provide critical information about employers and their workplaces and how employees are expected to fit in.
Employee handbooks further formalize the mutual expectations of organizations and their employees. In delineating these expectations employee handbooks create opportunities and risks for employers. Handbooks provide organizations with the opportunity to enhance the value of their human capital, make their organizations more competitive, and improve individual and organizational performance.
Conversely, handbooks can impede the achievement of business objectives, increase employment-related liabilities, and reduce managerial prerogatives by making promises or commitments to certain procedural safeguards that the organization did not intend to make. As noted in a memorandum from the General Counsel of the NLRB: incorrectly designed employee handbooks can violate the law and have a "chilling effect" on employee's activities.
Thus, employee handbooks increasingly provide the opportunity for employers to make their workforce more committed and supportive of their goals. Unfortunately, they also provide the basis for employee's legal actions - increasingly at the state and local levels - and can significantly reduce employees' commitment to organizational success.
Why should you Attend: The purposes and the scope of employee handbook policies and practices are changing and expanding. From a siloed HR activity that creates insular documents concerned primarily with communicating the organizational work rules and benefits, employee handbook policies and practices have evolved into a critical component of organization-wide management process that maximizes organization's achievement of business objectives, enhances the value of their human capital, and minimizes legal risk.
To increase the effectiveness of their employment policies, organizations will have to:
Thus, employee handbooks will increasingly have to ensure that they are aligned with strategic and business objectives, are properly drafted, and are effectively implemented. Additionally, they will have to:
From this perspective, employee handbooks will continue to play an important role in communicating with and providing information for employees.
Areas Covered in the Session:
Who Will Benefit:
Employee handbooks further formalize the mutual expectations of organizations and their employees. In delineating these expectations employee handbooks create opportunities and risks for employers. Handbooks provide organizations with the opportunity to enhance the value of their human capital, make their organizations more competitive, and improve individual and organizational performance.
Conversely, handbooks can impede the achievement of business objectives, increase employment-related liabilities, and reduce managerial prerogatives by making promises or commitments to certain procedural safeguards that the organization did not intend to make. As noted in a memorandum from the General Counsel of the NLRB: incorrectly designed employee handbooks can violate the law and have a "chilling effect" on employee's activities.
Thus, employee handbooks increasingly provide the opportunity for employers to make their workforce more committed and supportive of their goals. Unfortunately, they also provide the basis for employee's legal actions - increasingly at the state and local levels - and can significantly reduce employees' commitment to organizational success.
Why should you Attend: The purposes and the scope of employee handbook policies and practices are changing and expanding. From a siloed HR activity that creates insular documents concerned primarily with communicating the organizational work rules and benefits, employee handbook policies and practices have evolved into a critical component of organization-wide management process that maximizes organization's achievement of business objectives, enhances the value of their human capital, and minimizes legal risk.
To increase the effectiveness of their employment policies, organizations will have to:
- Enhance their business, operational, and legal intelligence to ensure they have identified the changing external and internal factors that affect their policies
- Increase internal stakeholder participation in the handbook development process to obtain greater employee commitment and operational alignment
- Establish new metrics to assess handbook policy and practices performance and measure the achievement of organization goals
- Implement internal controls that identify and alert management when employee handbook process failures occur
Thus, employee handbooks will increasingly have to ensure that they are aligned with strategic and business objectives, are properly drafted, and are effectively implemented. Additionally, they will have to:
- Enhance the employment brand
- Play a key role in recruitment and retention
- Enhance employee relations, employee morale, and productivity
- Contribute to uniform and consistent application, interpretation, and enforcement of organizational policies and rules
- Protect the organization against claims of improper employee/supervisor conduct
- Reduce the organization's exposure to employment-related liabilities
From this perspective, employee handbooks will continue to play an important role in communicating with and providing information for employees.
Areas Covered in the Session:
- Key employee handbook issues in 2024
- A review of the NLRB's memorandum on employee handbooks
- How organizations can reduce the gap between policy issuance and effective implementation
- Review the basics of employee handbook development
- Discuss the expanding purposes and scope of employee handbooks
- Learn the dimensions of critical handbook policies
- Understand the framework of employee handbook audits activities
Who Will Benefit:
- HR Professionals
- Risk Managers
- Internal Auditors
- In-House counsel
- CFO's
- CEO's
- Management Consultants
- Other Individuals who want to learn how to use develop and implement employee handbooks
Ronald Adler is the president-CEO of Laurdan Associates, Inc., a veteran owned, human resource management consulting firm specializing in HR audits, employment practices liability risk management, HR metrics and benchmarking, strategic HR-business issues and unemployment insurance.He has more than 37 years of HR consulting experience working with U.S. and international firms, small businesses and non-profits, insurance companies and brokers, and employer organizations.
Mr. Adler is a co-developer of the Employment-Labor Law Audit (the nation’s leading HR auditing and employment practices liability risk assessment tool.
Mr. Adler is an adjunct professor at Villanova University’s Graduate Program in Human Resources Development and teaches a course on HR auditing. Mr. Adler is a certified instructor on employment practices for the CPCU Society and has conducted continuing education courses for the AICPA, the Institute of Internal Auditors, the Institute of Management Consultants, and the Society for Human Resource Management.
Mr. Adler is a co-developer of the Employment-Labor Law Audit (the nation’s leading HR auditing and employment practices liability risk assessment tool.
Mr. Adler is an adjunct professor at Villanova University’s Graduate Program in Human Resources Development and teaches a course on HR auditing. Mr. Adler is a certified instructor on employment practices for the CPCU Society and has conducted continuing education courses for the AICPA, the Institute of Internal Auditors, the Institute of Management Consultants, and the Society for Human Resource Management.
Webinar#
Performance Reviews: A Step-By-Step Process for Conducting them Meaningfully and Effectively
Overview: One of the most critical areas of employee relationships-and one of the biggest challenges management faces today-is conducting effective performance appraisals and determining appropriate merit increases. Learn to give performance appraisals that help motivate employees to achieve goals and increase their value to the organization.
Since both managers and employees often view performance appraisals with anxiety, attention is given to preparing for and conducting performance discussions that are objective, complete and defensible. You'll also share experiences and participate in various exercises with other participants to better understand how to obtain the best possible performance from employees.
Why should you Attend:
Would you like to conduct more effective performance reviews? wasting?
Would you like to know how to give people "bad news" in a way which will not hurt but ion fact improve your working relationships?
Would you like to be able to suggest improvement in a way which encourages rather than discourages?
If you answered "yes" to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions and answers we all need to be able to address effectively to improve our team members' and team's performance, no matter how widely distributed everyone is!
Areas Covered in the Session:
Who Will Benefit:
Why should you Attend:
- How to conduct motivational and directional performance appraisal reviews
- Planning the review
- Managing the review process
- Subtle ways to keep sensitive employees from having their feelings hurt
- How to suggest improvement to an employee's performance in a way that boosts an employee's spirits
- Why employees sometimes fear reviews
- Ways to increase standards of performance
Would you like to conduct more effective performance reviews? wasting?
Would you like to know how to give people "bad news" in a way which will not hurt but ion fact improve your working relationships?
Would you like to be able to suggest improvement in a way which encourages rather than discourages?
If you answered "yes" to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions and answers we all need to be able to address effectively to improve our team members' and team's performance, no matter how widely distributed everyone is!
Areas Covered in the Session:
- State of the Art Practices in Performance Reviews
- Why annual reviews are not adequate
- Staff involvement and ownership through self-appraisal and dialogue
- Traps to Avoid in the Performance Appraisal Process
- Developing Performance Measures
- Using behavioral terms
- Defining levels of performance
- Collecting Information About Performance
- Establishing a record-keeping system
- Making observations
- Encouraging staff to monitor themselves
- Communicating the Appraisal
- Setting the tone for a two-way discussion
- Evaluating and maximizing strengths
- Communicating about problem areas without creating defensiveness
- Setting mutual goals for maintaining and improving performance
- Using the review as an opportunity for career planning
- Handling resistance
- What to do if you reach a stalemate
- Following Up on the Review
- Monitoring performance
- Making informal appraisal an ongoing occurrence
Who Will Benefit:
- CEO
- Senior Vice President
- Vice President
- Executive Director
- Managing Director
- Regional Vice President
- Area Supervisor
- Manager
Chris DeVany is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. Pinnacle's clients include global organizations such as Visa International, Cadence Design Systems, Coca Cola, Sprint, Microsoft, Aviva Insurance, Schlumberger and over 500 other organizations in 22 countries. He also has consulted to government agencies from the United States, the Royal Government of Saudi Arabia, Canada, Cayman Islands and the United Kingdom.
He has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance, in publications ranging from ASTD/Performance In Practice to Customer Service Management. His book, "90 Days to a High-Performance Team", published by McGraw Hill and often accompanied by in-person, facilitated instruction, has helped and continues to help thousands of executives, managers and team leaders improve performance.
He has appeared hundreds of times on radio and television interview programs to discuss mergers and acquisitions (how to manage and survive them), project management, sales, customer service, effective workplace communication, management, handling rapid personal and organizational change and other topical business issues.
He has served or is currently serving as a board member of the International Association of Facilitators, Sales and Marketing Executives International, American Management Association, American Society of Training and Development, Institute of Management Consultants, American Society of Association Executives, Meeting Professionals International and National Speakers Association. Chris is an award-winning Toastmaster's International Competition speaker. He recently participated in the Fortune 500 Annual Management Forum as a speaker, panelist and seminar leader.
Chris has distinguished himself professionally by serving multiple corporations as manager and trainer of sales, operations, project management, IT, customer service and marketing professionals. Included among those business leaders are Prudential Insurance, Sprint, BayBank (now part of Bank of America), US Health Care and Marriott Corporation.
He has assisted these organizations in mergers and acquisitions, facilitating post-merger and acquisition integration, developing project management, sales, customer service and marketing strategies, organizing inbound and outbound call center programs, training and development of management and new hires, and fostering corporate growth through creative change and innovation initiatives.
Chris holds degrees in management studies and organizational behavior from Boston University. He has traveled to 22 countries and 47 states in the course of his career.
He has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance, in publications ranging from ASTD/Performance In Practice to Customer Service Management. His book, "90 Days to a High-Performance Team", published by McGraw Hill and often accompanied by in-person, facilitated instruction, has helped and continues to help thousands of executives, managers and team leaders improve performance.
He has appeared hundreds of times on radio and television interview programs to discuss mergers and acquisitions (how to manage and survive them), project management, sales, customer service, effective workplace communication, management, handling rapid personal and organizational change and other topical business issues.
He has served or is currently serving as a board member of the International Association of Facilitators, Sales and Marketing Executives International, American Management Association, American Society of Training and Development, Institute of Management Consultants, American Society of Association Executives, Meeting Professionals International and National Speakers Association. Chris is an award-winning Toastmaster's International Competition speaker. He recently participated in the Fortune 500 Annual Management Forum as a speaker, panelist and seminar leader.
Chris has distinguished himself professionally by serving multiple corporations as manager and trainer of sales, operations, project management, IT, customer service and marketing professionals. Included among those business leaders are Prudential Insurance, Sprint, BayBank (now part of Bank of America), US Health Care and Marriott Corporation.
He has assisted these organizations in mergers and acquisitions, facilitating post-merger and acquisition integration, developing project management, sales, customer service and marketing strategies, organizing inbound and outbound call center programs, training and development of management and new hires, and fostering corporate growth through creative change and innovation initiatives.
Chris holds degrees in management studies and organizational behavior from Boston University. He has traveled to 22 countries and 47 states in the course of his career.
Overview: This 1-hour course is designed to provide an in-depth understanding of OSHA's reporting requirements for workplace injuries and illnesses. The Occupational Safety and Health Administration (OSHA) mandates that all employers, regardless of size or industry, maintain accurate records of workplace injuries and illnesses.
In this course, participants will learn the essential components of OSHA's reporting requirements. They will understand what incidents qualify as recordable, the timeline for reporting, and the specific data elements that must be included in the report. Additionally, the course will cover the most common mistakes and pitfalls employers encounter when completing OSHA reports.
This course is intended for HR professionals, safety managers, and any individual responsible for workplace safety and regulatory compliance. At the end of the course, participants will have a clear understanding of OSHA's reporting requirements, how to comply with them, and the tools to create a safe and healthy work environment.
In this course, Brenda will:
Why you should Attend: Human resources professionals looking to foster a secure and healthy workplace should strongly consider attending the training on OSHA's reporting requirements. This invaluable workshop will provide them with all the necessary knowledge, tools, and confidence required for proper injury/illness recording procedures that comply with regulations - helping their organization avoid any costly penalties due to mistakes or negligence in record-keeping.
The benefits of such an investment go far beyond compliance as it enables HR leaders to create a culture of safety & well-being among staff, one where people feel protected against harm both physically and mentally!
Areas Covered in the Session:
Who Will Benefit:
This course is intended for HR professionals, safety managers, and any individual responsible for workplace safety and regulatory compliance. At the end of the course, participants will have a clear understanding of OSHA's reporting requirements, how to comply with them, and the tools to create a safe and healthy work environment.
In this course, Brenda will:
- Provide an introduction to OSHA reporting requirements
- Help attendees understand what are recordable incidents
- Include a mandated timeline for reporting
- Review specific data elements required in OSHA reports
- The common mistakes and pitfalls to avoid
- A free reference tool to manage your in-house reporting compliance
Why you should Attend: Human resources professionals looking to foster a secure and healthy workplace should strongly consider attending the training on OSHA's reporting requirements. This invaluable workshop will provide them with all the necessary knowledge, tools, and confidence required for proper injury/illness recording procedures that comply with regulations - helping their organization avoid any costly penalties due to mistakes or negligence in record-keeping.
The benefits of such an investment go far beyond compliance as it enables HR leaders to create a culture of safety & well-being among staff, one where people feel protected against harm both physically and mentally!
Areas Covered in the Session:
- Identify what incidents qualify as recordable under OSHA regulations
- Understand the timeline for reporting workplace injuries and illnesses
- Create accurate and complete OSHA reports
- Avoid common mistakes and pitfalls when completing reports
- Foster a positive workplace culture through regulatory compliance and safety measures
Who Will Benefit:
- Supervisors
- Managers
- Executives
- Risk Assessors
- Human Resources
- Personnel and CEO's
Brenda Neckvatal is a three-time bestselling author, an award-winning Human Results professional, and a serial entrepreneur who has been featured in publications such as Forbes, Entrepreneur, Fast Company, Inc., and US News and World Reports. Perseverance, integrity, and relentless optimism are just a few of the ingredients you experience when meeting and working with Brenda.
Not only does she help business leaders tackle their toughest people challenges, but she is also a recognized expert in crisis management and group dynamics. As a trusted mentor to leaders and managers at all levels, she equips them with the skills to navigate complex interpersonal issues, resolve conflicts, and lead with confidence. By mastering these skills, they can lead their teams into tomorrow’s rapidly evolving business landscape with resilience, clarity, and purpose.
She really enjoys helping people solve their unique problems, and human resources offered her the ability to support her co-workers in a greater capacity. Having the benefit of working for a total of six Fortune 500 companies, she converted her experience into advising her audience to use tried and trusted best practices that help leaders achieve their workforce goals.
In her 30-year career in human resources and business, she has consulted to over 700 small businesses and 1,000 leaders. She has optimized employee effectiveness and helped leaders develop high-performing teams and navigate intense employment-related decisions.
Brenda is a devoted volunteer in the Navy SEAL Community and is constantly finding new ways of supporting veterans of Naval Special Warfare. She dedicates 32 weeks a year to working with The Honor Foundation to support the career transition of Special Forces personnel by providing them with her knowledge, insight, and creativity.
Not only does she help business leaders tackle their toughest people challenges, but she is also a recognized expert in crisis management and group dynamics. As a trusted mentor to leaders and managers at all levels, she equips them with the skills to navigate complex interpersonal issues, resolve conflicts, and lead with confidence. By mastering these skills, they can lead their teams into tomorrow’s rapidly evolving business landscape with resilience, clarity, and purpose.
She really enjoys helping people solve their unique problems, and human resources offered her the ability to support her co-workers in a greater capacity. Having the benefit of working for a total of six Fortune 500 companies, she converted her experience into advising her audience to use tried and trusted best practices that help leaders achieve their workforce goals.
In her 30-year career in human resources and business, she has consulted to over 700 small businesses and 1,000 leaders. She has optimized employee effectiveness and helped leaders develop high-performing teams and navigate intense employment-related decisions.
Brenda is a devoted volunteer in the Navy SEAL Community and is constantly finding new ways of supporting veterans of Naval Special Warfare. She dedicates 32 weeks a year to working with The Honor Foundation to support the career transition of Special Forces personnel by providing them with her knowledge, insight, and creativity.