© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 1

HEALTHCARE REFORM: OMG or Wait and See? By: Hilary Gallanter

INSIDE THIS ISSUE

September Event Summary

1

October Event Summary

1

Founder’s Corner 1

Dependent Audit 4

Upcoming Events 6

Members Corner 8

HR on My Mind 9

HR Marketplace 10

About Us 12

SEPTEMBER/OCTOBER 2010 VOLUME 3 | ISSUE 8 WWW.THEHRALLIANCE.NET

THE HR ALLIANCE TEAM

Jason Boltax

Founder

Hilary Gallanter

Director

Program Management

Marc Teitelbaum

Project Coordinator

The HR Alliance had an opportunity to learn the real truth about the upcoming national changes in health care directly from our sponsors, Ceridian, on September 16. Starting with a staggering statistic that currently 47 million Americans do not have access to health benefits, Ceridian’s Brian Wright, Brian Durkin and Ken Kunsman provided a comprehensive overview of the effects the impending changes on health care will have

on organizations and human resources professionals.

(Continued on page 2)

FOUNDER’S CORNER By: Jason Boltax It’s that magical time of

the year when we are sur-

rounded by the vibrant col-

ors of Fall. As we wind

down another year, the HR

Alliance, is taking the time

to reflect on our achievements and iden-

tify areas of improvement.

2010 has been a great year. We enrolled

our 900th member, launched a new

online training program, found a new

home for our flagship event, gained the

support of world renowned organizations

in Ultimate Software and Ceridian, and

hosted events on cutting edge topics in-

cluding: Social Media, Managing Change,

Healthcare Reform, Diversity, etc.

As we embark on our fifth year, we have

several initia-

tives planned for

2011. Please

stay tuned for

details in next

month’s newslet-

ter.

In the meantime, mark you calendar, our

next event is scheduled for Thursday, No-

vember 4 on the important topic of Cor-

porate Social Responsibility. Also, the

date of our Fourth Annual Holiday Gala

will be announced soon.

All the best,

Let’s Connect!! (Click on a button)

RESETTING THE HR AGENDA: Preparing for the Next Decade By: Alberto Gomez The media overwhelms the workforce with coverage of political, economic and human

hardships, crises, losses and other dramatic events. American workers that have felt

the strain of this economic recession receive the news that “the recession is over” with

skepticism as they sit at their kitchen tables to take inventory and reconfigure their

budgets. Businesses that are only half comforted by this news go back to the drawing

board to talk business and numbers. HR colleagues all over the world are coming up for

air, sharing their people stories, publishing their insights and best practices. The time

for recovery is now. On November 7, the HR Alliance and Sirota Survey Intelligence

reset the HR Agenda for the next decade …

(Continued on page 2)

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 2

HEALTHCARE REFORM HEALTHCARE REFORM (CONT’D)(CONT’D)

On March 23, 2010, President Obama signed the Health Care Reform Bill into effect in order to provide all Americans with “affordability and accessibility” to health care. Some of the key mandates for employers to acknowledge within the Bill include:

Prohibit lifetime and annual limits Require coverage of adult children Ban pre-existing condition exclusions Prohibit rescissions of coverage Mandate automatic enrollment with opt-out Limit waiting periods before eligibility

Starting in 2011 and culminating in 2014, the health care reform will move into effect in several phases.

Our speakers from Ceridian highlighted the key provi-sions that will be put into place across this timeline as well as which parts of the previous plans will be grand-fathered for the organizations we support. Overall, our

speakers emphasized that there are many changes that will go into effect across the health care from pro-viders to employers to recipients including:

Government – regulations and taxations Insurance Industry – competition based on vol-

ume and innovation Employers – refine and redefine commitments

with narrower focus Individuals – increased responsibility with the

power of knowledge

Ceridian emphasized that employers should educate

employees to eliminate confusion around these upcom-

ing changes. First, Human Resources departments can

let employees know that health care re-form is on the radar and that the organi-zation is working

diligently to assess the impact. Second, notification and communication about changes are key including impor-tant changes that

will result from the implementation of this bill. Lastly, education is the best tool that can be

used to inform employees. Although our speakers from Ceridian cautioned that employers should stay object, they also encouraged employers to be proac-tive, honest, and specific about this changes so that

employees are well educated.

As a result of the comprehensive and informative pres-entation provided by Ceridian, some of the resounding comments from our members that attended the pres-entation can be summed up as very informative, fac-tual, and focused on the impact to organizations rather than the political implications. The speakers empha-

sized that there are many changes that will be occur-ring across this timeline of change and that all of these changes can be best referenced through reading mate-rials including a book called, “The Inside Story of America’s New Healthcare Law and What it Means for

All of Us.”

It is 6:15pm: this evening’s session is sold-out and filled with anticipation. Everyone in the room has lived through a tough economic recession and is eager to learn and share insights that will help invigorate the organizations they represent. Our guest expert, Dr.

Patrick Hyland, Director of R&D at Sirota Survey Intelli-gence, begins the evening, “May we learn from each other and have some fun doing it.” and just like that the presentation begins. We quickly learn that this is more than just an informational session; it is an inter-

active dialogue between the presenter and the atten-dees.

The attendees represent a blended workforce that range from employers, consultants, and HR employees, who are all impacted by this great recession and are eager to champion their perspectives.

The call for all of us in attendance this evening is to “Reflect and Reset”, a challenge to go back to our busi-nesses and respective HR teams to examine the dra-

matic events we have gone through as individuals, or-ganization and society. For these dialogues to be effec-tive, they should be inclusive of all employee experi-ence and feedback; to understand the employee ex-perience and to respond to each unique perspective in

order to best recover as one workforce.

Dr. Hyland asked, “during these times of global eco-nomic hardships some companies were in danger of closing while other businesses thrived, did our leaders take us through this crisis fairly or not?”

He responded that “now is a good time to talk your employees and see which of the two perspectives are

in their heads. Do employees trust and believe that their leaders did a good job or are there suspicions in the system. Some suspicions might be unfounded. Leaders have to explain how close they were to clos-ing, that they just took the ship through the biggest storm. Reach out to the senior leaders and package up

(Continued on page 3)

RESETTING THE HR AGERESETTING THE HR AGE NDA NDA (CONT’D)(CONT’D)

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 3

the stress, and communicate the human story, to their teams. It can be a powerful story.”

Dr. Hyland continued by examining how management behaved during this economic crisis? Was the imple-mentation of a communication strategy spot on or

lacking? Was the core team marginalized and ignored? Are employees healthy or overstressed? Will talent stay or go? Are employees engaged or anxious?

According to Dr. Hyland, employee attitudes today, even during these uncertain times, can be positive as a result of “Social Comparison Theory” whereby employ-ees develop the perception of how happy they are by

looking around and seeing how everyone else is doing.

For survivors (of layoffs) it is hard to look around to see those in their community and family when they are unemployed and feel disengaged because one has work.”

Group feedback suggests that companies who did well financially during this recession should not be surprised

to find less engaged employee attitudes as employees grow impatient with their senior leaders and become more like shareholders who expect “magic wand” lead-ership and overnight results. The general sense is that companies are too concerned with survival and aban-don their strategic planning, clear communication and rather focus on survival, one day at a time. This con-

cerns employees and creates uncertainty and anxiety, which are passed along to the customers.

Sirota’s own survey findings across several industries indicate that overwhelmed managers provided less rec-ognition and support to their employees; pessimistic employees were less likely to be intellectually involved

at work and stressed service representatives delivered significantly lower levels of service to their customers.

Dr. Hyland points out that manager-subordinate rela-tionship either added a layer of security or eroded em-ployee confidence in the organization as companies struggled to meet their projections. But what is at stake is more than just business’ bottom line. The

down stream impact of these conditions may impact employees’ health and wellness and, in some case, life itself. He notes that,

employees working for bad bosses are 60% more

likely to suffer a heart attack, 40% of job turnover is due to stress, 60 to 80% of accidents on the job are stress re-

lated. As the economy turns and companies feel better about the recession, employees will begin to look elsewhere. Employees are figuring out that they can not soley rely on their organization for their future. The good news, according to Sirota research, is that an employee will

stay at a company post layoff if employees believe that

layoffs and reductions of benefits such as training and development were implemented in a positive way and handled correctly. “HR’s short term goals should begin with engaging the anxious employees first then ad-dress the bigger (longer term) trends that shape the

world order.”

Drawing from years of survey and research experience, using more than 250 items in their normative database and client case studies, Dr. Hyland explained the key performance indicators that support the strategic rec-ommendations for the next decade. For a full copy of the presentation, please click here.

Recommended Reading:

Womenomics: by Claire Shipman and Katty Kay

Workforce of One: Revolutionizing Talent Man-agement Through Customization by Susan Cantrell and David Smith

The Enthusiastic Employee: by David Sirota, Louis A. Mischind, Michael Irwin Meltzer

RESETTING THE HR AGERESETTING THE HR AGE NDA NDA (CONT’D)(CONT’D)

If you would like to advertise in the HR Market-

place, have content suggestions, program

ideas, meeting topics, calendar items, or

would like to contribute to future newsletters,

please contact: info@thehralliance.net

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 4

DEPENDENT AUDITDEPENDENT AUDIT

The spiraling cost of health care, combined with today’s increased business focus on expense management, has many employers considering a dependent audit. What they’re unsure of, however, is whether having employ-ees prove their dependents’ health plan eligibility will

actually go as smoothly as they want and yield the sav-ings they need.

Even before a dependent audit begins, there are predic-tors that can indicate if the audit will be successful in positioning your company for a maximum return on in-vestment.

A Successful Audit

A recent Ceridian survey found that more than 90 per-cent of employers expect their health care costs to in-crease by more than 10 percent in the coming year. Dependent audits are one of today’s most reliable ways to help cut those costs. By auditing your dependent population, you can ensure your company is paying the health plan costs of only those who are eligible. While

the audit process may appear to be rather straightfor-ward, it’s a very complex undertaking. It requires care-ful planning, precise communication, meticulous record-keeping and fail-safe security -- all before you can see the first dollar of savings!

The following 10 predictors can help your company de-termine whether its dependent audit will be a success:

1. Understand the financial costs of not perform-ing a dependent audit. Dependent eligibility audits are one of the most cost-effective ways for employers to reduce health care costs immediately. Every time one ineligible dependent is removed from your company’s plan, it saves approximately $3,000 to $4,000 annually

in premium costs or claims exposure. Ceridian’s experi-ence shows that, typically, 5 percent to 15 percent of dependents are ineligible to be on an employer health plan.

2. See the full value of performing a dependent audit. The value of an audit can be measured in more ways than recovered dollars. Companies that conduct

dependent audits are taking steps to be good financial stewards of their health plan dollars as required by ER-

ISA and Sarbanes-Oxley.

3. See health care reform as an incentive to take action now. The Patient Protection and Affordable Care Act’s mandate to cover adult children to age 26 now creates a larger dependent population to audit. Under

the new health care reform law, all employers must cover dependents up to age 26. In the past, no cover-age standard existed. However, a common cut-off age for dependent children was age 19. This means that in

some cases, em-ployers will have to cover de-

pendents for an addi-tional six years.

4. Under-stand the basics of

audits. The two most common types of dependent audits are affidavit audits and comprehensive documentation au-dits. In an affidavit audit, employees must attest to the eligibility of their dependents. In the more comprehen-sive documentation audits, employees must show third-party proof of dependent eligibility. Depending on which

type you choose, the audit may take between 90 and 120 days.

5. Let experts conduct your audit. Conducting a de-pendent audit in-house presents challenges, not the least of which are the potential conflicts with employees regarding the verification process and the validity of the documents presented. Outsourcing your dependent au-

dit removes you from these conflicts and allows your human resources staff to spend its time focused on stra-

tegic, revenue-generating activities.

6. Clearly explain to employees your reason for the audit. Ceridian finds that audits go more smoothly when employees are properly informed of the reason for

the audit. Your employees need to know that your or-ganization is paying premiums and/or claims for ineligi-ble dependents, which unnecessarily impacts those who are legitimately covered under your health plan.

7. Offer an amnesty phase. Adding an amnesty phase to your audit is one method to help employees ease into the process. If effectively communicated, it conveys the

message that you are not “out to get” employees or are trying to maximize the number of people being elimi-nated from your plan. The amnesty phase gives employ-

ees a chance to request, without repercussions, that their ineligible dependents be removed from your plan. Ceridian typically finds that between 1 percent and 3 percent of employees with ineligible dependents will

request that they be removed at this time.

8. Understand the role of communication. Effective communication with employees -- from the beginning of the audit to the end -- is critical to the success of a de-pendent audit. Ceridian configures all employee commu-

(Continued on page 5)

Top 10 Predictors Your Dependent Audit Will Be A Success

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 5

nications to be system-driven for consistency and accuracy and based on dates and methods configured during audit implementation. Announce the start of the audit in a way that’s best suited to your company’s culture. Use every effective channel you have at your disposal, including newsletters, bulletin boards, e-mail and proprietary messaging systems. Communications at the end of the audit are just as important. Ceridian’s “closed loop” proc-ess, for example, ensures no employees are left wondering about the status of their audits.

9. Make it easy for your employees. Employees who are being audited may require one-on-one assistance, especially if they send incomplete or inaccurate information. Ceridian allows employees to access their accounts 24/7 and to communicate with audit experts via phone and e-mail. Also, we offer employees the option of upload-ing electronic documents to their dependents’ records or providing documentation by mail or fax. We also provide a “silent grace period” at end of audit to make sure all documentation has been received before closing the audit or to complete any outstanding validation processes. Often, employees respond right up to their given deadline.

10. Consider the future. After you go through a dependent eligibility audit, you must consider how you will re-

move ineligible dependents without risking compliance or triggering lawsuits. You also need to protect your health

plan from unnecessary and fraudulent claim expenditures in the future. If you do a one-time audit and nothing else, Ceridian studies show that in three years your company is right back where it started.

DEPENDENT AUDIT DEPENDENT AUDIT (CONT’D)(CONT’D)

About the Author Brian Durkin, Ceridian District Vice President Brian is responsible for leading the Ceridian Workforce Management Consulting in the NY Metro Marketplace. He and his team focus on helping employers meet organizational and departmental goals through realizing productivity improvements, greater operational effi-ciencies and cost reduction strategies. Brian holds his bachelors of Science in Business from The University of West Virginia and his Executive Leadership Education from New York Uni-versity, Leonard N. Stern School of Business. For more information, please contact Brian at brian.durkin@ceridian.com or (212) 887-1049

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 6

UPCOMING EVENTSUPCOMING EVENTS

Corporate Social Responsibility Thursday, November 4, 2010

Guest Experts: Services for the Underserved

Fee: $15 Prepay, NO WALK INS

RSVP: www.thehralliance.net

Introducing two NEW additions

to our calendar in 2011...

Breakfast Briefings A monthly breakfast forum designed to address the challenges Human

Resources leaders face in today's shifting business environment. These

interactive programs focus on exchanging best practices and discussing

critical HR issues with peers.

Quarterly Cocktails An intimate evening of networking intended to help you meet new

people, exchange ideas and broaden your business network.

Stay Tuned For More Details….

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 7

MEMBER’S CORNERMEMBER’S CORNER

WELCOME NEW MEMBERS!!WELCOME NEW MEMBERS!!

GET INVOLVED!! GET NOTICED !!

The HR Alliance continues to grow in membership and in recognition within the HR community.

Now is a great time to get involved with the newsletter and monthly events. We are searching for

volunteers for the following writing and presentation opportunities:

Author an article for the newsletter

Be interviewed for the Member’s Corner of the newsletter

Research and keep track of other HR Blogs, news publications, and networking group activi-

ties to help us improve our offerings

Scout talented speakers for meetings

Recruit colleagues that would enhance our member experience

To learn more about volunteer opportunities with The HR Alliance, please contact us at:

info@thehtalliance.net

Emily Mayaute-Dumas

Amit Mohindra

Felicia White

Jackie Eastwick

Joe Farrell

Richard Law

Mark Tortora

Scott Wigley

Ouida Vendryes

Rachel O'Gara

Michelle Long

Rashida Jones

David Swirnoff

Karen Flaherty

LeTonya Shaw

Ryan Dodd

Anna

Kathy Loesberg

Kimber Gillus

Thuy Nguyen

Liza Newman

LaTasha Brown

Ruth Tabakin

Gabriella Ramundo

Stewart Feller

Chitra Sharma

Debbie Barnes

Gayathri Vinay

Michiko Sato

Bill Liggan

Jan Vincent

Patricia Jameson-Sammartano

Lashawn McCauley

Lisa Catalano

Rajiv Roopan

Rosemary Sykes

Kevin Driscoll

Gregg Knepper

Amy Armstrong

Geri DeSimone

Andrew Schulkind

Julie Lawrence

Scott Angarola

Ellen Singer

LaToya Wilson

Vicky Sarmiento

Barbara J. Durkin

Cody Gaspard

Jeremy Cowan

Deepti Tandon

Barbara Larisch

Natasha Kosoff

Holly Studt

Shamena Graham

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 8

MEMBER’S CORNER MEMBER’S CORNER

Patricia Trinca by: Marc Teitelbaum

Pat Trinca is a senior HR leader with significant experience across multiple industries. She began her career in Finance,

specifically organizational budg-eting. After attending a PACE (Professional and Company Ef-fectiveness) seminar, she was inspired to switch her bachelors degree focus to Organization Development and Training. Her

career in HR started as she co-ordinated training, developed

programs, created marketing materials, and eventually pre-sented training for health care facilities throughout New York.

At her next position, a liberal arts college, Pat added to her skills by becoming well versed in recruitment, writing policy and procedures, labor relations, and benefits to name a few. She became a generalist by default. Since that time, she’s worked in both the profit and non-profit sectors in various industries. Besides government,

manufacturing and retail industries, Pat also held posi-tions in the hospital, social services and hospitality envi-ronments. Most recently, she held a position in the transportation industry where she complied with Depart-ment of Transportation and the Federal Motor Carriers Safety Administration regulations, negotiated with the

Teamsters Union, and oversaw the recruitment and com-

pliance issues related to the company's 1,000+ inde-pendent contractors. Besides overseeing the many ar-eas of HR, Pat’s career focus has been to look at existing systems and make them more efficient, to reduce costs wherever possible, and to help the company attain its strategic goals.

HR has always been a passion of Pat’s. Specifically, she enjoys helping people expand their thinking and/or skills, whether behaviorally or technically. Pat says “HR is consistently keeping the company's goals in mind while advocating for the employees.” Because of this, she also truly enjoys managing regulations and current

employment law to further the company goals, educate the employees, streamline processes, and protect the company from regulatory issues. Seeing people advance

professionally and finding more enjoyment in their work makes her job even more fulfilling. When asked about the future of HR, Pat finds that many

companies have great respect for HR, while other com-panies feel that it is still personnel -- paper push-ing. With the workforce being more educated and the government enforcing more strict regulations, she is hoping companies will see HR as a department neces-sary for the proper functioning of the company and

meeting the company's goals. She believes companies will see that HR is integral to meeting strategic goals by attracting and maintaining employees, managing them effectively, and that an HR representative should be pre-

sent when the organization's' corporate objectives are devised. Unlike marketing, sales and research efforts, HR is not a typical profit center. It instead adds to the profit center of a company with sound recruitment strategies and reducing turnover with quality human capital management programs.

Pat is a single mother and completed her bachelor's de-gree while working full-time, raising 2 children, taking

care of the household and living away from any family or relatives. She found it challenging juggling her personal responsibilities while she attended classes, however, the reward was when she entered the professional

world. She truly enjoyed practicing what she learned about organizational behavior and managing people to forward the goals of a company for a win-win approach. Pat graduated with a Bachelor’s degree in Business Ad-ministration with a minor in Economics and a concentra-tion in Organization Development from SUNY, Saratoga

Springs. Since then, she has attended the University of Michigan’s Executive Management Institute and attained various HR, Employment Law, Labor Relations and Insur-ance certificates to stay current with industry changes, standards and regulations. Pat stays active locally, at-tending The HR Alliance, NY & NJ SHRM and ASTD meet-

ings, the Staffing Management Association of NJ and the

Whine and Dines in Edison and Paramus. Overall, Pat says HR's value is that it increases profit-ability by decreasing costs, reducing turnover, educating existing employees for promotional purposes, innovating new services which can be offered to smaller companies

for a fee, improving business processes by making the company more efficient, and by supporting the areas or individuals that move the company forward to meet its goals. HR has come a long way from the days of “personnel” and the future is bright. If you are interested in connecting with Pat and learning

more about her HR experiences, she can be reached at npt11.10@juno.com.

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 9

HR ON MY MINDHR ON MY MIND

Staten Island Yankees

About the Author

Monica Milner specializes in

the placement of permanent

HR professionals of all levels,

VP through entry-level, gen-

eralist and SMEs. Her client

base includes firms of all

sizes including the Fortune

500, financial services, bank-

ing, entertainment/media,

advertising, non-profit,

health care, academia, real

estate, accounting, insur-

ance and technology.

“Never Say Never”

Happy summer/fall transition. As many of you know, I resigned from The Fo-

rum Group as VP of the Human Resources Practice in April. When I left I swore

I would never go back to an agency unless there was some funky, odd, non-

recruiting role. When I say recruiting I mean running a full-desk. Not a lot of

those funky jobs out there in this economy, even in good economies.

So why I am now a Director at Career Blazers in a position that includes run-

ning a full desk? Because I did the basics. First, although I said never, I kept

my options open and listened. I did not look for a job all summer; I ignored

emails and networking events and things I generally kept on top of. Then I

got an email about a job that seemed to be just what I wanted. Through net-

working, I pursued the position and met with the client. Unfortunately the

position was not exactly as explained and not something the client would hire

me for but we liked and respected each other’s accomplishments very much.

She mentioned the possibility of my building an HR division here and possibly

some other things. We left on a very nice note with the door open in both

directions.

I called my recruiter and told him I was confident that she liked me but she

would not hire someone who lacked certain experience for the role. He told

me that she loved me and wanted me to work for her. He also said that she

could not stop raving about my thank you letter, that she said it was the most

professional and well written letter she had received.

We met again and we had a great discussion and she suggested a role that

although included full-desk recruiting it also included responsibilities and chal-

lenges that made it very interesting. I asked about the dress code and she

told me that I dressed so beautifully and looked so professional that I should

not worry about the dress code. I had a two hour phone conversation with the

COO and subsequently was offered a position.

I did not write this column to sound arrogant. I learned a lot through this ex-

perience and want to share the following lessons:

Always have an open mind. ALWAYS. “No-I don’t work at ad agencies, or I

am not looking until the fall or I don’t work for women” does not cut it.

Dress for Success sold millions of copies for a reason. Even on my third

time back I dressed for an interview with the President of the firm.

My resume was clear, concise and easy for the client to follow.

Polite and well written- I wrote a thank you letter to every person

(agency, client and COO phone interview) and each time I met with the

client, now my boss, I wrote a letter.

If you are still in transition, there is a light at the end of the tunnel. Stay fo-

cused and who knows maybe I might have the right opportunity for you. Give

me a shout, I can now reach me at Monica.milner@careerblazers.com 212-

719-3232 EXT 5507282

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 10

HR MARKETPLACEHR MARKETPLACE

For more information please contact:

Brian Durkin, Vice President Sales

212.887.1049 | brian.durkin@ceridian.com | www.ceridian.com

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 11

HR MARKETPLACEHR MARKETPLACE

The HR Alliance, in conjunction with the Human Equation, is proud to announce the

availability of HRCI approved online training courses for HR Alliance members at a

15% discount of the current retail price.

To get started, here is what you have to do:

Click HERE or copy his link http://store.thehumanequation.com/?afid=52 into your browser

(YOU MUST USE THIS LINK TO OBTAIN THE DISCOUNT!!)

1. Click on the tab that will allow you to Browse All Courses or select a Category to narrow

your choices. After selecting a course, enter the quantity you wish to purchase and click

Add to Cart. When you have made all of your selections, click Checkout Now. IT'S THAT

EASY

2. Courses are certified by The American Society for Training & Development (ASTD), The Hu-

man Resource Certification Institute (HRCI), The Florida and Georgia Bar for Continuing Le-

gal Education (CLE) credits for attorneys, and The National Association of State Boards of

Accountancy for Continuing Professional Education (CPE) credits for accountants. HRCI-

approved courses and suites are accompanied by the HRCI logo; check the course descrip-

tions to determine which courses have been approved for CLE and/or CPE credits.

© 2010 The HR Alliance, All Rights Reserved September/October 2010 | 12

ABOUT USABOUT US

The HR Alliance is a professional development and networking association that assists Human Re-

sources professionals in broadening their business networks and sharing their knowledge and ex-

pertise to stay current on the latest trends, strategies, and best practices in the human resources

field.

We have a strong active membership that includes Senior HR Directors, Generalists, Specialists,

Consultants, Service Providers, Business Owners and people interested in learning more about the

dynamic field of Human Resources.

HR Alliance members join for the purpose of exchanging ideas. Most understand that the greatest

benefits are gained from exposure to other HR Alliance members. Our meetings are the ideal for-

mat for such an exchange and will provide a unique experience to everyone who participates.

This Newsletter is provided to you by The HR Alliance

Notice and Disclaimer: The HR Alliance Group Newsletter is published the second week of each month. This news-

letter is intended for the use of members of The HR Alliance. Content in this Newsletter is for information purposes

only and should not be construed as specific advice.

W W W.T H E H R A L L I A N C E . N E T