© 2010 The HR Alliance, All Rights Reserved 1

LEADERSHIP & TEAM BUILDING Impact, Influence and Empower Yourself By: Jacquelyn Stanley

A NOTE FROM THE FOUNDER By Jason Boltax

MARCH

2010 NEWSLETTER

INSIDE THIS ISSUE

Leadership &

Teambuilding

1

Founder’s Note 1

Column: HR on

My Mind

3

What is Your Or-

ganizational Cul-

ture?

4

Upcoming Events 6

Members Corner 8

HR Marketplace 10

About Us 14

VOLUME 3 | ISSUE 3

The

HR Alliance Team

Jason Boltax

Founder

Hilary Gallanter

Director

Program Management

Anne Lesch

Director

Communications

Marc Teitelbaum

Project Coordinator

Over the last 3 ½ years the HR Alliance

has become one of the fastest growing

and exciting HR professional associa-

tions in New York City. We are deeply

committed to bringing the HR commu-

nity together and helping Human Re-

sources professionals broaden their

business networks, share knowledge,

and expertise to stay on top of the lat-

est trends, strategies, and best prac-

tices in human resources. All of these

programs have been delivered without

any fees or charges in the desire to

build the most inclusive community of

professionals. Space and labor have

been donated or sponsored.

We regret to report that, after a terrific

3 ½-year run, we will no longer have

access to our regular and free meeting

space in the offices of Wells Fargo

(formerly Wachovia) at the Newscorp

building. We are very grateful for the

use of such a professional and accom-

modating space, which enabled us to

(Continued on page 2)

Shoya Zichy, an internationally recog-

nized seminar facilitator, made a dy-

namic and lively presentation about her

trademarked Color Q tool at our recent

HR Alliance meeting on March 3rd. The

event was highly interactive and expe-

riential for those who participated and

received high ratings from all!

Shoya began her presentation

with a brief description of the

how the Color Q instrument

was developed. Based upon

the work of Carl Jung, the

Meyers and Briggs family, and David

Kiersey, the Zichy model explains how

innate differences among people deter-

mine their preferences in how they in-

teract with others. Ms. Zichy stressed,

however, that her model does not

measure the IQ, social intelligence, or

educational level of the personality

style of individuals.

According to the Color Q framework,

each individual has a dominant and a

backup style, which impact their inter-

actions with others. To summarize at a

very high level, 46% of the population

profile as “GOLDS.” People who fall

into this group are grounded, realistic,

responsible, and accountable. The

“REDS,” who comprise 27%

of the population, are bold,

spontaneous, and focus on

the present. The third group,

the “BLUES” are characterized

as theoretical, competitive,

and driven to continuously

acquire more knowledge and compe-

tence. They represent the smallest

portion of the population at 10%. And,

finally, the “GREENS” are humanistic,

empathetic, and expressive, represent-

ing 17% of the population.

After the profiles were described, we

determined our personal Color Q profile

(Continued on page 3)

© 2010 The HR Alliance, All Rights Reserved 2

FOUNDER’S NOTE

host over 40

events.

We are proud to

announce that

we have found a

new space that

far exceeds our

expec tat i ons .

The new loca-

tion will be at

the Support

Center for Nonprofit Management located at 305

7th Avenue @27th Street (conveniently located

near the subway and within walking distance of

Penn Station). It provides a larger, more comfort-

able space that will enhance our interactive work-

shops, enable more networking, and support our

growing membership; plus the lights will stay on past

8:00PM (we will be extending our meeting by ½ hour

to allow for more formal networking). The space,

however, comes with some costs.

As a result, the HR Alliance will begin to charge

a nominal fee of $15.00 for each monthly event.

This fee will allow us to take full advantage of this

location and help minimize the ongoing costs of pro-

viding dynamic events, monthly newsletter, online

forums, etc.

Membership to the HR Alliance will remain free

and you will continue to have full access to all of the

online features (calendar, member profiles, discussion

boards, monthly newsletter, etc.) For ease of admini-

stration, you will be able to RSVP and pay for events

via our website.

In addition, stay tuned as we prepare to roll out new

initiatives and programs over the next several months

including:

· HRCI Certified Online Training Module,

· Senior HR Advisory Groups,

· The results of our pulse survey,

· A new look and feel to our logo and branding,

· New online format for our newsletter and,

· Additional discounts for HR products and services.

We thank you for your understanding, continued sup-

port, terrific participation and look forward to seeing

you at our next event.

If you have any questions or concerns, please feel

free to email me at jason.boltax@thehralliance.net.

All the best,

(Continued from page 1)

If you would like to advertise in the HR Marketplace, have content sug-

gestions, 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 3

through a one-page personality instrument, which took no more than 10 minutes to complete. With our

preference identified, we divided into four groups based upon our identification with a color. We worked

within our teams, discussing how we preferred to work, communicate, and relate to others. We then

identified a team spokesperson, who made a lively presentation about our group’s personality style and

preferences. We all found a great deal of synergy and identification within our respective Color Q groups

because it is extremely easy to communicate with others who share similar communication styles and

preferences!

After these group presentations, we uncovered our backup style on the same personality instrument and

an exciting discussion ensued about our preferences in the workplace and how these affect management

& leadership, workplace communications, negotiating for salaries, and career selection. In addition to

backup style, we were briefly exposed to the third layer of this model, Extraversion vs. Introversion; then

we partnered with another participant, asked some questions, and attempted to guess whether our part-

ner tended towards Extraversion or Introversion.

In summary, the presentation was dynamic, “jam-packed” with information, and immediately useful to

all who attended. If you need more information and are interested in “deep-diving” into this Color Q ty-

pology of personality styles and preferences, consult the website, www.ColorQPersonalities.com or send

Shoya Zichy an email at zichy@earthlink.net.

(Continued from page 1)

March

2010 Newsletter

Sponsored by:

LEADERSHIP & TEAM BUILDING

© 2010 The HR Alliance, All Rights Reserved 4

“To Tweet or Not to Tweet”

In this age of social media many people (including me) are

confused about what sites to join and how much information

about themselves they should make public. Many companies

have created pages on Facebook and Twitter as well as

LinkedIn to keep the public, meaning potential talent, informed

of their news, career openings and to keep them in the public

eye.

Does this mean that in order to get a job one has to be

Facebooking and Twittering all day? I think it is important to

avail oneself of every job search opportunity out there. That

being said, social media, like anything else, has its place and it

most effective for certain firms and a certain demographic.

Firms that use Facebook as a college recruitment tool seem to

have great success. Additionally, firms that post positions for

junior to intermediate level roles do well since Facebook’s most

proficient user network is a similar demographic. However, all

it takes is one job and recently a VP-level candidate of mine

with 25+ years of experience got a job via Facebook through a

friend of his son.

Time will tell how influential Facebook, Twitter and other sites

remain but knowledge is your best friend. Technology was no

flash in the pan and mature candidates that were afraid found

themselves behind the eight ball and in the unemployment

line. Employees that embraced the IT age and were not afraid

of computers were able to compete with the younger

generation and are not out of the running when they see Excel,

PowerPoint and ATS on a job description. The same holds true

for social media. Learn about it, take what you need from it

and hopefully get a job from it.

Helpful hint: LinkedIn is still the most powerful site for job

seekers and recruiters. It is important to have your profile as

complete as possible. LinkedIn and recruiters strongly

recommend that you include a photo and a complete profile.

Your profile should indicate who you are, where you have

worked and what you do. Make it easy for talent acquisition

people, and more people will be interested in hiring you.

If you would like a great LinkedIn or Facebook headshot at a

reasonable rate, contact George Anttila and mention that you

were referred by Monica Milner at the HR Alliance.

HR ON MY MIND By Monica Milner

About the Author

Monica Milner is Vice Presi-dent, Human Resources Divi-sion of The Forum Group, a multi-division staffing & con-sulting firm. Celebrating her 10th year with Forum, she currently specializes in the placement of permanent HR professionals of all levels, VP through entry-level, general-ist and SMEs. Her client base includes firms of all sizes including the Fortune 500, financial services, banking, entertainment/media, ad-vertising, non-profit, health care, academia, real estate, accounting, insurance and technology. She can be r e a c h e d a t monica@forumgrp.com, 212-687-4050 x408

© 2010 The HR Alliance, All Rights Reserved 5

March

2010 Newsletter

UPCOMING EVENTS

WHEN: Wednesday, April 7, 2010

TIME: 6:00-8:30PM

WHERE: Support Center for Nonprofit

Management

RSVP: www.thehralliance.net

TOPIC: Social Media

WHEN: Tuesday, May 4, 2010

TIME: 6:00-8:30PM

WHERE: Support Center for Nonprofit

Management

RSVP: www.thehralliance.net

TOPIC: Change Management

The Human Resource Executive Forum® is a senior-level HR leadership event designed to examine today's busi-ness-critical issues through the voice of senior executives. You'll enjoy seven advanced-level sessions on benefits,

recruitment, leadership, talent management, workforce planning and HR technology. Plus, you get complimentary access to the HR Week Expo and all its events. For a special discount, simply register online using promo code

HRAL and save $400.00 off the on-site rate -- you attend for only $595!

Can't make the Forum? Attend just the HR Week™ Expo where you can speak directly to top HR vendors and see their innovative products and services. There's no better place to network with your colleagues! Stop by for both days or just come over on your lunch hour for a complimentary lunch. Best of all, Expo passes are absolutely FREE when you register in advance -- a big bonus in this tough economy.

For details and to register visit www.HRWeek.com.

Brought to you by:

© 2010 The HR Alliance, All Rights Reserved 6

WHAT IS YOUR ORGANIZATIONAL CULTURE? By: Shoya Zichy

Corporate culture is the sum of an organization’s goals, behaviors and values. It is the water in which em-ployees swim; it either sustains, weakens or even starves them. Fortunate individuals who find themselves in the right culture feel both energized and highly valued by their boss, peers and subordinates. Others, in the wrong setting, will be stifled and frustrated by practices and processes that run counter to their natural

style. Finding the right culture for your personality is a key component to job success and overall quality of life. Please note that neither of the two types described below is better or smarter. Each has its success sto-ries and failures. They key is knowing yourself and finding the right fit.

Take a minute to choose from each set of statement below. But choose as your truest self, not according to the demands or your job or boss. Your weekend personality is usually the best indicator. Answer every question and choose the statement that best answers; at least 51% I tend to:

__meet deadlines early OR __meet deadlines at the last minute

__make detailed plans before I start OR __handle problems as they arise

__be punctual and sometimes early OR __be leisurely

__like to be scheduled OR __prefer to be spontaneous

__have a tidy workplace OR __have a workplace with many piles/papers

__want clear guidelines OR __want open-ended flexibility

__be deliberate OR __be carefree

__Total __Total

MORE ITEMS ON THE LEFT?

If you chose more items on the left, your inborn style is that of a “structured” individual with more left-brain activity. You thrive in a stable work environment with well-defined job responsibilities. You prefer working with tried and true products and processes that have been tested in the past. You are seen as responsible,

punctual and accountable and like to be rewarded for getting the job done in an efficient and organized manner. You typically do not like change, too many surprises or having to work with co- workers who are

too flexible and/or easy going. You have a neat desk, closet, files and car. You balance your checkbook on a regular basis and keep firm control over your assets. Even relaxation is organized – play comes after the work is done. Life is tidy and predictable and you like it that way!

Structured personalities tend to establish and preserve procedures deemed necessary for long-term success. Their special strengths may include:

Setting and pursuing long term goals Organizing projects and developing efficient systems

Meeting and enforcing deadlines Properly using and conserving resources Completing all parts of work with precision and accuracy

MORE CHOICES ON THE RIGHT?

If you chose more items on the right, you are an “adaptable” type with more right brain activity. Chances

are you prefer to work in a flat hierarchy, with the opportunity redefine your job every day. You excel at cre-ating new products and processes and thrive on dealing with the unexpected. Variety, change, and a flexible environment without undue rules or bureaucracy is best for you. You need to be rewarded for your willing-ness to take risks and to get things done, often without the assistance of others. You are seen as spontane-ous and adaptable. Typically casual in your clothing, and irreverent in manner, you also tend not to balance your checkbook too frequently. And if work is not fun, it is not worth doing!

Adaptable personalities like to be judged for their ingenuity in handling unexpected problems. Their special

strengths may include the following:

Responding easily to unexpected changes and crises

© 2010 The HR Alliance, All Rights Reserved 7

March

2010 Newsletter

WHAT IS YOUR ORGANIZATIONAL CULTURE? By: Shoya Zichy

Multi-tasking and keeping several balls in the air at the same time Being flexible, accommodating and easy to work with Applying skills and interests to new fields Solving problems in original ways

THE CONFLICT

There are many conflicts between the two groups – both in the workplace and in families, (we tend to marry our opposite). Structured types drive adaptables crazy with their need for schedules, plans, and closure. Meanwhile adaptables may be perceived as messy and irresponsible by their structured counter-parts. Understanding these inborn differences and the contributions of each is an important step in in-creasing workplace satisfaction and productivity. It will also go a long way to making for a happier mar-

riage and better parenting.

WHAT HAPPENS IF I AM WORKING IN A NON-PREFERRED ENVIRONMENT?

There are different work niches for almost every personality type. For instance, companies like IBM or Nike will have departments designed to explore new markets and products. These groups may be heavily populated by adaptable types who create a unique culture within their units. Similarly a large bank, nor-mally a bastion of structured behavior, will have overseas posts filled with employees always ready get

on a plane on a moment’s notice to pursue a new market or client. For the most part adaptable types thrive in these settings.

Likewise, companies like Google and Ben Jerry need operating units with more structured types. Account-ing, project management and operations are just a few that will typically draw and be run by individuals with the laser beam focus needed to carry out the responsibilities of the group. Recognizing that you are good fit with your unit, but at odds with the company’s culture at a large, reduces stress and increases productivity. It is easier to point out your value to the company if you understand the larger framework

in which you operate.

CLUES TO RECOGNIZING THE ORGANIZATIONAL CULTURE

Can you determine the corporate culture during the interviewing process? The degree of noise, conditions of desks and dress code may provide clues. Structured environments tend to be more subdued. Employ-ees have desks with limited and neatly organized piles. The clothing usually is more formal. Deadlines and punctuality are high priorities. In an adaptable environment, there is “restrained chaos.” Deadlines, clothing, and schedules are more casual and desks have many piles.

IN SUMMARY

The world divides fairly equally between the two groups. There are no gender differences and the per-centages hold up across cultures worldwide, even though some cultures seem to express values that fa-vor one group over the other. Differences are inborn and hold up from cradle to grave.

Finding the right corporate culture will allow you to define you’re your unique strengths and brand your-self so others appreciate your contributions. This is the first, and some say, the most important step to

career success. It will also reduce stress, free up your creativity (both structured and unstructured), and improve your relationship with your boss, co-workers, clients, families and friends. We hope you enjoy your new journey!

For other information on personality differences, check out Shoya Zichy’s books and blogposts on her website at www.ColorQPersonalities.com

© 2010 The HR Alliance, All Rights Reserved 8

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

Welcome New Members!!

MEMBER’S CORNER

Dana Korver

Massa Kourouma

Elizabeth

Michael Yim

Sara Gesser

Martin Palmgren

Mary Hamilton

Aimee Totaro

Monique

Lorri Zelman

Lisa Siefert

Patrecia West

Whitney Goldberg

Paul Block

Stephen Sequeira

Linda Smith

Michael F. Malfi

Susanne Mueller

Elaine Aquilone

© 2010 The HR Alliance, All Rights Reserved 9

MEMBER’S CORNER - ELIZABETH SCHOLZ by: Smita Sheth

March

2010 Newsletter

Elizabeth

Scholz, SPHR,

found her

passion for

human

resources early

in her career

and took this

passion to

become an established professional in the

industry for the past ten years. After working

for a boutique staffing firm in Schaumburg,

Illinois, in 1998 Elizabeth joined RSM

McGladrey’s Strategy and Human Capital group

where she worked with clients across industries

providing executive and management recruiting,

succession planning, leadership assessment,

development, training, outplacement coaching

and other HR services. In the spring of 2007,

Elizabeth joined RSM McGladrey in New York

City to work internally as a Recruiting Manager

where she lead a team of three in developing

the recruitment strategies for their tax, audit,

consulting and internal operations

groups. These strategies greatly reduced RSM’s

cost-per-hire and at the same time increased

the quality of hires, employee referrals and offer

acceptance rates.

Most recently, Elizabeth worked with the Anti-

Defamation League on a three month temporary

assignment as a Recruiter. This civil rights

organization’s mission is to fight anti-Semitism,

extremism, and bigotry of all kinds. In this role,

Elizabeth managed the ADL’s day-to-day

recruitment processes, updated job descriptions

and made recommendations on how to improve

the overall efficiency and effectiveness of the

recruiting function.

What draws Elizabeth to human resources is

learning how an organization operates,

understanding corporate objectives, and then

recruiting, developing and retaining qualified

employees to execute the organization’s

strategic plan. “It is through an organization’s

people that their mission and strategic plan

come to life - and it is the people part of the

business world that is most exciting to

me.” She finds presenting new career

opportunities to potential candidates, helping

hiring managers strategize to source, screen

and identify the most qualified candidates, and

being a resource to employees as they are

planning to advance in their profession very

rewarding.

When asked about the most important

component to human resources, Elizabeth

believes it is to “ensure all HR activities, from

employment branding, talent acquisition,

performance management and employee

development, are aligned with and designed

around the overall strategy and objectives of the

business.” If not, the organization suffers a silo

effect which decreases operational efficiency.

For her next career step, Elizabeth wants to

continue her work in talent acquisition and

employee development and become more

involved in generalist activities. A personal

goal is to continue to study and become more

conversant in Spanish.

Elizabeth is a member of HR/NY and writes

articles for their monthly newsletter highlighting

business practices and trends. She actively

participates in Whine and Dine, where she

learned of The HR Alliance as not only a

networking group, but a provider of continuous

learning through workshops and speaker

presentations.

To learn more about Elizabeth’s

accomplishments and aspirations, you may

contact her at elizabethscholz@comcast.net.

© 2010 The HR Alliance, All Rights Reserved 10

HR MARKETPLACE

For more information please contact:

Brian Carroll, Business Development Manager

Office: 973.465.4141 | Fax: 646.304.5373 | Mobile: 201.892.2200 brian_carroll@ultimatesoftware.com | www.ultimatesoftware.com

© 2010 The HR Alliance, All Rights Reserved 11

HR MARKETPLACE

March

2010 Newsletter

Color Q: Understand People: Improve Leadership, Sales,

Teams, Careers and All Relationships

Did you know that understanding your inborn personality is the single most impor-tant factor that shapes your achievements, relationships, health and sense of well-

being?

The Color Q personality system, an approved derivative of the Myers Briggs Type Indicator, is now used by

40,000 clients worldwide to enhance personal and corporate productivity.

It serves as the basis of:

Career coaching sessions designed to help you match your career to your personality

Highly interactive and humor-filled seminars on how to leverage personality differences to help you and

your organization:

Build High-Performance Teams

Increase Sales and Client Satisfaction

Develop Leadership Strengths

Coach and Mentor to Peak Performance

Turn Conflict into a Strategic Advantage

Build Win/Win Negotiation Abilities

Develop, Advance and Retain Women Leaders

Manage Diversity

Color Q is the proprietary model of Shoya Zichy, an internationally recognized seminar

leader and coach whose work has been featured in Fortune, Newsday, Barron's, Chicago

Sun-Times, The Washington Post, CNN and other media. She is the author of Women and

The Leadership Q and Career Match: Connecting Who You Are With What You’ll Love

To Do. Her clients include Prudential, UBS, ABN Bank, Merrill, Northern Trust, the US

Treasury, Penn State and schools in Saudi Arabia. Previously, Shoya had a 15-year career

in private banking at Citibank, Merrill Lynch, and American Express. She is an adjunct in-

structor at NYU, past President of the Myers-Briggs Assn. of NY and former long-term

board of the Financial Women’s Assn.

More information is available on www.ColorQPersonalities.com

© 2010 The HR Alliance, All Rights Reserved 12

ABOUT THE HR ALLIANCE

The goal of The HR Alliance, is to create an environment and network of resources where

HR professionals can turn for advice, best practices or to find a helping hand.

Our aim is to help HR professionals broaden their business networks, and to provide use-

ful resources by sharing knowledge and expertise.

We achieve this by exploring the newest trends, strategies and best practices in Human

Capital Management and its impact on the future of HR.

This forum is a great place to sharpen your skills, meet new and exciting people, look for

new talent, and find rewarding working opportunities.

Come meet other local Human Resource professionals to share knowledge, skills, and ex-

periences. Discuss HR and Human Capital Management practices, resources, strategies

and future trends.

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