Univ of Toledo HRM & Leadership Blog

Great Article on What NOT to Do in a Presentation

2011-03-24T14:59:00.002-04:00

Leadership IQ's Mark Murphy makes a stellar point about focusing on the audience rather than on your own credentials in article-the-worst-way-to-start-a-presentation.

The Power of Community

2011-02-12T15:29:00.005-05:00

Wael Ghonim, the young Google executive who has became a symbol of Egypt’s pro-democracy uprising after he launched the original Facebook page credited with sparking the initial protest, called the Egyptian upheaval, “Revolution 2.0.” “If you want to liberate a country, give them the internet,” Ghonim said.

What Facebook and Twitter really did that sparked the short, 18-day Egyptian revolution was to bring a community together, even if they didn't know they were a community. In Bowling Alone, Robert Putnam argues that we are experiencing a breakdown of community with our families, neighbors, and cities. We are isolated from our fellow citizens and only tenuously connected as a community and as a nation. Clearly in Egypt that isolation was helped by the technology and popularity of Facebook.

Unfortunately, many of us in organizations are isolated from each other, whether by barriers of space or geography. When we lose the sense that each of us is inextricably linked together at work, when we begin to stop caring and having concern for each other, and when we act as if what we do has no effect on the rest of the organization, then we experience separation, mistrust, and fear.

Community-building is so important that it should be the first step for leaders who attempt to initiate and lead change. Without a true sense of community, no leader will ever be able to successfully implement change or sustain improvements.

New HR Assessment Test for Students

2010-12-09T10:17:00.004-05:00

The Society for Human Resource Management (SHRM) is launching a new assessment exam for graduating college students in May 2011. This will replace the PHR exam that students have been allowed to sit for upon graduation. Only HR practitioners with experience will be allowed to sit for the PHR or SPHR beginning in 2011. In our department we are working on attempting to get some sort of assistance for students to take this exam. Stay tuned for more updates from us about this! The following is taken from the SHRM website about this new assessment test:

...hiring managers “should rely on this as the universal benchmark to show that recent graduates have acquired the minimum knowledge to be a successful HR practitioner,” said Nancy Woolever, SPHR, director of academic initiatives at SHRM.

The four-hour assessment will be restricted to students who have taken requisite HR courses. Passing the assessment will:

Demonstrate that a student has acquired the knowledge required for entry-level HR work.
Provide a means for HR students who pass the exit exam to differentiate themselves in the marketplace.
Help universities meet their accrediting body’s assurance-of-learning requirements.
The exam is part of SHRM’s long-range strategy for its Academic Initiative, according to Woolever. SHRM is urging HR professionals to start looking for mention of the certificate on the resumes of recent graduates as soon as summer 2011.

Undergraduate students and graduate students in HR or HR-related degree programs are eligible to take the exam beginning one year before graduation and ending one year after graduation. Any applicant who meets the eligibility requirements will be given authorization to test with information about selecting a test-taking site.

The test will consist of 160 multiple choice questions that will cover 18 HR-related content areas; it reflects HR content areas in SHRM’s HR Curriculum guidelines....

If You Can't Stand the Heat....Don't Be a Leader!

2010-08-11T16:46:00.005-04:00

I just saw Wicked for the second time this past weekend. What a great show with some GREAT leadership lessons, not the least of which is how we view authenticity.

The story is about the early lives of Elphaba (who will eventually become The Wicked Witch of the West) and Galinda (who will eventually become Glinda, The Good Witch of the North) in the Land of Oz. Elphaba is misunderstood and ostracized because of her frightful green appearance. Despite this, she desires only to fulfill what she believes to be her true calling by working with the Wizard of Oz.

Her trust in the Wizard of Oz comes abruptly to a halt, however, when she and Galinda discover that the talking animals of Oz are being forced into silence and that the Wizard is actually behind the oppression of the talking animals. Galinda and Elphaba, in this moment of discovery, are both forced to choose: will they go along with the Wizard’s plans, thus gaining his favor and obtaining prestigious positions in the Land of Oz, or will they reject him and all he stands for?

Galinda chooses the self-serving route of convention. Elphaba, however, is appalled and cannot in good conscience align herself with the Wizard. Ultimately, she is declared wicked by the people of Oz; her story is mythologized and retold, casting Galinda into the role of Heroine and Elphaba as Evil Incarnate. Yet, Galinda knows the truth, and later she begins to question her own choice, troubled by her inauthentic behavior and her separation from Elphaba. Elphaba, on the other hand, by remaining authentic to her convictions, suffers the fate of being ostracized by the majority in power.

The lesson that Wicked offers leaders is that the greater danger is not in being declared wicked, but in accepting what appears to be goodness, but which is not authentic. That is, the most difficult part of being an authentic leader is to recognize and accept authenticity, with all the consequences inherent in that authenticity. It means striving to be yourself at all times. And, though it means accepting your own imperfections, as well as your gifts, as part of who you truly are, it also means realizing that you are always working to attain your higher self.

Authentic leadership—leadership that reflects your beliefs and values and those of your organization—can be seen and experienced in the ways that you treat and work with other people. Authentic leaders know that they personally have to live and model the values and behaviors that they stand for.

It's really hot outside right now, but it can also get hot in the "leadership seat." However, avoiding the temptation to be something you aren't will ultimately be in everyone's best interest. And although we all need practice in being a "Good" Leader, if we remain authentic to our true selves, at least we won't be seen as a "Wicked" one!

COBA Advanced Leadership Academy

2010-04-23T08:38:00.001-04:00

Thirty top MBA students at UT have just completed the first Advanced Leadership Academy in the College of Business Administration. Our best graduate students attended four Saturday sessions in the new Ernst and Young Leadership Lab in our exceptional Savage and Associates Complex for Business Learning & Engagement. They received insight on several facets of career success and survival as a leader in 21st century organizations. Topics included career preparation and planning, learning to interpret and respond to nonverbal messages, team leadership skills, and getting results. The sessions were a mix of instruction, networking, exercises, and experts from the business community.

UT's College of Business Administration has a tremendous resource in its Leadership faculty and facilities. We can provide cutting-edge assessment and training for all types of leaders in our business and civic community. Your leaders will benefit from targeted competency assessment, skill development, and coaching.

What is the biggest challenge leaders face in your organization? Whatever it is, we can help them successfully deal with it.

If your organization wants to REALLY develop its leadership capabilities at all levels, call or email Carrie Herr, our Director of the Executive Center for Global Competitiveness, at carrie.herr@utoledo.edu or (419) 530-2037.

HR Games and the PHR Exam

2010-03-02T09:21:00.007-05:00

(Top: Caroline Sigley, Amanda Cohen, Amy Kohler. Bottom: C.J. Gordon, Allison Kossler, Katlyn Howe, Sarah Fajardo, Matt Chlebowski)

Congratulations to the two teams of HR students who participated in the Ohio HR Games this weekend and came in 5th and 6th, overall. They only had a few days to prepare, and competed against 10 other teams.

The folks are awesome! Just wait until April 23rd when they compete in the North Central Region's HR Games at Purdue University!

The purpose of the HR Games is to prepare students to sit for the Professional in Human Resources (PHR) professional certification exam. Unfortunately, in December 2011, this opportunity to demonstrate their knowledge and to give students a competitive advantage in their job search will end. Apparently, the certification institute that gives the exam, the Human Resources Certification Institute (HRCI), has decided in in its infinite wisdom that students don't need to have this advantage in the marketplace.

I disagree wholeheartedly. In fact, I and other professors around the country have argued until we're blue in the face that students should be able to sit for the exam. Unfortunately, those arguments have not prevailed. I truly believe that the underlying reason why HRCI is stopping them from taking it is that the students who do take the exam pass it in proportionately greater numbers than practicing professionals!

The reality is that the PHR is based on introductory HR....that's right, the basic information from HURM 3220. It's a multiple choice test, which most students can take with no problem, but with which people who have been out of school for a while have difficulty. My theory is that the EXAM is the problem, not the students. HRCI, listen up: if you don't think students with no practical experience should be able to pass it, then make the exam harder to pass for people without experience. DUH!

There is a "student version" of a certification exam being developed; however, I put UT's HR students up against any practicing professional with the current PHR exam. The bottom line is that anyone who possesses the knowledge to pass the exam should be allowed to take it.

Haiti: A Crisis of Leadership

2010-01-21T00:03:00.000-05:00

Haitian President René Préval, whose own residence was destroyed by the earthquake of last week, has been one of the only leaders speaking to the public. As he said yesterday, "Parliament has collapsed. The tax office has collapsed. Schools have collapsed. Hospitals have collapsed." More importantly, though, is what the people of Haiti are saying: As one frustrated resident told ABC News, "The president is staying at the airport while he does nothing for us." U.S. Rep. Kendrick Meek, speaking in Miami on Tuesday hours after ending a two-day visit to Port-au-Prince, noted that one of the most important things Haitians need right now are leaders: "It is imperative that we get people who can make decisions on the ground right now,'' he said. ``We have seen in the past how decisions made by committee in Haiti lead to the loss of lives.''

The problem Haitians are facing right now did not start right now. This is a country that has had poor leadership for a very long time. Organizations can learn several lessons from the crisis in Haiti.

Over time, poor leadership will result in dispersion of accountability that teaches followers that no one "at the top" will take responsibility for anything that has happened to cause a crisis or, in business, a downturn. In Haiti, it isn't the earthquake that is the culprit; the earthquake merely brought the primary causes of the crisis into clearer focus: poor infrastructure and no investment in the people themselves, among other things.
Leaders who do not invest in their people (who they often claim are their best asset) will ultimately not be able to depend on that valuable asset to help them pull out of a crisis. In Haiti, the richer nations have been "giving the people fish," not "teaching the people to fish." Now, it is evident that the people who will be left will not know how to rebuild their cities, businesses, or government.
Leaders must be willing to recognize and admit their own complicity in their organization's problems. When they are able to do this, they not only are seen as more trustworthy, they are able to rally support for actually solving the underlying causes. A good example is Haiti's former president Aristide, who promised much and delivered little. Opposition groups called for Aristide's resignation, including students, business leaders, and human rights groups. There was growing unrest within Aristide's own party, claiming that he failed to keep promises to provide basic services such as sanitation and electricity. But Aristide dismissed the idea that he had lost the support of the people or that his government was unstable. By avoiding reality, the issues of basic needs for the people of Haiti never got resolved.

Hopefully, the monumental crisis that is holding the world transfixed at the moment will result in better and more sustainable approaches. Our own financial crises in the U.S. has the same potential. Would that we remember the financial crisis of 2009 and the Haitian earthquake of 2010.

Or, as George Santyana's famous quotation reflects, "Those who cannot learn from history are doomed to repeat it."

America's Best Leaders 2009: Who Do YOU Think They Should Be?

2010-01-08T22:17:00.003-05:00

"America's Best Leaders" is a collaboration between U.S.News & World Report and the Center for Public Leadership at the John F. Kennedy School of Government at Harvard University. The honorees were selected by a committee of academic, government, business, community, and nonprofit leaders convened by the center. The committee focused on three criteria:

SETS DIRECTION (25 percent): By building a shared sense of purpose; by setting out to have a positive impact on their industry and society at large; by implementing innovative strategies and practices.
ACHIEVES RESULTS (50 percent): Of significant depth and breadth; that have a positive social impact; that are sustainable; that exceed expectations.
CULTIVATES A CULTURE OF GROWTH (25 percent): By communicating and embodying positive core values; by inspiring others to lead.

This year, the list was interesting, to say the least. Twenty-one persons were chosen, and you can see a list and a slide show of all of their stories at http://www.usnews.com/listings/best-leaders.

Who do YOU think qualifies as a "Best" American leader?

Employee Recognition: Reward or Punishment?

2009-11-18T22:42:00.003-05:00

Employers always think that they know EXACTLY what motivates employees to higher performance levels.

They usually don't. Why is that?

I think it's because most managers choose recognition methods based on the ways THEY would like to be recognized. Unfortunately, it is the rare manager who actually asks an employee how he or she would like to be rewarded.

For some strange reason, managers think that public recognition, particularly in front of one's peers, is a good thing. But for most employees, it is embarassing. Or, some managers who don't have a lot of resources end up resorting to cheap trinkets, mugs, certificates, or other junk. In the employee's mind, these "rewards" send a very different message: "So, this is what you think my excellent performance is worth?" Fortunately, most employees smile and accept the so-called recognition with grace.

Several years ago I read a published survey of over 4000 employees from all walks of life. The survey asked them to list the most meaningful recognition they could receive from their boss. Even I was shocked by the three items most mentioned by a majority of employees.

3. To have lunch with my boss, just the two of us

2. To receive a handwritten note of thanks from my boss mailed to my home

and the #1 thing......

1. To be invited to a meeting where an important decision was to be made.

Unbelievable, and yet all of these are genuine demonstrations of how the employee is valued.

Other managers start a recognition program, only to have it become so humdrum that no one particularly pays attention to it after a while. Take, for example, "Employee of the Month" plaques and awards. Now, don't get me wrong, I'm all for recognizing an employee who has shown exemplary customer service or who has made an incredible number of sales. I just don't think when you institutionalize an award by saying, in essence, "there WILL be an exemplary employee every month, damn it!" it has much meaning for anyone after a couple of months.

One of my students recently told me the following story, and it is worth repeating here, because it typifies what is wrong with how most organizations "do" recognition.

Early this November, while she was at work, she had an occasion to go into a room that she rarely visited. Imagine her surprise when she found on the wall in this room (in November, mind you) a plaque indicating that she had been the "Employee of the Month"....in September! She never even knew it.

Somehow I don't think that organization really gets the point of employee recognition, do you?

So, the lesson for all of us is this: If you want to recognize an employee for a particular outstanding example of performance, make sure that it will be perceived as a reward and not a punishment. And the only way to make sure it will be understood that way is to ask the employee what is meaningful to him or her. And then, do that.

Share your preference for rewards with us by posting it as a comment! What is meaningful to YOU?

Why Do New Hires Fail Their First Year?

2009-11-05T08:41:00.005-05:00

According to a new study by Leadership IQ, 46% of newly-hired employees will fail within 18 months, while only 19% will achieve unequivocal success. But contrary to popular belief, technical skills are not the primary reason why new hires fail; instead, poor interpersonal skills dominate the list, flaws which many of their managers admit were overlooked during the interview process.

The study found that 26% of new hires fail because they can’t accept feedback, 23% because they’re unable to understand and manage emotions, 17% because they lack the necessary motivation to excel, 15% because they have the wrong temperament for the job, and only 11% because they lack the necessary technical skills.

As a potential or a current manager and leader in your field, it's likely that you are or will be in a position as either a new hire or someone who may be hiring new employees. It's worth noting that the Leadership IQ study mentioned above sees the problem as a SELECTION problem; that is, the tests given to potential employees generally are not sufficient to identify people who have poor interpersonal skills and who lack motivation.

So, remember that a job interview needs to assess skills in coachability, temperament, emotional intelligence, and motivation, NOT just technical skills or educational accomplishments. Most managers don't know how to do this, and that's a problem.

If you want to know more about assessing various types of these interpersonal skills, or you believe you would benefit from developing them in yourself, register for one of our Leadership or Human Resource classes in spring semester. And for your hiring managers, call us for an in-house workshop on how to assess important "failure-resistant" applicant skills.

Don't be in the 46% of the failures!

Appearance: The New Discrimination

2009-10-14T09:56:00.009-04:00

What is the next category of anti-discrimination legislation to come along?

Appearance!

A recent study by Brian K. Miller, SPHR, a management professor at Texas State University, and colleagues Jack Eure and Kay Nicols surveyed college students with and without body art. Participants were asked their opinions about working with a fictitious co-worker named Sharon in a specific job: selling business insurance. In the hypothetical situation Sharon, though highly qualified, had a facial tattoo around her eye and cheek and a pierced lip and eyebrow. Results from the 150 respondents indicated that they did not want to work with Sharon, and they felt that being with Sharon undermined their own chances for sales success.

Likewise, Abercrombie and Fitch continue to fight against lawsuits filed by applicants or employees who have been discriminated against because they didn't look like the "boy/girl next door," the brand image the company wants to maintain.

The most interesting questions, however, are yet to be answered. For example, only Michigan and Washington, D.C. bar discrimination based on weight, and California bars discrimination on gender appearance. Yet, 40% of Americans are considered overweight, but obesity is not considered a protected group, unless it can be shown to be a disability under the Americans With Disabilities Act (ADA). But weight may soon be the focus of new anti-discrimination law. Several states have pending legislation related to obesity in the workplace.

The more general question for HR managers is this: does an employee appearance policy automatically exclude people (even those otherwise qualified) whose appearance varies from the company-defined norm? Certainly, Hooters is one example in which it was considered lawful to support the right of a business to cater to customer preference for attracive, female employees.

But, is it ethical?

Ernst and Young Leadership Action Learning Lab

2009-09-07T17:11:00.002-04:00

Thanks to the generosity of Ernst and Young, our College of Business will have a new Leadership Action Learning Lab in our new building addition, The Savage & Associates Complex for Business Learning and Engagement. The purpose of the lab will be to accelerate the leadership development of our students by having them enact leadership experiences and challenges that test their mettle. We also plan to offer services to external organizations that will help them assess and develop their own leaders.

We hope to be able to offer presentations, workshops, training, and special events throughout the year that will attract thought leaders, leadership development practitioners, creative thinkers, and curious minds. All designed ultimately to inform our Leadership undergraduate and graduate majors so that they are able to communicate clearly, lead and manage change, make decisions, solve problems and, ultimately, get results.

We are in the process of developing the assessments, programs, and services we will offer. If you have any ideas that you'd like to see us incorporate, we'd love to hear from you. Send an email to sonny.ariss@utoledo.edu to share your thoughts and ideas!

Layoffs Hurt EVERYBODY (Almost)!

2009-08-25T13:01:00.008-04:00

What Are We Doing???

Today, the second day of the fall semester, we just learned that our beloved secretary, Denise Turk, will be laid off. She will join the Marketing and International Business secretary, Marlene Wenrick, as our administrative help continues to shrink. Pretty amazing...70+ faculty and two secretaries. How will that go, do you think?

Research has shown us that it isn't just the laid off workers that suffer; the survivors of downsizing also have health, performance, and guilt issues. And, I can't believe AACSB, our accrediting body, won't weigh in on the stupidity of cutting resources that are required to help us deliver our programs and services.

UT is faced with budget problems, no question about that. So is every major university, school system, state, organization, and non-profit in the country. It is unfortunate, but to continue in a downward spiral of poor service to our students, faculty, visitors, and staff doesn't seem to be helpful for attracting more students or faculty. What WOULD be helpful is to ask our faculty, administrators, students, and staff what they believe ought to be cut or, better yet, what they believe should be our priorities, rather than to make decisions based on rather scanty knowledge about the contributions of specific employees or general assumptions about what positions contribute.

I think the T-shirt above says it all. If we are going to pretend to be "student-centered," but cut out employees who are always there when students call or stop by to ask questions or need help, UT's administrators might as well just shut out the lights, lock the doors, and be honest about what they really care about...themselves.

Will Your Credit History Cost You a Job?

2009-08-19T17:38:00.007-04:00

Do a few bad marks on your credit file make you a poor job candidate?

A handful of state and national law makers are saying "no." And they want to make sure that employers can't use credit as a litmus test for hiring. In July 2009, Hawaii became the second state, behind Washington, to limit the use of credit histories in pre-employment screening. Several more are considering it, and one Congressional committee is weighing a bill that would address the issue on a national basis.

According the a 2006 SHRM study, about 43% of employers pull a credit history on candidates they are serious about hiring (and no, it isn't just on those applying for lower level jobs). And they can decline to hire a candidate based on what they find, even if the information has no relation to the job. This is a huge problem, since many Americans are in financial difficulty right now. Moreover, there is some indication that credit scores may show disparate impact in the cases of minorities and women.

It seems as if we are saying, "if you owe money, you are generally irresponsible." Despite this perception, there are empirical studies (see example below) that show there is no positive relationship between a person's credit history and workplace performance or subsequent termination, and this goes for all types of positions and organizations. In other words, credit worthiness doesn't predict how well you'll perform or whether you'll steal from the company.

But...don't you wonder what Bernie Madoff's credit score was? We can probably all guess what it is now!

___________________________________________________________

see, Further Investigation of Credit HistoryAs a Predictor of Employee Turnover." Dr. Jerry K. Palmer & Dr. Laura L. Koppes. Eastern Kentucky University, Richmond KY. American Psychological Society, 2003, Atlanta, GA.

Back to Work! Back to School!

2009-07-30T13:28:00.006-04:00

VACATION....

A time for rest, relaxation, reconnection, and renewal.

Unfortunately, summer is drawing to a close and with it, summer vacations. As mine is ending, it occurred to me that even when we love our jobs or our classes, the more we "work hard," the more we need to "play hard." The balance between work and play is an important one, and vacations provide the time for recreation. And I mean that literally-- the "re-creation" of our minds, spirits, and bodies.

Although some people do, I never feel guilty about taking vacations. I see it as a time for reflection on what is important in my life, in my work, and in my relationships.

Take time for yourself before this summer ends and school resumes. Focus on what is important to you and how you want to "re-create" YOU in 2010.

Affirmative Action--Reformation Time?

2009-07-16T12:12:00.007-04:00

The Supreme Court ruled last month that white firefighters in New Haven, Conn., were unfairly denied promotions because of their race, reversing a decision that high court nominee Sonia Sotomayor endorsed as an appeals court judge.

The court said in a 5-4 decision that New Haven was wrong to scrap a promotion exam because no African-Americans and only two Hispanic firefighters were likely to be made lieutenants or captains based on the results. The city said that it had acted to avoid a lawsuit from minorities.

The problem here is that the United States government and most employers still don't understand what Affirmative Action is and what it isn't. First and foremost, it is remedial. That means that it is designed to right past wrongs. Second, it is temporary. Once the "wrong" has been "righted," the staffing process reverts to equal employment. And, third, it is a recruitment technique, not a selection technique. It's designed to increase the pool of qualified minorities and women, not to hire someone just because they are in either of those protected groups.

I firmly believe that the problem with Affirmative Action is in its implementation, not in the law itself. Until employers and our government really understand what it is and how to appropriately apply Affirmative Action, the cries of reverse discrimination will continue.

Out of the Box

2009-07-05T14:05:00.007-04:00

Do We Put Employees In a Box?

As leaders we often assume that one employee is like another. For example, our policies treat a man who is often late to work - because of car problems he cannot afford to fix - the same way we treat a woman who is continually late because she is disorganized.

Why do we do that?

As human resource practitioners, we try to apply "equality" in our workplaces, to our policies, and in most things employee-related. What we should be applying is "equity." The difference between the two is a huge part of what distinguishes a leader who is fair, just, and respected.

In "equality" we attempt to treat everyone the same. The problem is that everyone is NOT the same. We have learned to do this because of legal concerns about discrimination. But, the laws of our land merely state that we are "created" equal, not that we have equal needs, talents, gifts, and aspirations. The irony of all of this is that when a leader treats people "equally," she or he actually treats them "inequitably." That is, treating people equally when they are not equal, actually treats them unfairly.

My thought on this holiday weekend is that we, as leaders, need to avoid putting and keeping people in a box. Whether or not it is couched in politically correct terms, "equality" is not the best approach to management in the 21st century. In the phrase of Jim Autry, author of Love and Profit, "everybody gets special treatment around here" means that each person in your organization does best when he or she is considered an individual with individual needs, talents, and gifts.

May we strive to be more equitable in our treatment of employees and, by extension, to all those we meet along the way.

From a Distance

2009-06-29T15:57:00.006-04:00

Today was the first day for the introductory human resource management course online. There are 40 students in the class.

It has been a great experience to create this online class. How difficult to replicate an in-person, "live" class! Most of the energy in a class comes from the face-to-face interaction of the students with each other and the instructor. I am really anxious to see how I feel about teaching from a distance.

Reminds me of part of the lyrics to the song by Bette Midler:

From a distance we are instruments marching in a common band.
Playing songs of hope,
Playing songs of peace.
They're the songs of every man.

Can human resource students and their instructor "march in a common band"? I hope so.

Leaders Build Teams

2009-06-20T10:30:00.010-04:00

Teams Are Made, Not Born

I just returned from Coimbatore, India last Monday after having taught BUAD 6400 to 100 MBA students at the PSG Institute of Management. Like always, it was a wonderful experience.

One of the most telling differences between UT MBA students and the PSG MBA students is their comfort and familiarity with working in and leading teams. The PSG students expect that their teammates will pull their own weight and that the outcome of the team's work will be rightfully shared by all...no worries about social loafing.

I think one of the main reasons is that for these students, they have developed a culture of teams. That is, they know that work shared is more meaningful overall than individual effort and reward. It isn't about the reward; it's about the relationships that create the possibility for a lifetime of rewards.

And isn't that what all leaders strive for?

Dale Dwyer

UT HRM and Leadership Blog

2009-06-19T12:12:00.011-04:00

Welcome to the UT HRM/OLM Blog!

We've created this space to share important events, pictures, curriculum and program notices, and fun topics of interest to Human Resource Management and Organizational Leadership students and faculty, as well as provide a place for employers to check out our students.

Follow us and never miss important information, answers to burning questions, career advice, and thought-provoking topics you may wish to comment on!