Talent Management Consulting & Executive Coaching Raleigh, NC

Infusing a New Kind of Workplace
For the Future.

The Untapped Potential in Connect­Ability

udesignAn estimated 11,000 people turn 65 each day in America according to the Pew Research Center.1 As our workforce begins to retire and more directors and managers need to be sourced internally, it’s crucial that organizations look at their succession management strategies in order to be prepared for workers who are likely to be different from both a generational and cultural standpoint. This not only applies to management, but to every level of the organization. Thus, it’s essential that in order to stay relevant to the consumer in a shifting global marketplace that a company adapt to these changes structurally as employees begin to retire.

One massively overlooked source for potential can be found in graduating university students with disabilities. More than ever, the ability for students with disabilities to not only operate, but thrive in a university setting is not surprisingly translated well to the professional and corporate environment.  As our workforce begins to retire and sourcing talent becomes increasingly more challenging, it’s important we look at fresh alternatives to the traditional train of thought on who can help run our organizations. According to the latest data by the US Census Bureau,
19 .5 million, or about 9.9 percent of those aged between 16­64 have a disability.2 Instead of looking at the required adaptation as a sunk cost, executives should be looking towards the competitive advantage of having a diverse workforce who can understand the needs of an ever evolving consumer base.

This transition can help an organization retune embedded processes to fit a new age of opportunity. Adaptation, while on some fronts may seem costly, will only serve to improve an organization over the long term if implemented correctly.

Connect­Ability is the ability for a company to seamlessly integrate individuals with the best talent, credentials, and skills to job roles that fit the needs of the organization’s business strategy. Traditional human resource strategies of talent acquisition and outdated interview assessments often miss the potential of candidates. Businesses of all sizes are realizing the competitive advantage of adapting talent strategies and are creating new pathways in order to understand the abilities of university students and utilizing them in various roles and capacities at their companies.

One company who has fully embraced Connect­Ability is Pricewaterhouse Coopers who connects the disabled with mentors that guide them with career goals, as well as hosting workshops and events that encourages networking between university students and experts in the field. They also maintain a Disability Strategy Council which is comprised of partners and key leaders that make sure that policies and tools within the organization work for everyone. Pricewaterhouse embraces the advantages of having a diverse, highly skilled workforce and understands that having an employee base who operates inclusively produces the best results. If we look at PwC ’s strategy we see that instead of looking at the integration of employees with disabilities as a challenge, they instead look at it as an opportunity to field the best talent for the position.

Indeed, if we look at Fortune 500 CEOs we will also see that disabilities do not prevent one from being successful or bringing exceptional value to a company. Sir Richard Branson, founder of the Virgin Group, has dyslexia which has not stopped him from conceptualizing and creating a multi­billion dollar, multi­tiered business. If we look closer we can draw correlating lines to the traditional methods of education and standardized methods of talent acquisition for a company, as Branson did very poorly on standardized tests but was highly intelligent and capable. If we stick to this standardized approach, we will miss out on tangible opportunities for human capital.

There are others, like Paul Orfalea , the 30 year CEO of Kinkos (now FedEx Office) who not only speaks out about his disability, but advocates for universal design principles and inclusion. Orfalea , who was diagnosed with ADHD and Dyslexia successfully developed Kinkos from a $5,000 loan to a multi­million dollar business with thousands of locations across the United States. Paul’s charitable foundation, the Orfalea Foundation, concentrates on improving the quality of early education and changing teaching models so that all children are included in the learning process.

Leading employers can benefit by developing relationships with University Students and students with disabilities early on, in order to learn about their experiences, achievements, and their keen ability to bring fresh thinking to complex business challenges. Collaborating with University Career Centers can enhance your organization’s recruitment models by building opportunities for leaders to meet with students on or off campus, participate in events, or support a company’s effort to host off site mentoring at your corporate office. This not only benefits the students, but will prepare your organization to quickly on­board talented college graduates.

Helping students achieve their full potential is a crucial aspect of Duke University‘s student experience. According to Leigh Fickling, Duke’s Executive Director of Disability Management Systems, “Our goal in DMS is to help students with qualified disabilities to gain access to the information, resources, and support systems here on campus and within the local community. Through our programs, peer­to­peer mentoring, and resources, we are able to work closely with students with disabilities, professors and their families to ensure that students increase their skills and are advocates for their educational experience. My goal is to empower them to achieve their full potential while they are at Duke. All of our students with disabilities graduate and go on to pursue advanced degrees.”

One of those students, Jay Ruckelshaus, organized a National Disability Retreat in 2014 called “Beyond Disability, Beyond Compliance”. Ruckelshaus, who fell victim to a diving accident a year before attending Duke is a quadriplegic and leading national advocate for the advancement of the way we think about students with disabilities. Instead of concentrating solely on the traditional issues of compliance, he instead opened the conversation to a larger talk of campus culture and the unique experience of higher education for someone with a disability. He has created a national talk about how we view those with disabilities and how we can design learning, products and environments to be usable by all people. The ideas of universal design and inclusion do not only aid the disabled, but create a stronger community overall. Universal Design is not specific to Duke University, either. The University of Arizona implements Universal Design principles into all aspects of construction on their campus. The idea is to design things so that everyone can use them to the greatest extent possible, without the need for adaptation or specialized design. This proactive approach of architecture is meant to reduce or eliminate the need for individual accommodations and increase the level of inclusion and participation of all users. These concepts are crucial in improving the ability for those with a disability to contribute, learn and thrive in the group.

Company’s methods need to adapt in order to harness the potential of a totally inclusive and diverse workplace. As a new generation begins to lead corporations and make impactful financial decisions, it’s important that we are pulling from the largest and brightest talent pool possible. Inclusion has historically aided companies in not only maintaining a healthier, more diverse, and educated workforce, but also in giving the unique perspectives and views that are needed in an organization to appeal to every consumer. Before we select the second or third best option, let’s change the way we look at hiring, engage potential candidates, and connect the unique talents, experiences, and skills that are gained from being a university student with a disability.

Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner and catalyst in creating new workplace possibilities in a new world of work to achieve strategic growth and elevate business performance.


1 Cohn, D ’vera , and Paul Taylor. “Baby Boomers Approach 65 – Glumly.” Pew Research Centers Social Demographic Trends Project RSS. Pew Research Center, 20 Dec. 2010 . Web. 9 Sept. 2015 .

2 “Disability Among the Working Age Population: 2008 and 2009 .” Census.gov. The United States Census Bureau, 1 Sept. 2010 . Web. 9 Sept. 2015.

“Richard Branson Biography.” Bio .com. A &E Networks Television. Web. 9 Sept. 2015 .

Dudash, April. “Duke to Host National Disability Retreat.” Duke Today. Duke University. Web. 9 Sept. 2015.


Management Innovation

Emerging patterns of work, technology, talent mobility, networks, shifting consumer preferences and supply chains are presenting leaders with a critical need to innovate their organization at all levels, especially management, in order to survive.

managementinnovationAccording to a recent Business Insider article, companies have to innovate rapidly. It’s a level of innovation that goes beyond just a workplace or technology solution. It’s an ability to innovate across an entire organization in order to adapt to new business models. In the article Red Hat’s CEO Jim Whitehurst states, “Frankly a large percentage of the Fortune 500 will be left behind. Change is hard.” He continues, “I think the majority will be left behind and be replaced by new companies. It will be the few great companies that are actually able to change.”

Transforming any organization is no small feat and for larger organizations it may be even more challenging.  Business thinker and author Gary Hamel shares,

“What confronts every company, large or small…is learning to thrive in a world where change is discontinuous, unrelenting and pitiless… companies are much better at optimization than they are at rule-breaking, game-changing…radical innovation – and yet, that is exactly what is required in turbulent times.”

While management changes may be inevitable for organizations to survive,  brave leaders must redirect the fear and apprehension that often accompanies constant change into positive actions that can open the doors to smarter investments and experiments, new workplace models, critical core skill development so that worker contribution can be maximized.

To elevate innovation, an effective workplace strategy must simultaneously address the social, physical, and technical components of the work environment as well as the financial considerations, since each factor impacts the others.

The workplace is the body language of the company. Its design and supporting structures send messages about who you are, what you stand for and what you value. While one’s connection to the company is largely financial, a good workplace can make that connection purposeful and emotional as well.  As human beings, isn’t this what most people desire – connection?

We have a responsibility to make our workplaces work. From a business perspective, they need to be adaptable, located properly and support the activities that help us meet company objectives. But we also have an obligation, driven by our humanity, to make our workplaces inspiring, connecting and healthy — empowering us to contribute from within – who we are and evolve toward who we are becoming.

The business and the people aspects of the modern workplace are two sides of the same laptop. People are the source of ideas, production, sales growth and customer connections. If the workplace works for people, it will work for business.

The opportunities for innovation are right in front of us:

  • Management Innovation:  As the Boomers pass the torch of power and authority to the next generation of leaders – Gen X, Millennial and Gen Z, new workspace models will become the norm. How leaders lead and manage in the new model may be one of the biggest innovations in the coming era. The conversations executives are having today will be very different in just five years when the Millennials will comprise the majority of the modern workforce. The generation that changed everything, Boomers, still have one more change to make: paving the way for the more authentic, more cross-culturally infused workplace.
  • Priorities:  Organizations are spending money on workspace and technology, but leading organizations invest in the right areas — things that connect people, extend brand, drive innovation and send messages about who they are and what they really stand for to their customers, investors, contributors and potential hires.
  • Footprint changes: Whenever we move, expand or refresh our space, we have an opportunity to make a significant, lasting impact on our company and the people in our care.
  • Key success skills: We must redirect the fear and apprehension often associated with workplace change into positive actions that make lives better. Challenging changes, like those presented by new workplace models, outdated management and organizational practices, develop core skills critical for business today.

Managing costs will continue to be a responsible practice of management, however, the true reward will be reflected in making smart investments so that the experience of our contributors is the most enlightening and productive as possible.

Once we decide to invest in this noble effort to continuously innovate, there are experts, methods and tools to make it happen. Everything listed above can be prioritized, managed and measured and still remain true to business realities.

The workplace is where much of life happens. If we can get it right, we can make our contributors’ and customers’ lives even better. And isn’t that good for business and a modern world of work?

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and organizational management to have a meaningful impact on people, businesses, and society.
Join the Innovate Work conversation 


What Kind of Leaders Are Millennials? A New Study Reveals

A new survey shows how Generation Y will define the leadership of the future.

millennialleaderMany aspiring millennial leaders say that want to empower others to succeed and give followers a
sense of purpose according to a new study.  It’s important to understand this generational view as organization’s align future business strategies and growth priorities. It is noteworthy for Chief Talent Officer’s in designing succession management, an element of the organization’s overall Human Capital Strategy, and key for CEOs to take note as they cultivate younger executives and groom them for higher positions in the the C-suite, and potentially to take on the CEO role that leaders of this generation may require new methods to mentoring, learning and training than previous generations.

Leadership is a popular topic these days. You have probably read about a shortage of great role models or the need for a change in leadership styles. What we know for sure is that millennials, the next generation in line to be leaders, are beginning to step up to the plate and will define what leadership looks like in the future.

Millennials want to be leaders. Ninety-one percent of millennials aspire to be leaders, according to The Millennial Leadership Study, a new survey jointly conducted by Virtuali, a leadership training firm and consultancy, and WorkplaceTrends.com, a research and advisory membership portal.

Interestingly, of the 91 percent seeking leadership responsibilities, more than half are women. More women in leadership roles could impact or even break up the “good ol’ boys” network and pay inequality, criticized by so many today. And if women become more dominant and influential, their communication and work styles guarantee a shift in how companies are lead. Here’s what else to expect:

Read more:  U.S. News & World Report

To get fresh strategies that can help you free workplace potential, accelerate strategic growth and maximize business performance, please call or tweet us @InfusionGrpLLC

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and organizational management to have a meaningful impact on people, businesses, and society.   @InfusionGrpLLC


Give Power to Your Micro Moments

In the digital world, micro moments are often defined as a mobile moment that requires only a givemicromomentsglance to identify and deliver quick information through your smart phone that you can either consume, or act on immediately. Micro moments also represents a relational step along the customer’s journey and their interaction with a brand. Cultivating care in each micro moment is essential for brands who desire to build customer relationships and lasting value.

Like the digital world, the strength of each meaningful relationship in an organization requires authenticity, genuineness, and being present in the moment. Each interaction between a company’s leaders, their workers, and customers must build upon the relationship – micro moments like a warm hello when your contributors arrive to the office or when they log into the virtual office, alerting staff of each new customer, remembering each customer’s name when they call or visit, glancing up with a smile when someone approaches you, providing useful insight or respectful feedback, practicing service recovery with grace, or even extending a small gesture to delight your customer.

When you and your organization focus on making each interaction meaningful and creating bonds that leave memorable micro moments, you will become unstoppable in achieving a world-class, enlightened customer experience.

Give power to your micro moments and declare your standards for an excellent customer experience. Be a differentiator and invest your best self today.

To get more fresh strategies that can help you free potential, accelerate strategic growth and maximize business performance, please call or tweet us @InfusionGrpLLC 

© 2015 All rights reserved.  Judy White, SPHR, GPHR, HCS, SHRM-SCP is a former corporate leader of some of the award-winning brands in health insurance, health care, technology and Fortune Global 500 manufacturing. Judy believes that the route to success in any organization lies simply in its ability to really innovate how people live, work, and play in a new world of work. That’s why she left the corporate suite to create a company helping modern leaders to do exactly that.





Multimodal Mobility That Matches Your Lifestyle

There are more than new ways of working impacting the new workplace. As cities across America address the Mobilityondemandaging populations, changes in lifestyle preferences, and rising transportation challenges, communities are looking at ways to improve the quality of life rather than diminish it.  Big data is going to work and giving citizens, especially urban dwellers, a new mobility.

What is the new mobility?

Changing lifestyle preferences among younger generations is opening the door to different modes of transportation and travel. Rather than own a vehicle and contend with traffic congestion and expenses associated with limited parking in many cities, the new mobility gives people choices that enable them to get around more easily and conveniently. It’s a mobility service that integrates different modes of transportation allowing interested citizens to subscribe thereby allowing easy access to car sharing, bike sharing programs, and public transportation.

The new mobility service is expected to provide a universal payment system accessed through an app or a subscribers cell phone.  The new mobility offers an attractive option for citizens who would like to increase their mobility and modes of transportation rather than rely only on automobile ownership.

Connected vehicles are beginning to provide intelligent transportation data and when this information is infused with new technologies like mobile ticketing, open payments, demand based parking pricing and real-time parking guidance is opening the doors to new possibilities.

What does new mobility look like?

Here’s a brief video to see what the new mobility looks like:

Are there implications for employers?     Yes.

While new mobility services are generally targeted toward individual subscribers, modern employers should also consider how these new services might lend to your organization’s overall business strategy, workforce initiatives, wellness and benefit offerings, and safety and security programs.

For example,

  • How will mobility and transportation services impact your organization’s business strategy or supply chain?
  • How might these services support initiatives to attract and retain talent segments in
    areas you do business currently or will be expanding to?
  • What parking discounts are you offering workers and are there opportunities to include
    cost-share or benefit discounts for alternate modes of commuting?
  • What security and/or policy implications might your organization need to consider regarding business travel for any devices or smart phones being provided to workers who may utilize mobility services?
  • Are safety awareness training efforts effectively meeting changing mobility and digital patterns?

These are a few thoughts that modern employers may find further discussion with relevant stakeholders necessary in order to ensure your organization is prepared for the new mobility.

Improving the quality of life and mobility through different modes of transportation can have a positive impact on cities everywhere.  To learn more about the mobility research, please visit Mobility Labs.


© 2015 All rights reserved.  Judy White, SPHR, GPHR, HCS, SHRM-SCP is a former corporate leader of some of the award-winning brands in health insurance, health care, technology and Fortune Global 500 manufacturing. Judy believes that the route to success in any organization lies simply in its ability to really innovate how people live, work, and play in a new world of work. That’s why she left the corporate suite to create a company helping modern leaders to do exactly that. To discover fresh strategies that can help you free potential, accelerate strategic growth and maximize business performance, please call or send us a tweet @InfusionGrpLLC


North Carolina – What Makes the Quality of Work Life Fit Great?


Planning your next business expansion initiative or looking to make a career life fit move?

Consider a remarkable place to work and live, North Carolina.  It’s a state with a lot to offer. North Carolina is the recipient of numerous business accolades and home to an impressive list of schools and universities. The state’s quality of life is constantly recognized as exceptional and holds a rich history.  These notable features have been captured in this following infographic and celebrates a place people of North Carolinians consider a remarkable place to work, live and call home!




































Designed by: NCHeadlines

Questions about your expansion plan?
Give us a call at 877.628.3873 and explore new possibilities to maximize your growth and enjoy a
remarkable work, life fit.

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new workplace possibilities in a new world of work to free potential, accelerate strategic growth and maximize business performance.  @InfusionGrpLLC


Which countries are making the most of their people capital?

The World Economic Forum released a new report, The Human Capital Index 2015, which measures countries’ ability to maximize and leverage their human capital endowment. The index assesses Learning and Employment outcomes across 5 distinct age groups, on a scale from 0 (worst) to 100 (best), and assesses 124 economies.

The following heat map provides an interactive overview of the findings:

According to the report, the key factor linking innovation, competitiveness and growth in the next area is talent, not capital, and requires that each executive better understand the global talent value chain. Smart data and metrics are essential to deepening this understanding. The Report provides comprehensive information on the talent base in each country, including: education levels of the employed and unemployed, the inactive members of the population as well information on the latest entrants to the workforce.

To elevate your organization’s competitive capabilities now and into the future and strengthen your strategic workforce planning efforts in less time, give us a call or schedule your exploratory session here.

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new workplace possibilities in a new world of work to free potential, accelerate growth and maximize business performance.  @InfusionGrpLLC



Revamped: How Mobile Trends in Application Processes Could Impact HR

To learn how mobile trends in application processes, along with Google’s new algorithm, could mean changes for human resource professionals and marketing teams, click below.

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.   @InfusionGrpLLC


The Leadership Challenge

Who wants the corner office?

According to the recent Global Workforce Leadership survey results released from Saba Software and shutterstock_leadershipWorkforceTrends.com, approximately only 12% of the global workforce aspires to rise to the corner office in their organizations. This small aspiring group representing only 36% of women and 31% of Millennials is up for the challenge.

The survey also reveals that one-third of global companies are struggling to find leadership and that the biggest issues for enabling future business growth in the evolving economy are the differences in perspective around leadership, talent development and accessible online tools for ongoing succession development and collaboration.

Findings include:

  • 30 percent of HR executives acknowledge that they are struggling to
    find suitable candidates to fill senior leadership roles;
  • 59 percent of companies agree that succession planning is more
    challenging in today’s economy

Efforts in developing the next generation of leaders are falling short of expectations:

  • 46 percent of companies state “leadership” was the skill hardest to find in workers
  • Only 36 percent of employees identified “leadership” as a strength in their organizations
  • 39 percent report offering leadership development programs, but only 15 percent of workers feel the training they receive is preparing them for the next position

To address the critical leadership challenge requires organizations’ to reinvent talent management – fundamentally determine the role of leadership beyond job descriptions and the approaches they take to attract, develop, and inspire leaders at all levels and understand the network impacts on future leaders.

Personalizing the workplace experience from career development programs, robust performance plans, accessible tools and networks with a keen focus on infusing leaders at all levels will help deliver on the promise of innovation that the modern business environment critically requires.

How does your workplace define modern leadership? Where are you looking for your next generation of leaders? Is it from handful of picked successors that resemble your current senior management team? If so, it might be time to expand your view and develop a leadership strategy that strengthens and sustains your business for years to come.

What ways is your organization re-imaging leadership?

To get fresh talent development strategies and help drive your succession management efforts forward, schedule your exploratory session here.

© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.   @InfusionGrpLLC


Saba Software
Global Workforce Leadership Survey

Boston Globe
Study Suggests Millennial Leaders Are Few and Far Between  Ellen O’Leary – April 8, 2015

Who Wants to be a CEO?   Kristen Bellstrom — April 2, 2015

Human Resources Online
A majority of professionals aren’t interested in being CEOs  Akankasha Dewan – April 1, 2015



Forget Fixing Your Culture; Innovate It

innovatecultureMany companies today believe they have a positive culture.   Often when they are asked about their culture, they respond:

Clear Mission Statement?  Check.
Vision?  Check.
Values?  Check.

Instinctively, they know the hard work and effort that goes into defining their organizational intentions and may acknowledge having them displayed along the corridors of their building (s), or digitally portrayed in virtual meeting rooms and work spaces, and may even remind workers of these statements through an internal drip-marketing campaign.

Few leaders have taken the time to define exactly what makes their culture “unique” and what it will take to live the culture each day. Unless your leadership team and workers are intentional and living the mission, vision and values – it’s only a display of nice sayings.

Leaders of distinction go beyond by enchanting their culture every day. They acknowledge the important role of evangelizing culture from the top of the organization and into the hearts and souls of every worker. It’s not enough to talk about it when the company is losing key talent, clients and opportunities to grow P&L. When every worker is empowered to bring the culture to life, it breathes vitality into the organization.

An enchanting culture lives on, even when key executives or a CEO leaves.  The legacy continues.

Jim Doughterty, veteran software CEO and entrepreneur shares, “Thinking proactively about your company’s culture as an integral part of its business model is a good start. The next step is to make it a reality.”

Studies have shown over time that company culture is a critical source of business success or failure and trumps strategy and leadership. It has been proven that when strategic goals are clear, and whose cultures and respective attributes strongly support the goals, pays off in performance; outperforming in enterprise value, growth and profits.

Leadership changes and relentless market shifts can significantly impact business strategy, disrupt internal people networks and cause break downs in workplace culture.  To create a truly standout organization in today’s global environment, modern leaders must articulate, care for and innovate their cultures. When business strategies are supported and vital signs are in open view, it will serve as a strong foundation for organizational sustainability and growth.

To check the pulse of your organizational culture, consider these six questions:

  1. What makes your culture visible?
    At your organization, are workers given personalized copies of the Mission, Service Values, Partner Promise, or in some cases a Workplace Manifesto? Are they clear on the key success factors? Where can intentions be found within your workplace? How is it shared when your organization opens a satellite office?
  2. What role does on-boarding play to being introduced to your culture?
    Are workers asked to memorize the values and Partner Promise during orientation?
  3. Do your workers feel connected and understand their role in culture building?
    What values are nurtured in your company that fosters a collaborative atmosphere? Are workers and management working together to fulfill your mission or serving the needs of one senior manager over another?
  4. Are you investing in feedback?
    Is your company measuring engagement, worker passion, or other? Are follow-up meetings conducted to ensure that all feedback is heard and that any shortcomings are clarified and addressed? When leaders take respective action, they bring the culture to life. As a result, workers see that their feedback matters and they feel valued. Workers and leaders become more vested in your company and committed to a common purpose.
  5. Are leaders walking the talk?
    Are leaders clear regarding the differences between leadership in your organization and management? Are they striving to close the “say and do” gap?One way leaders can bring vitality to your culture is through daily “Stand Up” or “Shop Talk” meetings. This can be a designated time each day, (physically or virtually) across the global enterprise where leaders – including top executives participate in this daily session.
  6. Are strategic plans created in silos?
    When organizations take the time each year to create a SWOT (Strengths, Opportunities, Weaknesses and Threats) that nourishes strategic plans, are contributors participating in the process? When talent participates in a collaborative process, it helps them to feel responsible and can reinforce the role each individual plays in building the company. What ways does your organizational culture impact long-term decision making? What goals are workers focusing on that support your culture and helps to guide the decision-making process?

These are a few ideas to help you take a quick pulse on your culture.  As Doug Conant former CEO, Campbell’s Soup once shared, “Every planned and spontaneous interaction is an opportunity to live and reinforce organizational values, purpose and being.”

When you define what makes your culture “unique” and clearly articulate it in a way that enlightens, you will discover more unity within your company, and will increase the opportunities to achieve meaningful success.

For fresh workplace strategies that accelerate growth, win hearts and deliver better performance outcomes, click here.
© 2015  All rights reserved. Judy White, SPHR, GPHR, HCS, SPHR-SCP™ is the founder of The Infusion Group™.  A trusted partner in creating new possibilities in workplace culture design and talent management to have a meaningful impact on people, businesses, and society.   @InfusionGrpLLC


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