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Four “4th of July Reasons” to Attend HR West Seattle!

Posted By Laurie A. Pehar Borsh, Wednesday, June 29, 2016
Updated: Tuesday, June 28, 2016

Have you registered for HR West Seattle yet?

With July 4
th right around the corner, HR West Seattle will be here before you know it. There’s still some space available, so if you’ve yet to decide whether or not to attend this one-day super-charged HR conference, we’d like to give you four good reasons why you need to be there!

4.  Get the credits you need, in one incredible day…HR West Seattle “Best of the West” includes 16 concurrent sessions, all for recertification credit toward your SHRM-CP, SHRM-SCP, PHR, and SPHR. This conference is approved for 5 Strategic Business Credits and 5 General HR credits. See icons in individual session descriptions for Strategic Business Credits.


3. Discover and digest the excitement of the Future of HR! Keynote Steve Cadigan, CEO of Cadigan Ventures and former VP of Talent at LinkedIn, will be your guide (this session also qualifies for Strategic Business Credit).

2. It's a Friday Event! Arrive early, and stay late...treat yourself to summer getaway in downtown Seattle (fun for locals too)! Get inspired and re-energized by the urban energy and Pacific tranquility of the Grand Hyatt Seattle—a spectacular conference center and a luxury hotel under one roof. Book your room here.

1. Register by Friday, July 1st and save! With so many HR professionals taking it easy this holiday weekend, what better time to sit back, relax, click and register?

Yes, the full conference is just $50 through this Friday!

Register Today AND SAVE.

Stay connected!
Be sure follow the HR West news, highlights and other offers on Twitter, Facebook, LinkedIn, Google+ and Instagram. Also check out (or check in, if you are already a member) the HR West LinkedIn Group.

#HRWest2016 #Seattle 

Tags:  HR West  HR West 2016  HR West Seattle 

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HR Communication Tip: Say What You Want… Not What You Don’t Want.

Posted By Laurie A. Pehar Borsh, Wednesday, June 22, 2016

By Paul Endresscoach, speaker, and founder of Maximum Advantage International. 

Endress will present Adapting Your Communication Style to Get Results at HR West Seattle on July 15, 2015. Go to for more information and to register for the conference.

This article was recently published on:

The Mind Can’t Directly Process A Negative
So Say What You Want… Not What You Don’t Want

In this post, I’m going to give you a tip that you can use to instantly improve your communication, and it comes from something that happened to me recently.  So here’s what happened.

My wife and I went out to dinner at the Harvest Café.  It’s a great place we love to go there.  Sometimes it’s a little slow for us because I’m usually in a hurry, but we went there and then we just were sitting down to enjoy it.  Then I saw this sign that they had up in there and (upon reading it) I thought, what better way is there to do this? Because it’s going to reveal a good communication truth that you can put to use right away.  The sign said, “Don’t forget to vote for 2016 Simply the Best.”

This local magazine, here in Harrisburg, Pennsylvania, has a contest where people submit votes for the best restaurant and then once a year they publish a special issue, then the restaurant can use that in their advertising. -- i.e. “Yes, we are the best restaurant in Harrisburg.” So they’re putting up a sign that says, “Don’t forget to vote.”

This is a great example of the effective communication principle that says: the mind cannot directly process a negative.The Mind Cant Processs A Negative - Small

There’s a famous story about Fran Tarkenton, who was a quarterback for the Minnesota Vikings. They’re in the championship game with two minutes left, and he goes to the sidelines. The game is within reach. They’re six points back, they’ve got to score a touchdown — two minutes.  Which if you don’t know football, that’s plenty of time to score the touchdown if you’re playing well!

Fran says to the coach, “What should I do?”  And the coach says, “Fran, no matter what you do don’t throw an interception.”  An interception is where he accidentally throws it to the other team and that’s exactly what happened when he went back on the field because what had the coach put in his mind?  “Don’t throw an interception.”

The interception might have happened for other reasons, but one of them is that the mind can’t directly process a negative word like “don’t.”  So when something says, “Don’t forget to vote,” the words that we really get are: “Forget to vote.”

“Don’t throw an interception” becomes “throw an interception.”

What could they have done differently? Change it to say, “Remember to vote.”  Which is the positive version of what they want you to do instead of the negative version!

Changing the wording from a negative to a positive greatly increases the chances that people are going to remember to vote for them instead of forget to vote for them.

Putting It To Use

The next time you need to get somebody to do something, and you need to give an instruction, give it instruction in a positive way.  Tell them what you do want... not what you don’t want.

Ask yourself this question: In what situation do you express yourself in terms of what you don’t want --- how can you flip that around and turn it into a positive so you say what you do want instead of what you don’t want?

Just flip it around, express it as a positive.

And whenever you think about this, just think about:  “Remember to vote” versus “Don’t forget to vote.” 

Small change, big difference, great results.

You can also listen to/"watch" Paul discuss his communication style tip on YouTube.*

About the Author

Paul Endress is an in-demand coach, speaker, and founder of Maximum Advantage International, a company that gives organizations and individuals the skills necessary to communicate effectively in an increasingly difficult business environment.

An inspiring speaker, Endress is the author of Dealing With Difficult People and has helped thousands of individuals and business executives from companies such as Shell and Mitusbushi through his seminars, speeches, and products.

His latest project is the Communication Styles 2.0 model and software, which is based upon eight years of research and solves communication problems by creating visual models of interactions between group members.

*Adapting Your Communication Style to Get Results 
HR West Seattle - July 15 • 03:05 PM - 04:05 PM


Tags:  business communication skills  effective communication skills  Executive Coaching  HR  HR coaching  HR Management Skills  HR West 2016  HR West Seattle  Paul Endress 

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Six Tips for Leveraging Your Energy as a Strategic Asset

Posted By Laurie A. Pehar Borsh, Thursday, June 16, 2016
Updated: Thursday, June 16, 2016

Contributed by Linda O’Neill, Vice President, Strategic Services, Vigilant 

Vigilant is a sponsor of HR West Seattle - July 15, 2016

As business people, most of us know how to work within a budget. We realize our money is limited so we prioritize our needs and spend what we do have wisely. Yet when it comes to energy, many of us fail to manage our reserves, let alone acknowledge that we need to. Like a compulsive shopper who ignores her empty bank account, we continue to overexert ourselvesaccepting yet another meeting request when we’re already booked, working long hours without stopping even after our energy has been depleted.   

The consequences of this behavior are dire. On an individual level, running on empty can take a toll on us physically and mentally, reducing both our satisfaction and our productivity. And on an organizational level, it can lead to low levels of employee engagement, increased medical costs, and high turnover.   

Indeed, studies show that employees who manage their energy are far more productive than those who don’t. For example, a study by The Energy Project found that workers at Wachovia Bank who participated in an energy renewal program brought in more revenue than a control group who didn’t. In addition, 61 percent of participants reported the program had a positive impact on their relationship with clients and customers, while 71 percent said it had a substantial or positive impact on their productivity and performance.  

Energy is our most strategic asset. Yet it’s a limited resource that needs to be managed. To be productive, engaged, healthy, and fulfilled, we need to budget the energy we have so we spend it wisely—both in and outside the workplace. We also need to take time to renew our reserves so that we sustain our energy over time. 

So how exactly can employees manage their energy more wisely? Here are six tips to take you from energy deficit to high energy reserves: 

  • Understand what depletes your energy. Make the time to quiet down and observe yourself without judgment. This can be accomplished through meditation, a walk around the block, or just sitting quietly. Recognize what makes you feel tired, stressed, anxious, or resentful. And listen when you hear yourself say, “Enough is enough.”  

  • Recognize what gives you energy. Pay attention to who you are, what your values are, and what you want from life. Ask yourself when you’re your most optimal self. Does being around people give you energy? Is it quiet time at your desk? Is it completing a specific type of project? Speaking in front of a group? What gives you peak energy is also most likely where you make your most meaningful contributions. 

  • Set boundaries that help you be your best. Once you determine what gives you energy, you can proactively work to maintain your energy over time. If you’re at your best in the morning, for instance, but lack energy after you eat, schedule your most challenging activities for when you first arrive at work and your meetings after lunchIf you’re an introvert, break up your meetings over the course of the weekand allow yourself time for renewal in betweenIf you’re an extrovert, intersperse meetings to break up the solo time at your desk. A lot of us have more control over our workday than we realize—and we have the option of saying “no” more than we think we can.  

  • Know what energy you want to be around. Notice how your work environment makes you feel. Does the pace of work energize or drain you? At what pace are you your best? Similarly, do the people you work with make you feel fulfilled or depleted? Whenever possible, surround yourselves with people who leave you feeling uplifted and energized. And ultimately, if the energy of your workplace doesn’t match your optimal self, maybe it’s time for a new job.  

  • Neutralize the effects of second-hand stress. If you work in a demanding environment, chances are there are stressed out people around youLike the flu, stress can be contagious. Yet while we can’t always avoid stressed out people, we can neutralize the negative effects—in the same way that a strong immune system shields us from sickness. In fact, evidence shows that we can boost our “emotional immune system” by meditating, exercising, writing down the things we’re grateful forand whatever else helps us to create a positive mindset. 

  • Find ways to renew your energy. Your personal energy is like the gas in your car. Your vehicle won’t take you where you want to go if you use up the fuel without filling it back up. In the same way, we need to constantly refill our energy reservoir to avoid running on empty. Set boundaries both at work and in your personal life. Make time for renewal by giving yourself permission to take breaks, exercise, nourish yourself, and get the rest you need. And don’t fall into the trap of comparing yourself to other people. Managing your energy for optimal results will look different for you than it does for the person in the office or cubicle next door. Focus on being the best you can be—because in the end, it’s about each of us making our unique and most valued contribution. 

Following these six steps will set you on the path toward optimal energy even in the most demanding work environments. By managing your energy, you’ll be able to accomplish more in less time. Even better, you’ll consistently be able to put your best self forward—one that’s engaged, competent, passionate, energetic, and fulfilled.  

About the Author 

Linda O’Neill is an executive coach, organizational development consultant, facilitator, as well as an external and internal communication expert. She specializes in the areas of executive coaching, leadership assessment, leadership/team development and meeting, offsite and workshop facilitation as well as communication strategy and change management. Linda is an International Coach Federation certified executive coach and a certified analyst relations professional. Linda is a certified Hogan and Core Value Index assessment consultant. She joined Vigilant in 2013. Connect with Linda on Linkedin.

Tags:  employee management  employee wellness  energy management  HR West Seattle  Linda O’Neill  Vigilant  workplace performance 

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Hiring in 2016: The Surprising State of Compensation and Benefits in the U.S. [Infographic]

Posted By Laurie A. Pehar Borsh, Wednesday, June 8, 2016

There are a lot of things that go into making a job attractive to new hires.

But let’s not fool ourselves, compensation and benefits are, literally, the bottom line. As part of a comprehensive new hire checklist, Betterteam has created an infographic on the state of benefits and compensation in the U.S. for 2016. There are a few surprising numbers - did you know the U.S. ranks #1 in terms of salary? Worldwide, only 7 percent of workers are considered high income. In the U.S. we’re at 56 percent.

Other numbers are not so promising though. We’re number 1 in healthcare - when you look at cost. The small bright spot here is that growth in spending has gone down a modest 3.9 percent in recent years. We’re also bit behind, worldwide, when it comes to family leave. On the high end, Sweden offers 56 weeks of paid maternity leave, South Korea 52 weeks of paid paternity leave. The United States? We’re one of 4 countries offering 0 weeks of paid leave.

Finally, there’s the controversial gender gap. The good news? It’s closing all by itself. The bad news is that at this rate, it’ll be all fixed in 80 years. The U.S. ranks 65th for pay equality. Below, get additional stats, and a humorous view of it all with some of this year’s most prominent political figures.


Hope that infographic helped put U.S. compensation and benefits into perspective, and gave you a little chuckle too. Good luck on the quest for finding great hires!

Looking for more resources to help you with hiring? NCHRA’s got them.

And don't miss: Perfecting the Pay for Performance Model

Employee compensation poses problems, both for employees and employers. With 9 out of 10 companies following some sort of employee compensation policy but only 42 percent of employees understanding their employer’s philosophy, we must improve. This session outlines the trials and errors of the journey toward perfecting a holistic, sound employee compensation model, highlighting the […] View Details

Jay Caldwell, Vice President, Talent Solutions, ADP at HR West Seattle July 15, 2016

Tags:  compensation  Employee benefits  Employee Compensation  hiring  hiring costs  HR West Seattle  new hire checklist 

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Built to Win NOW vs. Built to Last

Posted By Laurie A. Pehar Borsh, Wednesday, June 1, 2016

Steve Cadigan - Talent Advisor, Speaker, Board Member
HR West Seattle Keynote - July 15, 2016

The following article was published by Mr. Cadigan on Linkedin December 2015 - the article was, however, originally published in on Nov 14, 2014.

One of the most popular books about organizations in the past decade was Built to Last published by Jim Collins and Jerry Porras in 2004. The subtitle of the book for the few of you who have not read it is "Successful Habits of Visionary Companies" and it's a great read with many insights. However, I think the principles of this book are being seriously put to test today by the new reality being driven by the rapid acceleration of technology. I submit to you today, that companies, especially those in the tech sector, are not building to last but instead are building to win NOW. Let me explain.

Years ago, I was with Reid Hoffman, Chairman and Founder of LinkedIn, when he was asked by a reporter what company or competitor did he worry about the most. It was early 2010, and, at the time LinkedIn was growing fast but was still far from the powerhouse it is today. Reid's answer to this question struck me and said so much about the challenge of growing a company today. Reid replied, "I worry more about the company that has yet to be founded than I worry about an existing company or competitor." Think about that comment for a second. Reid was saying that he worried more about how an upstart company could come and possibly undermine the paradigm of his business and change the model such that it would hurt him more than a Facebook or Google might. This was a powerful statement.

Reid's words have stuck with me so much since hearing them, because he was also speaking about the increasing pressure companies face today to build fast and have their business thrive quickly. It used to be that when you built a business you had a good sense of the competitive landscape and you knew for a good period of time, several years, at least, that your idea and model would probably not be challenged. But today, you almost have to expect that your idea will be challenged and somebody will probably build something competitive especially if your model looks to be successful. Why? Because they can and because its easier to do today than ever before. Look how fast Uber, Square and Airbnb came on to the scene or how fast SnapChat and WhatsApp earned billion dollar valuations. It feels like this happened overnight when seen through the lense of traditional business trajectories.

Information is shared so fast today and companies require far less capital than ever before to reach a viable status. Competition is intense and what makes it all the more challenging is that long-term planning beyond one or two years seems silly. How can one even predict what is happening in the competitive landscape five years out when so much is changing in the present? And if you cannot plan your business out very far, how can you start thinking about organization decisions with a 100 year mindset?

Companies today have to focus on the now--they have no choice. If they go too slow, they risk opening a window for a competitor to build something better or create a model that will disrupt their offerings. This is why I believe that a new model is emerging whereby companies must focus on the now, on getting viable fast and the effort it takes to do that is so consuming that the concept of building a 100 year company, or said another way, the Collins' and Porras' "Built to Last" idea does not seem relevant especially in the early years of a company. And, while the speed it takes for a company to become viable is an entrepreneur's dream, it creates a great deal of pressure for organizations to succeed quickly and build a moat to protect their business because competition can come quickly and from anywhere.

While at LinkedIn, we did try to do some long-range scenario planning, but over time we found it really difficult and rarely did even an annual plan not get adjusted mid-year. Virtually every year I was at LinkedIn, either an acquisition took place (Rypple) or a new product was introduced by a competitor (Google Circles), or, a new competitor (Branch Out) came onto the scene, forcing our leadership team to the table to do some immediate threat assessments and to reconsider our plans.

This emerging pressure has many organizational implications. Since you need to win quickly and win now, companies must put big resources behind recruiting and getting the right talent in ASAP. In the early years, longer range organization topics like succession planning, performance management, organizational design or learning and development roadmaps almost have to take a back seat to the massively critical immediate needs of building a team so the company can get on its feet quickly before a competitor or a new player enters with something better.

I am not saying this approach is right and I am not saying you should not think about your decisions within a context of building a 100 year company. I am simply pointing out a reality which is that in the early stages of starting your company, even in the first few years, immediacy is the priority; finding ways to win now, hiring fast and building your mote is the priority. If you do it right and you see some solid success, then you can begin to ease into thinking more long term about how you will design and run your organization. In many ways, it's like starting a marathon at a sprint pace, whereby you must focus on critical needs to win as fast as possible and establish yourself before somebody else does.

HR West Seattle
Keynote – The Future of HR

July 15, 2016  - 8:45 am - 9:45 am
Steve Cadigan, CEO of Cadigan Ventures and former VP of Talent at LinkedIn

In a world where rapid change and technology advancement are the ‘new normal’, the imperative for a compelling talent strategy has never been greater. Human Resources leaders sit in an ideal place to guide individuals, teams and organizations through this complex new digital reality filled with new devices, AI, IoT, apps, and growing mountains of […] View Details


Tags:  Future of HR  HR Innovation  HR Leadership  HR Management  HR West Seattle  Keynote  Steve Cadigan 

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