CELEBRATE HR Excellence

2003 HR Leadership Awards of Greater Washington

advertising supplement to washington business journal 2 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON Celebrate! AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 HR EXECELLENCE MARYMOUNT UNIVERSITY salutes the winners of the HR Leadership Awards of Greater Washington

CONGRATULATIONS!

Marymount promotes HR Excellence through a variety of programs:

Pursue professional Bachelor of Business Administration Human Resource Management success and the Master of Arts Human Performance Systems rewards of a career in Human Resource Management Organization Development human resources with Organizational Leadership and Innovation Certificate Programs study at Marymount. Human Resource Management Instructional Design Leading and Managing Change Organization Development

Learn about programs offered through MU’s School of Business Administration at the Business and Technology Information Breakfast Thursday, June 12 • 7:30 a.m. Ballston Campus • 1000 North Glebe Road, Arlington, VA call (703) 284-5901; e-mail: [email protected]; visit www.marymount.edu/success

Marymount is a comprehensive, coeducational Catholic university that emphasizes excellence in teaching, attention to the individual, and values and ethics across the curriculum. AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 Celebrate! 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON 3 HR EXECELLENCE 2003 HR LEADERSHIP AWARDS 2003 SPONSORS Recognizing outstanding HR professionals. The 2003 HR Leadership Awards Committee The HR Leadership Awards of Greater Washington areas such as environmental responsibility, workplace extends its sincere thanks to our sponsors for acknowledge the critical role played by HR profes- practices, or community involvement. their support not only of this year’s program, sionals who have managed and motivated teams by but of the HR profession and our Greater Washington-area community. exemplifying best in class leadership. The award win- Ethics Award ners made meaningful contributions to the ongoing The Ethics Award recognizes the strong corporate PLATINUM development of the HR profession, the success of commitment to business ethics that has been consis- their organization, and the economic and social tently espoused by CACI Chairman, President and *CACI International Inc vibrancy of the Greater Washington-area community. CEO Dr. J. P. (Jack) London, throughout his 30-year career with the company. This year’s award winners GOLD 2003 AWARD CATEGORIES and honorees influenced their organizations’ ethical *BearingPoint standards through policies, practices, and programs *Greenberg Traurig, LLP Human Resources Professional Excellence Award that have been integrated into all business policies and Robbins-Gioia, LLC This award honors HR executives and their teams operations, and that are evidenced by day-to-day whose contributions included launching programs or practices. SILVER forging solutions that enhanced organizational effi- Accenture ciency, performance or cost management with meas- urable results. This year’s HR Leadership Award win- *Akin Gump Strauss ners and honorees demonstrate extraordinary Hauer & Feld LLP strengths in the following areas: BrassRing • Leadership *DBM • Teamwork *Deloitte & Touche LLP • Strategic Partnering • Risk Taking *Employment Enterprises, Inc • Creativity and Innovation Marsh • Vision and Focus *Northrop Grumman IT • Communication • Interpersonal Skills Right Management Consultants • Coaching and Development TMP Worldwide • Change Management. *washingtonpost.com Willis of Maryland In 2003, four awards will be given, recognizing the achievement in different sectors: BRONZE • Large Commercial • Small Commercial Cabot Consultants, Inc. • Government CRU-HR • Non-Profit Organizations Human Resource Association of the National Capital Area Community Service/Corporate Social HR Leadership Forum Responsibility Award This Award is presented in honor of the former presi- Ivy Planning Group dent of Marymount University, Sister Eymard Keller Benefit Services, Inc. Gallagher, RSHM, who led the formation and devel- Monster opment of one of the most highly regarded human *The McCormick Group Inc. resources university programs in the region. This award recognizes HR professionals who have influ- The Millennium Group International enced and guided policies, practice and programs in NOVA SHRM Shambaugh Leadership Group *West*Group Willmott & Associates, Inc. TABLE OF CONTENTS

WTPF - The Forum for HR Professionals Award Information ...... Page 3

UNIVERSITY SPONSOR Welcome ...... 4 *Marymount University Ethics Award in Honor of Dr. J. P. London ...... 5 Human Resources Professional Excellence Award - Government ...... 7 MEDIA SPONSOR FederalNewsRadio.com Human Resources Professional Excellence Award - Non-Profit ...... 7 *Washington Business Journal Human Resources Excellence Award - Small Commercial ...... 9 WTOP Human Resources Professional Excellence Award - Large Commercial ...... 10 Community Service/Corporate Social Responsibility Award DONATING SPONSOR in Honor of Sister Eymard Gallaher, RSHM ...... 10 Blooms 2003 HR Leadership Scholarship ...... 11

*Founding Sponsors HR Award Honorees ...... 13 4 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON Celebrate! AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 HR EXECELLENCE

HR LEADERSHIP AWARDS WELCOME 2003 HR LEADERSHIP AWARDS We are honored and and then the actual war. They also continue to ership team of the committee, especially those COMMITTEE MEMBERS excited to bring you deal with the daily issue of the war on terror. HR who spent a second year volunteering for this the second annual HR executives have shown great leadership to ensure awards program. We thank you all. 2003 EVENT CO-CHAIRS Leadership Awards of safety, security and understanding. We want to thank our media sponsors. Again, C. Michael Ferraro TRAINING SOLUTIONS INC. Greater Washington. The Washington business community also had this year we are grateful for the tremendous sup- Dr. Ronald P. Hudak Our theme this year is its own set of business challenges this past year. port of the Washington Business Journal. We MARYMOUNT UNIVERSITY “HR Excellence: The From the post 9/11 impacts on the hospitality and also want to thank and welcome our new radio Patrick Stefl Competitive Edge.” airline industries to the change of focus in the sponsors, WTOP and Federal News Radio. CACI INTERNATIONAL INC We will be honoring technology community, HR had to display initia- Special thanks again this year goes to the staff C. Michael Ferraro AWARDS GALA COMMITTEE 14 HR executive indi- tive, strategic thinking and leadership to help busi- at Marymount University. They continue to find President/CEO Heather French, Co-Chair TRAINING SOLUTIONS, Inc. viduals and awarding nesses recover. As you will learn in this insert, time to dedicate to this program, and it has been AKIN GUMP STRAUSS HAUER & FELD LLP Founding Co-Chairman, HR excellence in 4 cat- many HR executives went above and beyond the a huge contribution to the program’s success. HR Leadership Awards Patti Rusher, Co-Chair egories. call of duty to address and lead their organizations This is truly a team effort, and we are all proud CACI INTERNATIONAL INC This year, we will also honor winners in two through these trying times. You will read great to be part of this team. In the pages that follow, T. Pete White, Co-Chair NORTHERN VIRGINIA TECHNOLOGY COUNCIL special categories, as we did last year. The stories of how HR executives brought the “com- you will enjoy impressive stories of HR leadership Community Service Award is dedicated to Sister petitive edge” to their organizations. in our region. Please join us in congratulating the FINANCE COMMITTEE Eymard Gallagher, former President of There are many people to thank for this year’s honorees and this year’s winners. Norman Minter, Co-Chair MARYMOUNT UNIVERSITY Marymount University, for her years of commu- awards program. It’s truly the people involved I am very excited and proud to continue in my Laura Foote Reiff, Co-Chair nity service. The Ethics Award is dedicated to who have helped this awards program continue to role as co-chairman of this event. It’s so impor- GREENBERG TRAURIG, LLP Dr. Jack London, President/CEO of CACI, who grow and expand. We want to first thank our tant to recognize those HR Executives who con- has dedicated his professional business career and corporate sponsors for supporting this program. tinue to lead and overcome challenges both with MARKETING COMMITTEE organization to ethical business practices. Special recognition and thanks to our Founding the organizations they work for and with the Ann Smith, Co-Chair ANN SMITH COMMUNICATIONS, INC. This has been another challenging year for the Sponsors that decided to support this program a communities in which they live. I am also proud Suzanne Stoltz, Co-Chair Greater Washington community. On the heels of second time. We also thank our new sponsors. to help lead a very dynamic and motivated group BEARINGPOINT the one-year anniversary of the 9/11 tragedies last You will see a list of sponsors in the insert. Please of volunteers to bring this program to the Rick Baierlein fall, the Washington community and HR execu- thank them by supporting their organizations. Greater Washington community. This has been WASHINGTON BUSINESS JOURNAL tives had to deal with the impact of the Beltway We want to thank all the members of the HR truly a team effort as we strive to make this Laurie Callahan MARYMOUNT UNIVERSITY Sniper. Later in the fall and early this year, HR Leadership Awards Committee, a group of highly awards program one that our community can be Amy Pfeiffer executives dealt with the prelude to war in Iraq dedicated individuals. Special thanks to the lead- proud of and support. MARYMOUNT UNIVERSITY INTERN Jonathan Tester Once again, CACI is proud to be a Platinum Marymount University is proud to be the BEARINGPOINT Sponsor of this very important event that academic sponsor of this outstanding NOMINATIONS/SELECTION COMMITTEE honors excellence in HR leadership within the event. The university is dedicated to the Barbara Byrd Keenan, Co-Chair Greater Washington business community. In education and professional development GREATER WASHINGTON SOCIETY the current environment of mergers and of Human Resource professionals. The OF ASSOCIATION EXECUTIVES acquisitions, the tight labor market in the university’s undergraduate and graduate Karla Leavelle, Co-Chair LEAVELLE CONSULTING high tech sector, and the world events that are programs in HR seek to ensure that its Rebecca Shambaugh, Co-Chair affecting the lives of us all, Human Resource alumni are highly educated and ethical SHAMBAUGH LEADERSHIP GROUP organizations have increasingly become more members of the community. Part of the Lynne Kaye Pat Stefl integral to strategic planning as well as the Dr. Ronald Hudak university’s commitment to excellence is HAY GROUP Senior Vice-President day-to-day operations of their respective com- Dean of the Business School reflected in its support of the HR David McCarthy CACI Marymount University RUN FAST INC. Co-Chairman, panies. Recognition of the invaluable contri- Co-Chairman, Leadership Awards. The university is par- HR Leadership Awards butions of HR professionals through pro- HR Leadership Awards ticularly proud of the Marymount stu- OUTREACH COMMITTEE grams such as the HR Leadership Awards of Greater Washington pro- dents who have been awarded HR Leadership Scholarships. Kevin Antler, Co-Chair DBM vides a powerful incentive for those in the profession, as well as for These students reflect the best of Marymount University and Kim Clark Pakstys, Co-Chair those contemplating an HR career. CACI would like to congratulate the HR profession. EDUNEERING, INC. all who have been nominated for these prestigious awards. Joshua Jeffries EMPLOYEE BENEFITS GROUP, INC. Vickie Moore 2003 HR LEADERSHIP AWARDS JUDGES CABOT CONSULTANTS, INC.

Barbara Byrd Keenan, CAE is an independent accounting, treasury, billing, financial operations, and Dr. Ronald P. Sanders serves as the Office of SCHOLARSHIP PROGRAM consultant serving association and for-profit clients in planning and analysis. Personnel Management's Associate Director for Frances Dinkins, Co-Chair strategic planning, innovative new business develop- Catherine S. Leggett has served as the Senior Strategic Human Resources, which oversees the HR DELOITTE & TOUCHE LLP ment, executive coaching and board governance. She strategies and policies of the Federal Government's Vice President of Human Resources for Vertis since Nancy Zsebo, Co-Chair has 25 years experience in association management, April 2000. At last year's gala, she won the HR almost two million employees. From 1998 until 2002, EMPLOYMENT ENTERPRISES, INC served as CEO of two national associations and has when he was appointed to the OPM, Dr. Sanders Professional Excellence: Commercial/For Profit J. Michael Patrick consulted with numerous national and international Award. She has more than 20 years of experience in served as the Internal Revenue Services Chief NORTHROP GRUMMAN IT groups. Ms. Keenan received the Key Award from the HR field and has extensive experience in building Human Resource Officer and received his second the American Society of Association Executives, the human resource departments. Presidential Rank award for his work, as well as three VOLUNTEER COMMITTEE highest award given in the profession and is the Commissioner's Awards. Michael R. Losey is a certified Senior Sharon Brill, Co-Chair immediate past Chairman of the Greater Washington RAELYN, INC. Professional in Human Resources (SPHR), Certified David L. Snyder is the Assistant G-1 for Civilian Society of Association Executives. Association Executive (CAE), and was President and Personnel Policy for the Department of the Army, Leslie Sorg Ramsay, Co-Chair THE MCCORMICK GROUP Ann Denison is the Vice President and Director CEO of the Society for Human Resource for which he oversees the full scope of civilian human of Human Resources at SRA International. Under Management (SHRM) until his recent retirement. resource management activities. Snyder won the HR Karen Medsker MARYMOUNT UNIVERSITY her guidance, SRA's HR department has been recog- Losey also served as president of the North American Professional Excellence: Government /Non-Profit nized locally and nationally for innovation and best award at last year's gala. He is responsible for setting Human Resource Management Association ADMINISTRATION practices in recruiting, benefits-program design and (NAHRMA) and the World Federation of Personnel long-range, strategic goals, for creating policies that management, and work/life balance issues. Denison ensure effective management of all civilian employ- John Fry, Event Secretary Management Associations (WFPMA). Also, he MARYMOUNT UNIVERSITY won the Ethics in Business award at the 2002 Awards helped to establish the National Academy of Human ees, and leads a field of over 2,000 HR professionals. Gala. Marie Assir, Administrator Resources, of which he is a fellow. Losey co-edited, Scott Steen is Vice President and Chief MARYMOUNT UNIVERSITY John Dillon has been providing consulting and Tomorrow's HR Management, which was recently Operating Officer for The Center for Association advisory services for a wide range of companies since published. Leadership. Since joining the Greater Washington Freedom by Design 1999. He is serving as Acting Chief Financial Officer Misti Mukherjee is a partner at Odin, Feldman Society of Association Executives (the Center's par- GRAPHIC DESIGN of StarBand Communications Inc., a leading supplier ent organization) in 1997, he has been responsible for & Pittleman, P.C. and provides litigation and coun- Maitek, Inc. of high-speed Internet access via satellite to con- seling in all aspects of employment law and human leading several change initiatives for the organization, WEB SITE MAINTENANCE sumers and small businesses. John is a telecommuni- including a major initiative to reposition GWSAE in resources management. She is a principal in the Cable Risdon Photography cations veteran with more than 25 years experience in firm's Labor and Employment Practice Group. the national association market. PHOTOGRAPHY AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 Celebrate! 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON 5 HR EXECELLENCE ETHICS AWARD

accepted the challenge put forth by the that are linked directly to corporate, His commitment to “modeling the THOMAS JEFFERSON Code: to keep the company “true to divisional, and regional goals. And way” has been instrumental in creating COMCAST COMMUNICATIONS, INC. the highest standards of honesty, fair- clearly, one of Comcast’s core goals is a vibrant and diverse workplace. Not WINNER ness, and integrity.” ethics. only has he been sensitive to diversity That’s why Jefferson recently issues including representative work- THE RESPONSE: For Jefferson, required ALL employees at the level of force and leadership throughout the meeting this challenge begins and ends manager or above to review the Code Region, Jefferson has used the compa- with a simple rule: “always do what’s of Ethics. In addition to communicat- ny’s commitment to diversity to create right.” In doing so, he has developed a ing Comcast’s deep commitment to a free flow of ideas from employees wide range of programs, from a profes- honesty, fairness, and integrity, this that have led to process improvements sional development track for technical region-wide review was fundamental in with real productivity and financial employees to corporate initiatives such helping Jefferson blend an influx of gains. The company’s diversity has as the Comcast Cares Day which new AT&T Cable-acquisition employ- also enhanced Comcast’s credibility brings Comcast workers together to ees into the Comcast culture. with the communities it serves. improve local community facilities. To highlight Comcast’s commitment Jefferson’s emphasis on ethics has Recent efforts have brought repairs, to ethics — and to continue to educate created a high level of trust and coop- Influencing ethical standards through HR policies and practices. new landscaping, fresh paint, and vital employees about the types of behavior eration between employees and man- cable and online services to Anacostia Comcast both expects and rewards — agement. Building on employees’ THE CHALLENGE: As Vice Senior High School and Weller Jefferson launched the 1st Annual recognition of Comcast’s commitment President of Human Resources for Elementary School. Touchstone Awards. Three awards rec- to fair and ethical practices, Jefferson Comcast’s Washington Metro/Virginia Jefferson has a passion for developing ognize a top leader, top supervisor, and and his HR team have implemented region, Thomas Jefferson is responsible leaders — ones who are highly ethical. top employee for exemplary ethical proactive labor risk-management tech- for turning the Comcast promise to This was his motivation in developing behavior and conduct in the Comcast niques that have virtually eliminated entertain, inform and empower cus- his Standards of Leadership, a compre- region. The award ceremony is pre- employee claims and third-party repre- tomers while enriching communities hensive full-circle program for devel- ceded by a week of activities that keep sentation. In addition, Jefferson’s into real-world business practices. oping superior leadership within the ethics in the spotlight for every employee surveys, focus groups, and Ethics is so essential in realizing its region. The program provides on- employee. other “feedback” loops have been promise that Comcast developed a going, 360-degree assessments that instrumental in creating an environ- written Code of Ethics back in 1997 — help managers and supervisors identify THE RESULTS: Jefferson’s leader- ment of inclusion where employees feel long before the recent emphasis on their strengths and weaknesses. ship and strategic expertise have made visible and valued, and thus do not feel improper corporate behavior. The Jefferson uses this as the starting point his region a front runner in HR initia- the need to bring in a union to protect Code of Ethics is a strong and mean- for helping these Comcast leaders tives for all of the Comcast corpora- and advance their interests. ingful document and Jefferson has write customized development plans tion, particularly in the area of ethics.

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CACI

ince its inception, CACI has wide as a leading provider of infor- ter in others. CACI's Operational to continually expand their horizons. positioned itself as a paceset- mation technology and communica- Philosophy governs the company's CACI's history of highly successful S ter – combining visionary tions solutions. CACI delivers high- performance, permeates its mission, acquisitions – 22 in the past decade – technology with outstanding client performance telecommunications in and is the prime element in its for- is the product of a disciplined merg- support to deliver comprehensive, support of national security. Its infor- mula for success. ers and acquisitions process and its practical solutions for real-world mation assurance services protect To bring authenticity to its clear focus on "people" issues. needs. client data from cyber crime and philosophies and to promulgate its CACI's investors understand that the This same spirit is apparent in the intrusion and provide disaster-recov- ethical standards, CACI relies on the company uses the vital assets gained HR Leadership Awards of Greater ery solutions. Its support for the leadership of its Employee Services during an acquisition – that is, the Washington, which acknowledge the intelligence community strengthens (HR) Department. The department people - to their fullest potential. valuable contribution human the ability of the military forces to devotes its efforts to employee well- CACI works to understand the key resources professionals make to their take command of the battlefield and being and offers a multifaceted intel- people who will come to the company organizations – supplying and sus- control the information flow. With lectual experience for CACI's diverse as part of any acquisition. We know taining the staff needed to meet CACI systems integration solutions, community. Employees are actively that we may have to fine-tune the mission goals. No effort could be clients benefit from updated legacy recognized and given many avenues payroll, benefits, or other incentives more timely or praiseworthy. systems and powerful new software to for advancement. Additionally, a to complete the transaction, but these CACI was founded in 1962 with a maximize their investments while sponsorship program assists all issues are important to gain the loyal- focus on simulation technology and increasing their capabilities. employees during their transition ty of the people we want to retain. the burgeoning computer industry. Throughout its history, CACI has into CACI. Above all – from either side of the Since then, CACI has grown from a maintained a successful place in the Employee Services provides up-to- table – what makes the transaction two-person operation conducting business community, placing integrity date listings of staffing needs, and the work is identifying the issues that are business from a California park bench and honesty above all other consider- company hires "CACI First." The important to those who will become to a multifaceted solutions provider ations. This ethical standard, recog- department also offers a wide range part of our team. with approximately 6,400 employees nized by the HR Leadership Awards, of benefits that support and bolster CACI's expertise is both broad and in more than 100 offices around the serves as the foundation of our career advancement. Training and deep. Its commitment to clients, world. Throughout, CACI people approach to doing business. tuition reimbursement programs sup- employees, corporate values, and the have been motivated by the entrepre- CACI's culture is embedded in ply the elements for continued suc- pursuit of excellence is the winning neurial spirit, vigorously pursuing every facet of development and deliv- cess. The company's award-winning formula that has brought the compa- emerging technologies and new ery for the business, promoting val- CACI Virtual University features ny its richly deserved reputation as an approaches and bringing the best of ues that reflect the ethics, goals, and online classroom courses, workshops, ethical enterprise and business leader these to the company's clients. standards that the company and its interactive training, and anytime Today, CACI is recognized world- people aspire to, operate by, and fos- Web-enabled programs for employees

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HUMAN RESOURCES PROFESSIONAL EXCELLENCE GOVERNMENT

DR. BRAD S. DRAEGER alone makes managing HR functions a the district. With limited resources, Dr. cession-planning program which focuses FAIRFAX COUNTY PUBLIC SCHOOLS challenge. Over the past few years, how- Draeger has been extremely creative in on developing principals, assistant princi- WINNER ever, the system has faced additional providing incentives and benefits that pals, teacher leaders and support person- challenges, including profound budget enhance the overall compensation pack- nel. Over 600 of the district’s school- cuts necessitated by the nation’s econom- age. Deeply committed to customer based leaders have received intensive ic downturn. The budget crisis is ampli- service, Dr. Draeger led the effort to give LEAD training. fied by major HR issues, including rising employees self-service access to their health care costs, unprecedented student personal information, dependents, and THE RESULTS: The components of growth, plus a shortage of highly quali- benefit program selections, and handle the LEAD program were instrumental in fied job candidates at a time when federal routine transactions within the system. winning Fairfax County Public Schools a mandates require schools to hire better In addition, Dr. Draeger created an $5 million five-year demonstration grant teachers. employee service center staffed with HR focusing on educational leadership and representatives who assist employees with its links to student achievement — one of THE RESPONSE: To meet these questions regarding hiring, benefits, only 12 jurisdictions nationwide to win challenges, Dr. Draeger reengineered the responsibilities, rights, and evaluation. this funding. The new disability pro- Pairing technology with leadership teacher hiring process and implemented a Rising costs have been another key grams give district employees greater for breakthrough solutions. system to ensure that Fairfax County focus for Dr. Draeger. Using case man- protection of income during extended ill- THE CHALLENGE: Dr. Brad Public Schools can continue to recruit agement and disability programs not typ- nesses. At the same time, these programs Draeger has over 25 years of public and hire the best teachers. Blending ically found in public-sector organiza- have saved the school system over $2 school experience as a teacher and as an innovative HR strategies with the power tions, Dr. Draeger has been very success- million. His absenteeism strategies have administrator. That’s why he has such a of technology — including Web-based ful in addressing employee illness and reduced teacher leave usage by 5,000 deep appreciation for an ever-evolving solutions — he streamlined the applica- absenteeism, and in making sure the days per year, saving Fairfax County vision of educational excellence as well as tion process with automated resume changes were both understood and Public Schools $500,000. The call center the harsh realities of today’s school budg- scanning that is followed by a unique accepted by the district’s thousands of and self-service site continue to improve ets, costs, and legal and regulatory com- Gallup telephone-interview process that eligible employees. customer service and cost-efficiency for plexities. As head of the HR Department quickly identifies the strongest teacher Finally, with an eye to the future, Dr. all employees and applicants. In short, by for Fairfax County Public Schools, Dr. candidates. This automated application Draeger recognized that Fairfax County keeping the HR Department evolving, Draeger is on the leadership team of the system is recognized as a national model Public Schools would have to replace Dr. Draeger keeps the schools’ commit- nation’s 12th largest district — with 232 and has been instrumental in the school over 60% of key leadership positions ment to improving the future for stu- schools, 23,000 employees, 166,000 stu- district’s success in hiring over 1,100 within a five-year period. In response, he dents, staff, and the community. dents, and a $1.6 billion budget. excellent teachers each school year. developed the Leading, Empowering, Just the sheer size of the school system Retention was the next crucial issue for Assessing and Developing (LEAD) suc-

HUMAN RESOURCES PROFESSIONAL EXCELLENCE NON-PROFIT

DR. AMY DUFRANE smoother compliance with Department the need to develop a robust new Dufrane focused on changes that sub- of Labor legislation, and improving the staffing plan. Knowing she needed to stantially enhanced staff productivity THE OPTICAL SOCIETY OF AMERICA rate of staff retention. In addition, she raise the performance level and skills of and satisfaction. WINNER needed to create and implement a current employees in “real time” while staffing plan to support dramatic she developed and staffed new posi- THE RESULTS: Benchmarking growth as a successful conference dou- tions, Dr. Dufrane made sure the roles had proven so valuable, that Dr. bled the Society’s budget to almost $40 and responsibilities of newly created Dufrane continued to conduct a wide million. positions meshed with the Society’s array of surveys. By the end of 2002, These factors were then translated existing structure and complied with she went a step further and hired a sur- into the Society’s Employer-of-Choice federal job-title and pay requirements. vey company to conduct an Employee goal, which in turn became one of Dr. Dufrane and her team also Opinion Survey to compare the eight Organization-Wide Key Results implemented individualized manage- Society’s data with that from 1,500 annually reviewed, approved and evalu- ment training and coaching for key companies and over 2.2 million ated by the Society’s Board. Dr. managers. An assessment of the employees. Based on the results of the Dufrane’s challenge was to turn this Society’s performance evaluation pro- survey, the Society ranked in the 72nd Using benchmarking to guide an goal into tangible policies, practices, gram resulted in valuable 360-degree percentile, with over 85% of its Employer-of-Choice evolution. and results. feedback for the Executive Director employees participating in the survey. THE CHALLENGE: When Dr. that helped shape daily decision-mak- All categories for which Dr. Dufrane Amy Dufrane joined The Optical THE RESPONSE: Dr. Dufrane’s ing as well as strategic planning. Dr. and her team held direct responsibility Society of America as Director of first step was establishing a baseline set Dufrane also used a compensation — pay satisfaction, benefits satisfac- Human Resources mid-way through of data to allow the Society to bench- study to assess the competitiveness of tion, promotions and career advance- 1998, the Society’s turnover rate was mark against other organizations as the Society’s package, following up ment, HR policies, concern for 11% above the Washington-area aver- well as to document and measure with major changes, such as choosing a employees, and physical working con- age. She challenged the organization to progress. To gather this data, she con- new health insurance carrier that — for ditions — ranked above the national become an Employer of Choice. ducted a survey of five departments. a lower cost — offered better benefits, normative score. The high return rates After integrating the Society’s goals Based on the results of this 20-question including a vision plan, domestic part- on Dr. Dufrane’s surveys is proof that and objectives with Employer-of- survey, Dr. Dufrane was able to estab- ner benefits, short- and long-term dis- staff know their opinions matter, and Choice principles, she focused the lish a meaningful baseline for the exist- ability, and Employee Assistance that they play a vital role in working Society’s limited resources on changes ing level of internal services and to tar- Program. In addition, she used study with Dr. Dufrane and executive leader- that quickly yield the greatest impact: get where specific improvements were results to implement telecommuting, a ship to help the Society evolve into an improving the internal HR services needed. formal bonus program, and a recogni- Employer of Choice. provided to employees, creating Dr. Dufrane acted immediately on tion program. Guided by surveys, Dr. 8 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON Celebrate! AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 HR EXECELLENCE

MARYMOUNT

ounded in 1950 by the Religious of Marymount student volunteers share their Congratulations to all the Sacred Heart of Mary, time and talents, working with at-risk youth FMarymount University is a compre- and senior citizens in the community. This hensive, coeducational Catholic university that April, through Campus Ministry’s Alternative offers 38 undergraduate majors, 28 master’s Spring Break program, 20 students spent a degree programs, and numerous certificate week in South Carolina repairing homes for options. disadvantaged families. Approximately 2,200 undergraduate and 1,500 graduate students are enrolled through The School of Business Administration Marymount’s Schools of Arts and Sciences, Marymount’s School of Business Business Administration, Education and Administration has prepared thousands of Human Services, and Health Professions. A men and women for success in the business diverse campus community, Marymount draws world. Students at the undergraduate and 2003 students from a wide range of backgrounds and graduate levels receive individual attention more than 40 states and 80 countries. from expert faculty, who bring real-world The University has three convenient loca- experience to the classroom. Ethical leadership tions in northern Virginia. The Main Campus is emphasized across the curriculum, and busi- and Ballston Campus, both in north Arlington, ness ethics case-studies enrich the academic are easily accessible by the Metro and I-66. experience. The Loudoun Academic Center in Sterling Marymount works closely with leaders in serves students in western Fairfax County and the community to ensure that its programs Loudoun County. meet workforce needs. University partnerships Marymount's undergraduate programs com- with corporations, government agencies, and HR bine a strong liberal arts foundation with solid school systems extend the reach of educational career preparation. Students complete an opportunities through on-site courses and pro- internship in their field prior to graduation. grams tailored to meet specific needs. The most popular majors are Computer Information Systems, Psychology, Graphic HR Excellence at Marymount Design, Nursing, and Interior Design. Human Resources is the area of business At the graduate level, Marymount programs that deals directly with an organization's most combine theory and practice, helping students important asset: its people. Today, HR profes- develop expertise. The faculty are scholars and sionals are strategic partners with line man- Leadership practitioners in a wide array of fields; above all agers and other technical support staff, work- else, they are committed to effective teaching ing together to ensure high performance with- that promotes excellence in their disciplines in the organization. WINNERS and in the workforce. The University’s largest Marymount promotes HR excellence AND FINALISTS graduate programs are Business Administration through a variety of degree and certificate pro- (MBA), Human Resource Management, grams at the graduate and undergraduate lev- and thank you for Elementary Education, Counseling els. Master’s degree programs are offered in Psychology, Forensic Psychology, and Interior Human Resource Management, Human continuing to inspire Design. Performance Systems, Organization the potential of all Marymount is committed to providing a val- Development, and Organizational Leadership ues-based education, with a particular empha- and Innovation. Graduate certificates in employees. sis on ethical decision-making. Students are Instructional Design, Leading and Managing encouraged to take part in the University’s Change, and Organization Development are annual Ethics Case-Study Competition, as well also available. as the statewide Ethics Bowl sponsored by the Marymount's Human Resources Virginia Foundation for Independent Colleges. Department is well known in the Washington In 1999, the University’s emphasis on char- metropolitan area and beyond for producing acter development received national recogni- graduates who can get the job done well. tion from the John Templeton Foundation. In Focusing on practical skill application, the 2000, through a generous gift from John J. University’s courses and faculty are dedicated McDonnell, Jr., Marymount established an to preparing students for the workplace of endowed chair in Ethics, to highlight the today and tomorrow. More than 600 gradu- importance of promoting ethical conduct and ates of Marymount’s HR programs are cur- standards in all academic and social areas of rently working in the field, with the majority University life. The University’s Center for in companies and agencies in the Washington, Ethical Concerns, established in 1993, pro- DC area. vides an ongoing forum for the exchange of This summer, the University is offering a ideas about ethical issues and problems. series of HR-related professional development In athletic competition, as well as academics, workshops to the business community through Marymount’s commitment to excellence and its 21st-Century Leaders Series. Topics Global Business and IT Consultants values is evident. The University fields 10 addressed include A Coaching Model of www.ams.com intercollegiate teams. The women’s basketball Leadership, Managing Careers, Negotiation team placed fourth in the nation in 2002 and Skills, and Managing for Employee went to the Elite Eight this year in NCAA Satisfaction. Division III. Across the sports, Marymount Marymount is honored to be the University athletes maintain high academic standards, sponsor of the HR Leadership Awards of while excelling at their game. Greater Washington—recognizing and pro- The University also encourages a spirit of moting excellence in the human resources service to others. Each year, more than 500 field. AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 Celebrate! 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON 9 HR EXECELLENCE

HUMAN RESOURCES PROFESSIONAL EXCELLENCE SMALL COMMERCIAL

KAREN MEYER-CAIN pany through recruitment that doubled and rewards challenging work and offers tion, and standard of conduct. AVENDRA, LLC its number of associates from 110 to 227 employees the satisfaction of personal Meyer-Cain did far more than craft WINNER in just over a year. accomplishments, business success, and a the strategy for changing Avendra cul- By May 2002, however, the company healthy work/life balance. ture. She played an active personal role faced major new challenges, including Securing buy-in from the executive in turning strategy into reality, navigat- how to continue achieving top customer team, Meyer-Cain’s team integrated all ing tough discussions with both employ- satisfaction in light of a 100% increase of Avendra’s major HR functions into ees and executive management. She in employee turnover from 2001. The the Initiative, including process mentored and coached a very inexperi- management team agreed that the key to improvement, communication, training enced HR staff into a skillful team, giv- creating loyal customers was first to cre- and development, incentive programs, ing everyone the tools necessary to make ate loyal, well-satisfied employees. benefits, employee relations, communi- strategic changes that answered the Meyer-Cain accepted the challenge, and cation, and business practices. During work/life needs of employees and the partnered with consultants from the the process, she continued to collect competitive and financial needs of the Strategic Performance Group to meet employee feedback that was crucial in organization. the challenge. discovering powerful motivating factors Turning employee satisfaction — such as rewards and employees’ desire THE RESULTS: During the second into higher productivity and profits. THE RESPONSE: Recognizing that for continuous learning — and focusing half of 2002, Meyer-Cain’s Associate THE CHALLENGE: Karen Meyer- over half the associates had been hired efforts on key problems such as silos and Satisfaction Initiative dramatically Cain joined Avendra, LLC as Vice from the larger joint-venture corpora- lack of interdepartmental teamwork. improved morale, reduced turnover, President of Human Resources shortly tions, Meyer-Cain and her team focused In its final form, the Initiative inte- increased productivity, and focused asso- after the company was launched in 2001 on assimilating employees into Avendra’s grated continuous learning through a ciates on the success of Avendra. The as a joint venture by Marriott leaner, more entrepreneurial culture. In new “Avendra University,” professional new human resources strategies, directly International, Inc., Hyatt Hotels addition, she noted survey results show- development, rewards and recognition linked to business unit strategies which Corporation, ClubCorp. USA, Inc., Six ing increasingly negative feedback from programs, social celebrations, personal contributed to net profit 57% above pro- Continents Hotels, and Fairmont Hotels employees who felt overworked and time off, and a variety of communication jections. Avendra’s more motivated and & Resorts. Though still a small start-up, stressed in the new environment. vehicles ranging from newsletters and stable workforce also helped the compa- Avendra quickly became the largest pro- Combining her advocacy for associates Town Hall meetings to e-mails and a ny win 90 new accounts. These strategies curement services company in the North with a true commitment to making the “management open door” policy. Ethics continue to drive bottom-line results in American and Caribbean hospitality business successful, Meyer-Cain devel- is also a major component of Avendra’s 2003, with turnover running at an annu- industry. Meyer-Cain led the develop- oped and led her staff in implementing robust new culture, with Meyer-Cain alized rate of just 2.65%. ment and implementation of Avendra’s the Associate Satisfaction Initiative implementing specific written policies on strategic HR programs and saw the com- designed to build a culture that provides ethical conduct, diversity and discrimina-

Congratulations to Mosetta W. Blackmon and all of the honorees for the 2003 HR Leadership Awards of Greater Washington

Mitretek Systems salutes all of the exceptional HR nominees who assist and lead their organizations to success. We recognize their importance and the significant contributions they make to the HR Mosetta W. Blackmon profession, to their Director, corporations and to Human Resources their communities. Mitretek Systems

www.mitretek.org 10 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON Celebrate! AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 HR EXECELLENCE

HUMAN RESOURCES PROFESSIONAL EXCELLENCE LARGE COMMERCIAL

GARRY GRIFFITHS crisis, triggered by the first layoffs in that focus on solving global business function within AMS to the strategic AMS, INC. AMS’ 30-year history. In addition, problems. level needed to keep the professional WINNER with no centralized department, a vari- In addition Griffiths launched pro- services firm on the leading edge of ety of HR organizations were operating grams such as workforce management, performance and innovation. His cre- as independent vertical entities. This providing ongoing development oppor- ativity and leadership have made him a was in turn contributing to the morale tunities for AMS’ largely project-based trusted advisor to AMS CEO, Alfred T. crisis by creating inconsistencies in how workforce; a company-wide balanced Mockett, a strategic business partner to employees were treated with respect to scorecard to tie employee goals to com- colleagues throughout the organization, reward and recognition, performance pany results; an enhanced performance and a champion for AMS employees. management, and career development. management system; an employee sur- The respect he has earned has con- vey; and succession planning, a crucial tributed to his success in advancing HR THE RESPONSE: After carefully factor in a company where, as Griffiths initiatives despite difficult economic exploring the AMS culture, Griffiths says, “the primary assets — the intellec- conditions. An independent customer rapidly began implementing change. tual property of AMS staff — leave in survey now shows that 95% of cus- He first tackled the job of reorganizing the elevator every night.” tomers perceive AMS to have the Transforming HR from a transactional his HR team from a back-office support Griffiths also fostered a more effec- know-how, expertise, and skills to function to a strategic partner. operation that was not highly valued or tive relationship between HR and AMS achieve results. THE CHALLENGE: A year ago, leveraged, to one that quickly became lines of business by instituting the role The changes he has implemented Garry Griffiths joined AMS and accepted by management as a strategic of HR Strategic Business partners. support AMS’ strategic vision of being became the first Chief HR Officer of function that drives change throughout These HR experts work side by side an “Employer-of-Choice,” with the this global organization with over 7,000 the organization. At the same time, he with AMS business leadership on a ability to attract, develop, and retain employees worldwide. Sought by AMS implemented an “Employer-of-Choice” daily basis to address and balance busi- talented people. By investing in these for his innovative HR philosophy, framework to re-establish AMS’ reputa- ness and workforce needs. efforts at a time when many companies extensive change-management skills tion for developing and retaining high- Most of all, Griffiths opened a dia- have cut back both on hiring and and 37-year career in international HR ly talented people. Beginning with a log with employees across the enter- employee development, Griffiths is management, Griffiths left British Top 200 Talent Pool, Griffiths imple- prise, communicating with them fre- helping AMS maintain its competitive Telecommunications to take on the mented programs that identify global quently and traveling to sites around edge. He is helping position the com- challenge of revitalizing AMS. leadership potential and build leader- the world to share his vision and initia- pany to attract top performers when As Griffiths came on board, the ship ‘bench strength.’ He also revital- tives. the demand for talent surges once the company was facing significant business ized AMS University by partnering economy inevitably begins to grow challenges, including the continuing with university research programs at THE RESULTS: In less than a again. impact of a weak economy and a morale Harvard, MIT, and other institutions year, Griffiths’ vision elevated the HR

COMMUNITY SERVICE CORPORATE SOCIAL RESPONSIBILITY

MOSETTA BLACKMON throughout the greater Washington management and Mitretek’s employee Performing Arts. In addition, she area. population about the personal and has been instrumental in enabling MITRETEK SYSTEMS, INC. business rewards of contributing to a Mitretek to offer an added incentive WINNER THE RESPONSE: To realize culture of inclusion. to its employees and surrounding Mitretek’s vision of an empowered, Through Blackmon’s leadership, community by advancing plans to vibrant workforce making important Mitretek Systems has developed a build a childcare center. contributions to the company and to strong partnership with nearby the community, Blackmon responded Kilmer Middle School. She expanded THE RESULTS: Mosetta by “putting the puzzle pieces togeth- the initial math and science mentor- Blackmon has held herself to the er.” The programs she has tailored ing program to include tutoring, sci- highest standards in her commitment for the Mitretek culture blend corpo- ence competition judging, donation to pursuing community excellence in rate social responsibility, employee of a weather station, team sponsor- both her personal and professional diversity, inclusion, and work/life ship, and many more activities. This life. She has been recognized by balance. She has worked diligently program helps educate and inspire Mitretek’s President and CEO for to foster a people/family-friendly students who will one day lead their her leadership in building programs Blending corporate responsibility environment by implementing flexi- communities and companies. that have made the company an with a robust culture of diversity. ble work hours, compressed work Blackmon’s tireless devotion to Employer of Choice within the com- THE CHALLENGE: Since weeks, a telecommuting program, corporate responsibility has been munity. Her efforts have won becoming Director of HR in 1997, and expanded educational and bene- instrumental in making Mitretek a Mitretek recognition from the Mosetta Blackmon has been responsi- fits programs. valuable, highly visible partner in American Association of Retired ble for translating Mitretek Systems’ To make “inclusion” a reality at many other civic activities, including Persons (AARP) as one of the Best exceptionally high standards of Mitretek, Blackmon developed and the Mitretek Giving Campaign, the Companies to Work for People Over integrity and values-based gover- implemented a communications plan annual Matthew Cernigilia Memorial 50. Mitretek has received the nance into uncompromising corpo- that articulated her vision of a work Walk/Run, Daffodil Days for the Northern Virginia Family Services rate social responsibility. Guided by environment where everyone has an American Cancer Society, Toys for CARE (Companies as Responsive Mitretek’s core set of ethics, opportunity to experience business Tots, the Salvation Army Coat Drive, Employers) Award. The bottom line Blackmon embraced the challenge by success, and where each person is Northern Virginia Family Service is that Blackmon has used innovative using creative, out-of-the-box ideas valued for his or her distinctive Toy Drive, and Groundhog Job HR programs and social outreach to to develop progressive internal and skills, background, and perspective. Shadow Day. Mosetta was also strengthen both the Mitretek work- community-partnering programs that Blackmon used both ingenuity and responsible for steering the partner- force and its surrounding community. serve the best interests of the compa- leadership in creating project plans ship between Mitretek and the ny, employees, customers, and people and assembling teams to educate Wolftrap Foundation for the AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 Celebrate! 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON 11 HR EXECELLENCE

HR LEADERSHIP SCHOLARSHIP GREENBERG TRAURIG LLP SUPPORTING FUTURE LEADERS OF HUMAN RESOURCES

s the world in which we work contin- Westfields Marriott Hotel, Chantilly. He is a oreign Nationals in the Workforce - cers discretionary power to waive the ues to change, so do the roles and masters degree student at Marymount A Whole New Regime requirement for an interview for nonimmi- Aresponsibilities of human resources University. F grant visa applicants. The change in the reg- professionals. Top management increasingly • Lisa Schillo, Graduate Intern, Americas The face of visa/immigration is quickly ulations curtails this discretion and allows looks to human resources professionals for more Human Resources, Alumni Relations, Ernst & changing in the U.S. Recently Department for a waiver of an interview only for individ- guidance on how to meet the challenges facing Young, LLP, New York, NY. She is a masters of Homeland Security (DHS) Secretary Asa uals who fall into certain limited categories. their organizations. Human resources profes- degree student at George Washington Hutchinson unveiled the new U.S. Visitor The cable directs posts to implement these sionals must be prepared to assist and lead University. and Immigration Status Indication new regulations as soon as possible but no organizations to success. • Daniel E. Shaul, Client Relations Specialist, Technology (U.S. VISIT) which will check later than August 1, 2003. It is estimated Sponsored by the HR Leadership Awards of Training Resources Group, Inc., the identity of aliens with visas who come that this change in the regulation will result Greater Washington, the HR Leadership Alexandria,VA. He is a doctoral student at into the United States. This system will be in around 90% of nonimmigrant visa appli- Scholarship Program is designed to develop George Washington University. effective on January 1, 2004 and will replace cants being required to appear for personal strategic leadership in human resources. the current paper-based I-94 system. interview. SCHOLARSHIP JUDGES As part of this system, aliens who enter Navigating through the rough waters of ELIGIBILITY • Dr. Debra Cohen, Vice President, Knowledge the U.S. with visas will have their travel doc- immigration requires a professional team The 2003 scholarship program was open to Development, Society for Human Resource uments scanned and have their identity veri- and outstanding guidance. Greenberg practicing human resources professionals and Management fied through at least two biometric identi- Traurig's business immigration group pro- current students pursuing either an undergradu- • Janet Richardson, Vice President of Human fiers, which initially will require aliens to be vides consultation and unparalleled repre- ate or graduate degree in Human Resources Resources, USA Today fingerprinted and photographed. In addi- sentation in visa matters for both large and Management through any university that is a • Dr. Michelle Marks, Professor of tion, aliens will have their identities checked small companies. Additionally we provide part of the Consortium of Universities of the Management, George Mason University against lists to determine if they should be coordination of global visa and work permit Washington Metropolitan Area. • Dr. Behnaz Quigley, Professor and Associate denied entry based on terrorist connections, issues. Eligible candidates need to provide evidence Dean, School of Business, Marymount criminal violations or past visa violations. Dawn Lurie is of counsel in the McLean, of acceptance or enrollment in an Human University This system will also verify the alien's VA office of Greenberg Traurig LLP. She Resources program of study. Current students • Dr. Linda Raudenbush, Human Resource departure and identification when they leave can be reached at [email protected] and must demonstrate satisfactory academic per- Specialist, United States Department of the U.S. (703) 903-7527. formance, as defined by a grade point average Agriculture Additionally, on May 22, the State Greenberg Traurig, LLP is a full-service equivalent to a "B" average. • Kurt Wiese, International Human Resources Department issued a cable officially amend- international law firm that provides busi- Manager, ExxonMobil Corporation ing the regulations regarding visa issuance ness-oriented solutions to clients worldwide. SCHOLARSHIP WINNERS • Dr. Arthur Freedman, Program Director and to severely curtail the discretionary issuance Greenberg Traurig has 950 lawyers and lob- • Eduardo J. Sanabia, Lead Director of Human Adjunct Professor, American University of visas without a personal interview. In the byists practicing in 20 offices throughout the Resources-Northern Virginia Cluster, past, the regulations granted consular offi- United States and Europe.

UNLOCK your LEADERSHIP POTENTIAL

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Whether a BearingPoint is one of the world’s fy and unify” their business of government, our Gioia has pioneered project manage- company needs to address a short-term project Hlargest business consulting and sys- dedicated practitioners help clients transform Fment consulting, bringing process- or a complete culture change, each solution is tems integration firms dedicated to aligning themselves through new service-delivery mod- based solutions to high-risk, complex initiatives. tailored to meet its unique goals. A few of our business and systems to empower government els; improved processes; and integrated, Web- We balance the right people, processes and tools, solutions include: organizations and Global 2000 companies. enabled, customer-facing applications that are and apply them in the right proportions to help • Portfolio Management- When organizations Today, we provide a comprehensive portfolio of driven by Internet-based technologies. To this top government agencies and Fortune 1000 are faced with the challenge of determining the services including business and technology end, we provide a comprehensive portfolio of companies implement new technologies better, bottom line for a department, division, or even strategy, systems design and architecture, appli- end-to-end services customized to meet the bring products to market faster, focus their an entire company, Robbins-Gioia will imple- cations implementation, network infrastructure, unique needs of public sector organizations: efforts, and improve their efficiency and effec- ment a portfolio management solution to com- and managed services. 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Planning, Integration Services, Infrastructure, we bring all of the experience, creativity and • Enterprise Program Management Office - The Public Services group of BearingPoint is and Managed Services. intellectual capital of a large management con- When an organization is in need of an across- dedicated to serving federal, state, provincial, At BearingPoint, we believe that giving our sulting firm—and we take a personal interest in the-board project management methodology, and local government organizations worldwide; clients access to the right information empow- our clients. With a hands-on approach to project Robbins-Gioia establishes an EPMOæ a profes- commercial healthcare companies; higher edu- ers them to align their business systems. management, we develop and integrate the peo- sional organization that serves as a company cation institutions; and not-for-profit organiza- Because the right information brings knowl- ple, processes and technologies that will drive resource to ensure that projects in departments tions. We have more than 3,000 dedicated edge. Knowledge is power. And sharing it is projects to completion. or divisions are managed the same way and are Public Services professionals, who understand empowerment. Robbins-Gioia remains privately held with an working toward the same goals. the unique needs of public sector organizations. As our name implies, we help our clients set annual revenue of $90 million in 2002 and more • Technology Migration- Robbins-Gioia can Since 1907, we have been serving public sector the direction to reach their goals. As business than 700 employees. The company has regional help organizations replace current technology organizations as business advisors. Today, we: systems integrators, we align our clients’ busi- offices in Montgomery, Ala.; Warner Robins, with newer technology, within budget and on • Serve all 14 cabinet-level Federal depart- ness processes and information systems to Ga.; Seal Beach, Calif.; New York, N.Y.; time. We define the actions needed to migrate ments enable them to access the right information at Southfield, Mich.; Beavercreek, Ohio; and data from one place to another, build new sys- • Are a top 40 Prime Federal Contractor on the right time, empowering them to achieve Ottawa, Ontario, Canada. tems, and create connections between the tech- Washington Technology’s 2003 Top 100 List their desired business results and create enter- Our employees are our most valuable assets. nologies. • Are a top 20 System Integrator on prise value. R-G is committed to providing a progressive and • Rapid Product Development- When getting Washington Technology’s 2003 Top 29 List To learn more about BearingPoint, please con- nurturing work environment that stimulates an the product to market as quickly as possible is • Serve 17 states and 10 municipalities tact us at 1-866-BRNGPNT or consulting- entrepreneurial spirit and the growth of knowl- critical, our rapid product development solution • Serve 2/3 of U.S. research institutions [email protected], or visit us at www.bear- edge. Robbins-Gioia is also committed to pre- compresses the schedule with overlapping phases • Serve 13 of the top 20 healthcare providers ingpoint.com. serving our integrity and advancing the well that shorten the product development stage, • Serve 5 of the largest 6 public health insur- being of our people. enabling bigger and faster market share. ance companies Robbins-Gioia offers a rich portfolio of flexi-

MARYMOUNT UNIVERSITY

congratulates DR. AMY DUFRANE director of Human Resources The Optical Society of America on being a 2003 HR Leadership Awards honoree

Dr. Dufrane earned her MA in Human Resource Management and her MBA from Marymount University in 1995.

MARYMOUNT UNIVERSITY a comprehensive Catholic university AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 Celebrate! 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON 13 HR EXECELLENCE HONOREES

WILLIAM ALBRIGHT KAYE ANDERSON THE MITRE CORPORATION USER TECHNOLOGY ASSOCIATES, INC. HONOREE HONOREE

designed included flextime, the department into functional cells and reduced hours and part-time prioritized changes that would yield the schedules, telecommuting, com- biggest improvements in time, quality, and pressed work weeks, and job shar- cost. She championed the importance of ing. His exceptional communica- implementing a sophisticated HRIS sys- tion skills helped management tem with workflow features that aid and understand the compelling enforce business processes. In addition, employee-satisfaction reasons for she emphasized the automation of HR and implementing the initiative, while benefits transactions to contribute to the at the same time convincing them company’s strategic goal of creating capac- William Albright plays a key that this new flexibility could be In November 1999, User Technology ity for growth and new business. leadership role in developing and achieved without sacrificing cus- Associates was a rapidly growing and The system Anderson delivered not implementing HR programs and tomer responsiveness. highly successful federal government con- only integrated with the payroll system, practices that support MITRE’s Albright’s solution has delivered tractor emerging from the 8(a) program. but delivered a 22% reduction in HR head corporate goal of providing a on its promise. The Flexible Work Unfortunately, its HR department had not count. Her leadership in process automa- world-class work environment for Arrangement Program has boosted been able to keep up with the company’s tion transformed manual and laborious its employees. A pivotal compo- employee satisfaction and given growth and sophistication. Seeking to vendor updates and reconciliations into nent of MITRE’s quality of work MITRE greater leverage in transform the HR department into a pro- efficiently automated reports and files that life is the new Flexible Work recruiting and retaining the best fessional and business-focused organiza- are accurate, reliable, and timely. Arrangement Program. Albright’s employees. Meanwhile, MITRE tion directly supporting the needs of the Throughout this transformation of the leadership and ability to build continues to meet its commitment corporation and its employees, UTA HR Department, Anderson and her team strong partnerships across the to be 100% available to customers. brought Kaye Anderson on board. worked closely with the Operations and company were crucial in balancing This program has been a key fac- After analysis of the company’s process- Business Development Units. Her much-desired flexible scheduling tor in MITRE winning a place es, business environment and goals, detailed analyses of human resource capi- with MITRE’s culture that calls for among the Fortune 100 Best Places Anderson mapped out initiatives to align tal, cost, and pricing have been instrumen- employees to be available 100% to To Work survey in 2002 and 2003. her department not only with the best tal to the company’s recent win of a $130 sponsors and customers. practices in human resources, but with million professional services contract — The solution Albright UTA’s business strategy. She restructured its largest contract ever.

SUSAN D. BAKER SUSANN BRESNAHAN NORTHERN VIRGINIA TECHNOLOGY COUNCIL ACCENTURE HONOREE HONOREE

advancing the Council’s regional Group, she was the company’s first HR external membership workforce ini- Director to be challenged with globaliza- tiatives. She has been an especially tion of the HR team and processes. By strong advocate for the development implementing initiatives such as stan- of young, entrepreneurial compa- dardized reporting and balanced score- nies. With her guidance, the cards, Bresnahan and her team were able Council’s Workforce Committee to manage the large, diverse and complex now offers HR and training pro- organization with success. Her processes grams for emerging businesses. and metrics became the model across the Baker’s leadership has helped this company as other units shifted from local committee become a true opera- to global organizations. When Baker created NVTC’s tional asset for the Council. She has During more than 24 years with In addition, Bresnahan helped shape, Human Resources office in 2000, created innovative partnerships with Accenture, Susann Bresnahan has devel- support and implement key diversity ini- the Council was a rapidly growing various business organizations and oped, implemented and managed HR tiatives, including the Global Great Place organization with an equally fast- government agencies. programs that have spanned business to Work for Women Initiative. Since growing need for HR functions. Baker believes deeply in educating cycles and organizational changes. One the inception of GGPWW, female Baker produced a first-class HR sys- our future workforce and has been of Bresnahan’s biggest challenges, how- Partners within Bresnahan’s operating tem that has become a model for instrumental in building and ever, emerged over the past year as she group have increased from 5.8% to other non-profit organizations. This strengthening the Council’s relation- led an HR transformation program that 10.0% of all Partners. As part of innovative system has continued to ship with institutions from K-12 culminated in moving 70% of GGPWW, she has designed a training meet the Council’s changing needs schools to area community colleges Accenture’s U.S.-based personnel to the program targeted at building leadership as the HR issues of the technology and universities. Her creative lead- company’s wholly owned outsourcing and selling skills to help prepare women boom have given way to those of the ership and collaboration have result- subsidiary, Accenture HR services — for promotion to the highest executive equally challenging economic down- ed in a wide variety of opportunities with HR functions operating on an out- levels. This program is being piloted in turn. for students, including TechTalk; sourced model for the first time in the Financial Services Operating Group In addition to developing internal Groundhog Job Shadow Day; Middle Accenture history. with implementation across all of HR programs with the functionality and High School Career Fairs, and Bresnahan is no stranger to making Accenture expected this fall. and flexibility to meet evolving Educators Day in the Workplace. Accenture history. As HR Director for needs, Baker is responsible for the Telecommunications Operating 14 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON Celebrate! AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 HR EXECELLENCE HONOREES

LEE KARBOWSKI L. PATRICIA SHEROD NORTHROP GRUMMAN INFORMATION TECHNOLOGY NORTHROP GRUMMAN INFORMATION TECHNOLOGY HONOREE HONOREE

Karbowski also created additional the Internet. This single point of entry opportunities to leverage outreach and has dramatically improved tuition assis- internal diversity programs across the tance application and reimbursement new plan configurations with mini- workflow, helping employees pursue mum cost to any one business area. advanced degrees and certifications that Karbowski’s second initiative was in turn reward the company with richer electronic automation of the annual intellectual capital. collection of ethics and conflict-of- Sherod designed the site to do double interest forms. An ongoing require- duty as a career planning tool, as well. ment of the sector’s ethics and busi- This tool links employees and dependents As Northrop Grumman Information ness standards program, this process Following Northrop Grumman’s acqui- to individual feedback from an outside Technology integrated Litton had involved manual completion, col- sition of Litton Information Systems organization specializing in educational Information Systems Group, Leona lection and filing of these forms, fol- Group, Pat Sherod has led the 23,000- counseling to help them map out the (Lee) Karbowski’s leadership and peo- lowed by equally time-intensive check- person workforce in adapting to the new fastest and most effective educational ple skills made all the difference in ing, report generation and follow-up. environment — and new opportunities, track for meeting their goals. addressing two major challenges Karbowski devised an online, interac- including a greater ability to leverage Sherod’s initiatives are focused directly sparked by melding of these companies: tive system that now facilitates com- tuition assistance. on the company’s strategic objectives. In Affirmative Action Plans (AAP) and pletion of the form. The system’s Intellectual capital is essential to the addition to career planning tools like conflict-of-interest reporting. report generation capability automati- company’s ability to stay profitable in a those described above, she has designed a Her analysis quickly revealed that 89 cally signals non-completion and sup- rapidly changing, highly competitive Training Tracking Database that captures AAP plans were being developed at an plies follow-up contact information. industry. To meet the company’s vision of statistics on educational accomplishments effort level of 80 hours each. Through In addition, the online database could a robust and continuously learning work- and certifications. With a seamless inter- further analysis of demographic data be used to secure audit approval. The force, Sherod implemented an e-learning face to the company’s enterprise-wide and plan competency, Karbowski reor- end result was 100% audit completion tool that offers employees a single point resume and skill inventory database, this ganized the process to continue to by all business units and $148,282 sav- of access for information related to train- tool supports business development and meet compliance regulations — with ings from the significant reduction in ing needs. For maximum flexibility, this workforce planning by enabling the com- just nine plans, and at a savings of workhours associated with this annual tool can be accessed from work through pany to bid the right skill set on any given $250,000. By pooling separate plans, requirement. the corporate Intranet, or from home via proposal.

MAGGIE SINNOTT RAYMOND J. WERNECKE AKIN GUMP STRAUSS HAUER & FELD LLP NAVAL AIR SYSTEMS COMMAND HONOREE HONOREE

recruitment efforts, Sinnott faced rent and future customer requirements. another challenge: integrating a very He embraced a comprehensive change diverse group of people from many dif- management methodology, articulating a ferent cultures into the Akin Gump compelling case for change, providing an environment. Her goal was to create end-state vision, submitting a methodolo- an office that embodied and upheld the gy for transformation, measuring reputation and client responsiveness of progress, communicating, and collaborat- a large national firm, but that was also ing with stakeholders. infused with the collegiality and atmos- Wernecke’s leadership resulted in cre- phere of a smaller, more nurturing ation of a new national organization, the environment. Her approach included a Business/Financial Management When Akin Gump decided to expand variety of initiatives, such as arranging Prior to 1999, the Comptroller and the Community, chartered to provide enter- from its D.C. base into Northern the physical office space to create a Program and Business Analysis communi- prise business advocacy, develop a highly Virginia, the firm relied on Maggie high level of interaction among differ- ties within the Naval Air Systems skilled workforce, create enterprise busi- Sinnott to find the staff and implement ent practice groups. She also instituted Command (NAVAIR) operated independ- ness rules, and make enterprise business the HR policies to make the new office weekly lunches for all attorneys and ently. With no standard guidelines or decisions. Through disciplined teamwork a success. Sinnott tapped her contacts staff, along with many other social forums, employees had no means of advo- and shared vision, Wernecke and his team from within Akin Gump’s D.C., activities that strengthened congeniali- cacy or access to professional develop- helped join the two previously independ- Philadelphia and Los Angeles offices ty while strengthening awareness of ment tools, policies, or processes. In ent organizations to provide a more effi- and launched major outreach efforts to the Firm’s business and goals. This 1999, NAVAIR established a “tiger team” cient and effective resource of business fill the 60 new positions. Sinnott not environment delivers significantly bet- led by Raymond Wernecke to develop and financial acumen to NAVAIR’s head- only recruited top talent in the office’s ter opportunities for the Northern approaches for establishing a unified busi- quarters and six business units. particularly desired legal fields - tech- Virginia office to enjoy the rewards of ness and financial management communi- The result is a national community that nology-related litigation, corporate, synergy and teamwork. Teamwork and ty. While many members of NAVAIR’s provides effective advocacy for its people, employment, intellectual property, and Sinnott’s creativity in staffing have senior leadership team were opposed to develops employee skills in a consistent regulatory and transactional telecom- helped see the office through recent the concept, Wernecke’s team won buy-in and effective manner, and develops and munications practices - the group economic belt-tightening without com- through in-depth analysis showing how a implements effective business tools, poli- reflected commendable diversity. promising client service — or employ- redesigned organization could deliver cies, and procedures. As a result of these successful ee morale. greater skills and agility in meeting cur- AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 Celebrate! 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON 15 HR EXECELLENCE

The World Is Getting Smaller. Which Leaves More Room For Your Imagination.

At Northrop Grumman, we never stop wondering what the future holds, how far we can go, and how we’ll get there. It’s the power of that curiosity that has helped Northrop Grumman Information Technology to become a premier provider of advanced information technology solutions, engineering and business services. Headquartered near Washington, DC in Herndon, VA, our IT sector’s 2002 sales totaled more than $4 billion, with more than 22,500 employees worldwide supporting IT services for government, commercial and international customers. As we continue to expand our core capabilities, our commitment to innovation and practical results for our clients drives us onward toward the next plateau. And, it’s through this ever-achieving environment that we are able to define the future. Congratulations to our award nominees Lee Karbowski and Pat Sherod. Northrop Grumman is proud to have you on our team. Trusted IT Solutions for Government and Business

www.it.northropgrumman.com/careers ©2003 Northrop Grumman Corporation 16 2003 HR LEADERSHIP AWARDS OF GREATER WASHINGTON Celebrate! AN ADVERTSIING SUPPLEMENT TO WASHINGTON BUSINESS JOURNAL – JUNE, 2003 HR EXECELLENCE