2012 IPMA-HR Nominating Committee

HRN
THE MAGAZINE OF THE INTERNATIONAL PUBLIC MANAGEMENT ASSOCIATION FOR HUMAN RESOURCES
MAY 2012
EWS
Highlight on Public Servants
and Public Service
Public Sector Technology
Debate: Human Worker
vs. Machine
Also This Month
Keynote Speakers Set for 2012
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As the International Public Management Association for Human
Resources has done in so many past May issues of HR News,
this month, we once again celebrate public service and honor our
nation’s public servants as well as those who’ve given so generously
of their time and talent to see to it that IPMA-HR remains the
leading public sector human resource organization in the world.
This month’s issue kicks off with IPMA-HR President Kimla
Milburn’s article, “Technology Debate: Human Worker vs.
Machine” (page six). In her article, Milburn, JD, IPMA-CP, SPHR,
asks whether the public sector human resources function is ready for
the future.
“Have we adequately prepared our resources to adapt to the
emerging technological changes that will most definitely affect how
we all conduct the business of running a government?” asks Milburn.
“Are we ready to deal with and make the correct choice of
technology vs. people when it comes to the specific job functions
and duties and how this decision will impact the overall local, state,
and national economy? These are the questions I believe human
resources professionals will be discussing and debating as we move
into the next decades of the 21st century.”
Milburn acknowledges that there are a lot of questions yet to be
answered and issues that need to be researched and discussed to
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FROM THE EDITOR
decide what the best solution for government is when it comes to
replacing human workers with technology. “In some instances,
increased efficiency and effectiveness is evident,” writes Milburn.
“However, over the years, will this efficiency and effectiveness hold
true when considering the long-term cost of a reduced workforce in
our economy?”
In the article that follows Milburn’s, “The Evolution of Public
Servants: More Accountable; Just as Passionate” (page eight), author
Amanda Cuda writes about how the public’s perception of public
service has changed over the years, and how that has led to more
transparency in the public sector. “In this ever-changing
environment, it’s unclear what lies ahead,” writes Cuda.
We may not be able to foretell the future, but many people think it
looks bright for the field of public sector human resources. “I think it
will grow as a career field,” Vivian Lawyer, IPMA-CP, told Cuda.
Lawyer, who recently retired from her job as chief human resources
officer at Montgomery College in Rockville, Md., said, “This
generation wants to have an impact on the world. As public service
sees itself as a business with responsibilities that needs competent
employees, it will grow (and recruit) employees who are fully
prepared with high expectations socially and professionally.”
In addition to Milburn’s and Cuda’s articles, be sure to read about
Public Service Recognition Week (page 12), which this year is being
celebrated May 6-12.
Also this month, find out who’s serving on IPMA-HR’s 2012
taskforces and committees as well as on the IPMA-HR Executive
Council—taskforce and committee rosters begin on page 13.
In addition to our focus-related feature stories, don’t miss this
month’s Comp Doctor column (page 21), by Jim Fox and Bruce
Lawson, of Fox Lawson & Associates, a division of Gallagher
Benefit Services, Inc., in which Lawson and Fox answer one reader’s
question about “the new normal” and “the great compensation
upheaval.”
Howard Risher’s Managing People in Tough Times column also
returns this month (page 24). In it, Risher, Ph.D., discusses
“Recognizing and Rewarding Public Servants.”
You’ll find all this and more inside this month’s issue of HR News.
We hope you enjoy it! —N
Elizabeth Kirkland
MAY 2012 | 1 |

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FEATURES
6
8
12
Public Sector
Technology Debate:
Human Worker vs. Machine
The Evolution of Public
Servants: More Accountable;
Just as Passionate
Thank Our Nation’s Public
Servants May 6-12 2012
13 IPMA-HR Taskforces and Committees
TABLE OF CONTENTS
COLUMNS
22 COMP DOCTOR TM
MAY 2012 | VOLUME 78 NO 5
1 From the Editor
25 Certification Exam Study Guide Available
26 Keynote Speakers Set for 2012 IPMA-HR
International Training Conference & Expo
27 IPMA-HR Managing Employee Performance as a
Human Resources Business Partner
27 IPMA-HR’s Developing Competencies for HR
Success Online Training
31 Recertification Now Due for Individuals Who
Were Certified in 2000, 2003, 2006 or 2009
24 MANAGING PEOPLE IN TOUGH TIMES
Recognizing and Rewarding Public Servants
DEPARTMENTS
28 MEMBERSHIP MATTERS
30 RECRUITER SERVICE
32 CALENDAR
32 PRODUCTS AND SERVICES
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HR
NEWS
Editor, Elizabeth Kirkland
Graphics, Alison Dixon/ImagePrep Studio
IPMA-HR Executive Director, Neil Reichenberg
HR News is published monthly by the International Public Management
Association for Human Resources, 1617 Duke Street, Alexandria, Virginia 22314;
(703) 549-7100. Copyright ©2012. The May issue is volume seventy-eight,
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HRNEWS
Employee Engagement
WWW.IPMA-HR.ORG MAY 2012 | 5 |

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
Is the public sector human resources function ready for the
changes of the future? Have we adequately prepared our
resources to adapt to the emerging technological changes that
will most definitely affect how we all conduct the business of
running a government? Are we ready to deal with and make the
correct choice of technology vs. people when it comes to the specific
job functions and duties and how this decision will impact the overall
local, state, and national economy? These are the questions I
believe human resources professionals will be discussing and debating
as we move into the next decades of the 21st century.
The Bureau of Labor Statistics reports that, not including workers
in the United States Postal Service and in national security agencies,
in 2011, the United States had two million civilian federal government
workers, with 85 percent working outside the Washington,
D.C., Metropolitan Area. This makes the federal government the
largest employer in the United States. However, it is still predicted
that the number of federal government employees will decline as
the government anticipates significant job openings over the next
decades due to workers reaching retirement age and departing
federal service.
While the federal government focuses on huge losses of federal
| 6 | MAY 2012
PUBLIC
SECTOR
TECHNOLOGY
DEBATE:
Human Worker
vs. Machine
By Kimla Milburn, J.D., IPMA-CP, SPHR
workers, state and local governments are focused on fiscal losses
that impact their ability to continue functioning as usual. According
to the United States Government Accountability Office’s (GAO)
2011 report on the outlook of state and local governments, State and
Local Governments’ Fiscal Outlook, April 2011 Update, GAO-11-
495SP, current and long-term fiscal challenges will remain the
number-one focus of this sector for decades to come. The GAO’s
2011 report emphasizes that unless significant policy changes occur,
state and local governments will experience a steady decline in
revenue due to losses in property tax receipts. This decline will
surely impact the ability to attract and retain qualified workers and
the state and local government’s ability to provide needed services
to its constituents.
With different concerns for the future faced by the various levels of
government, how will human resources departments react and
advise their business partners on the use of workers versus the
implementation or replacement of workers with technology?
In many instances, technology serves as an immediate solution for
government to complete various tasks rather than employ a human
worker. By replacing human workers with technological solutions to
complete certain tasks, governments can reduce the size of their
workforce and save money immediately on salaries, benefits, and
other costs associated with managing workers. In addition, governments
can look to technology to perform tasks potentially faster and
more efficiently than a human worker.
HR NEWS MAGAZINE

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
In a June 2009 Forbes.com article, “Will a Machine Replace You?”
author Courtney Boyd Myers writes of many examples of where
machines have now replaced humans, including on the road: “On
the road, the advent of EZPass and other computerized toll
machines are replacing human tollbooth collectors. Electronic
passes are cheaper, more efficient and keep traffic flowing at faster
speeds. It’s only a matter of time before EZPass, or a similar system,
finds its way into every car.”
But it isn’t just the highway that’s changing; machines are replacing
the work that people do elsewhere, too. In libraries, for example,
librarians (considered local government workers since libraries are
operated by county governments) are now being replaced with electronic
data systems. These systems “are able to search, retrieve, and
electronically transmit books and articles over the information highways
in a fraction of the time spent performing the same task with
human [labor],” writes Jeremy Rifkin, in “New Technology and the
End of Jobs,” in the 1997 book, The Case Against the Global Economy
and for a Turn Toward the Local (© Sierra Club Books), by Jerry
Mander and Edward Goldsmith.
Other changes can be seen in major cities and towns across the
United States today: police officers rarely stop travelers on roadways
for exceeding the posted speed limit, since speed cameras take
pictures of speeding vehicles, and violators automatically get mailed
tickets. What’s more: violators can avoid court appearances by
paying their fines electronically, which means that, through the
entire process, they may never come in contact with human labor.
Everyday human resources department functions have changed, too.
We have, for example, replaced HR workers with machines in the
recruitment process. A job applicant can now apply for vacant positions
online through an HR information system (HRIS) without
speaking or interacting with human labor. The HRIS guides the
applicant through completing the appropriate paperwork, and then
processes all applications for the selecting official. Many will attest
to the fact that recruiting systems have made the job application
process faster and more efficient for HR operations.
The replacement of human workers with technology, on the surface,
seems to indicate that we need to look further into how technology
can help government perform required tasks. But we need to take a
step back and make sure we analyze the total impact that replacing
workers with technology will have on government and on our society
as a whole. Is the replacement cost-effective when analyzed over a
long period of time? Have we considered the cost of servicing, updating
and eventually replacing machines? Who will pay for all of this?
Generally, government is not creating the technology that is now
being implemented and that is replacing government workers; on the
contrary, private industry is primarily creating this technology, and
contracts are being awarded to the private sector to perform work
that was once performed by public sector workers. While it appears
that government initially saves money by having fewer workers,
government funds are dispersed to private contractors to take over
the functions. This raises the issue of the sufficiency of government
contract laws and the need to ensure that government contract laws
and funding for contractual oversight are in place to handle the
rising outsourcing of technology to perform government services.
We want to put measures in place so that government continues to
honor its obligation to look for better ways to provide mandated
services in a proficient, valuable, and cost-effective manner.
Even if technology can perform the task faster, over time, will the
machine actually perform the task for the government more efficiently
and cost effectively? How many more employees will
government have to hire to ensure the contracts are awarded and
run effectively? Who will maintain the machines used to replace
government workers: other government workers or contractors?
How much will this cost the government?
We may also want to ask ourselves who will pay for the hidden costs
associated with laid off workers who were replaced with technology.
The laid off workers will have to be reemployed, but by whom? The
private sector? Otherwise, cost will rise for government in the form
of unemployment insurance and other government benefits associated
with those in our society who cannot obtain gainful employment
in either the public or private sector. Government now bears
this cost burden and will have to continue to do so if we do not
consider how we will handle displaced workers. Is the answer
retraining and educating workers? Who will bear the cost of this
retraining and education? Should provisions in contracts with
private industry contain clauses to share or carry the responsibility
of assisting displaced workers?
What about flow of money into the economy? With fewer workers,
do we hinder our ability to sustain a vibrant economy? Will people
and companies continue to spend money and keep our economy
flowing if they do not have jobs that enable them to earn money?
With fewer government workers, do we reduce the amount of
money paid into our Social Security and Medicare systems, which
may ultimately abolish any form of government assistance for workers?
Is this what we want?
There are a lot of questions we need to answer and issues we need to
research and discuss to determine the best solution for government
when it comes to replacing human workers with technology. In some
instances, increased efficiency and effectiveness is evident. However,
over the years, will this efficiency and effectiveness hold true when
considering the long-term cost of a reduced workforce in our economy?
Change is good as long as it is productive and not abused. Our duty
is to ensure that we properly evaluate the long term effects of
replacing government workers with technology and that we travel
the path of this inevitable change in a responsible and well thought
out manner.
Kimla Milburn, J.D., IPMA-CP, SPHR, is the president of IPMA-HR, and is
a professor at Wilmington University, in Delaware. She previously
served as the director of human resources for the city of Annapolis,
Md. —N
WWW.IPMA-HR.ORG MAY 2012 | 7 |

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
The Evolution of Public
Servants: More
Accountable; Just
as Passionate
By Amanda Cuda
Passion Hayes had long considered her father a hero. He’d
served his country in the Vietnam War, and throughout her
childhood, Hayes hoped to do something meaningful and
selfless with her life as well.
To that end, Hayes decided to pursue a master’s degree in public
administration with a specialization in human resources management.
Her goal was to one day have a career where she could help
others. But her decision had an unintended, and incredibly meaningful,
consequence. “I remember my father telling me how proud he
was that I chose to give back and serve the community,” said Hayes,
IPMA-CP, now human resources director for the town of Addison,
Texas. “I still remember being so proud that he, this hero who served
our nation, was proud of me for giving back. I continue to see the
work I do in the public sector, in human resources, in that very way. I
am giving back and helping those I work with, and live next to, be
successful.”
While many in the public sector continue to share Hayes’ commitment
to serving their communities, some human resources professionals
said the field itself—and the public perception of it—has
altered in a variety of ways. But what do these changing attitudes
mean for public servants? How has it affected the way they do their
jobs?
Misperceptions Abound
In the years since she decided to commit herself to public service,
Hayes has seen the public perception of her beloved field change in
an upsetting way. With stories that have surfaced about problems
with, for example, pensions, being mismanaged in some communities,
people might have a negative—and unfair—idea of public
servants. “Many no longer see us and the great work we do but
instead see us—public servants—as greedy and think we are leaving
communities in huge financial distress due to pensions or other
retirement benefits,” Hayes said. “There are many people who have
watched stories of public sector employees behaving badly on some
investigative show and have forgotten about the honorable work we
do.”
Given some of this negative coverage, people might even see public
sector employees as a ripe target for blame in these tough economic
times, said Heather Ramirez, IPMA-CP, human resources analyst
for Los Angeles World Airports. She pointed out a big story in her
state—the 2010 scandal in Bell, Calif., in which the town’s mayor
and several other officials were accused of taking more than $5.5
million from the suburb. Ramirez said she’s not naïve enough to
believe all public servants are selfless and saintly, but when a scandal
like that erupts, it can cast a shadow over the whole field.
“I believe the news media and the public have moved their eyes over
to public servants during this time of recession in our country, in
which jobs are hard to come by and taxpayers are watching exactly
where their money goes,” Ramirez said. “(Delivering good) public
service, therefore, has become more important because the citizens
we serve are watching our every move now more than ever.”
Vivian Lawyer, IPMA-CP, former chief human resources officer at
Montgomery College in Rockville, Md., agreed that public perception
of public sector employees has changed since she entered the
field more than 40 years ago. Though Lawyer, who recently retired,
didn’t go so far as to say that citizens have a negative idea of what
people in public service do, she said they’re certainly more interested
in knowing the inner workings of their town governments, educational
facilities and other such organizations. And, Lawyer said, they
have a much higher expectation of what these agencies should be
doing.
| 8 | MAY 2012 HR NEWS MAGAZINE

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
“There is a greater sense of entitlement coming from the citizens,
and public servants are becoming more accountable for their
actions,” said Lawyer, who has been in public service for more than
40 years. “Citizens are demanding more customer service and that
their needs be met right away. There is a greater expectation for
excellent customer service.”
Part of the reason for that increased accountability is the dawn of the
information age. With the Internet and other technological
advances, citizens have more means than ever to learn about public
employees. They also have more opportunities to express their feelings
about the services these workers provide.
“There is greater visibility of all decisions (made by public servants),”
Lawyer said. “Politicians have to deliver on their campaign promises,
which, oftentimes, forces the issue on delivering excellent service.
Technology allows citizens to voice their opinions and suggestions
for how to make life better. Sunshine laws force the open debate and
citizen input on important issues.”
Lawyer ultimately sees all this as a positive. Even when there’s an
unfortunate incident in which a public sector employee gets negative
publicity for his or her actions, Lawyer said the increased visibility of
public officials means these situations can be used as opportunities
to change organizations for the better. “When a public servant has
negative publicity, perhaps then internal processes will change to
help prevent those issues in the future,” she said.
Working Together
Changed perceptions and increased accountability aren’t the only
ways the field of public service has changed over the past few
decades. One positive evolution that Lawyer saw over her many
decades working in education is a greater spirit of cooperation
between different public agencies. “I served under six different presidents
at Montgomery College and observed the way the college’s
response to the county government changed over time,” Lawyer
said. “We became much more involved with the county agencies and
some of their programs, particularly in tight financial times. We
went from being very much a ‘standalone’ entity to one working
collaboratively with the other agencies.”
Lawyer tracks this transformation back to the 1980s, when financial
troubles in the area lead to the formation of a number of “interagencies”
that combined staff from various public agencies, including
county government, the housing commission and the schools. These
groups worked together to develop more economically sound practices.
The interagencies project yielded several positive benefits,
including joint procurement processes that resulted in more consistent
costs and even reduced costs in some cases because of the
economies of scale.
“While these groups continued to function throughout the years,
now there is another very strong push to share resources and work
together even more collaboratively,” Lawyer said. “There was a time
when the college did not seek grants. Now there is a team of staff
working with faculty and others to seek grant funds.”
What the Future Holds
In this ever-changing environment, it’s unclear what lies ahead.
Ramirez, for one, worries that it will be harder to attract bright,
young talent to the field and that those who wind up applying for
these jobs won’t do so because they’re aching to be part of the public
sector. “I think more people may file for a public service job now
because there is a shortage in the country of available jobs, but I
CONTINUED ON PAGE 11
WWW.IPMA-HR.ORG MAY 2012 | 9 |

| 10 | MAY 2012 HR NEWS MAGAZINE
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■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
Evolution CONTINUED
don’t think the public service sector does enough to advertise the
greatness of the jobs they have to offer,” she said.
“I myself fell into public service by accident. A friend of my father
suggested I take a test for the city of Los Angeles and, on a whim, I
took it,” Ramirez continued. “Eight months later, I got multiple job
offers and decided to try it. This is not an easy way to get a job, nor
does it advertise to the public at large that positions are available for
hire. We as public service agencies need to get out there and recruit
qualified job applicants. There are many qualified individuals out
there that just don’t know who we are or what the benefits of public
service jobs are.”
But Lawyer seems to have more hope for the field’s growth. “I think
it will grow as a career field,” she said. “This generation wants to
have an impact on the world. As public service sees itself as a business
with responsibilities that needs competent employees, it will
grow (and recruit) employees who are fully prepared with high
expectations socially and professionally.”
WWW.IPMA-HR.ORG
FROM PAGE 9
2012 IPMA-HR Awards Committee
Charge: To solicit and evaluate the
nominations for the IPMA-HR Honorary
Life membership and the IPMA-HR
Awards for Excellence and to make
recommendations to the Executive
Council.
CHAIRPERSON:
Fagan D. Stackhouse, IPMA-CP
Human Resources Director
Charleston County Government
North Charleston, S.C.
MEMBERS:
Jennifer Fairweather, IPMA-CP, PHR
Human Resources Director
Jefferson County
Golden, Colo.
Michelle Hanchard
Assistant Director
City of Dallas Civil Service Department
Dallas, Texas
Pamela W. Kannady, IPMA-CP
Director of Human Resources
Kansas City Public Library
Kansas City, Mo.
Nancy B. Kiyonaga, IPMA-CP
Director of Commission Operations and
Municipal Assistance
New York State Department of Civil
Service
Albany, N.Y.
Hayes is particularly optimistic about the future. She said even
though some people do have negative ideas of the area of public
service, still others see it as a noble calling, and she’s anticipating that
at least some of them will feel the need to join the ranks of those
who work for the public. “While there has been an unfortunate
mischaracterization through some media outlets of what a public
servant is, our commitment stands strong,” she said. “We are here to
serve the community, citizens and employees. Servant leadership is
the mantra of so many amazing public servants. I am hopeful that
the next generation of students and citizens will embrace the opportunity
of public service to the community. What so many people
before us gave to this country and our communities should not be
forgotten but instead honored by doing the same. We all have a
responsibility for shaping the future of this country.”
Amanda Cuda is a full-time general assignment reporter for the
Connecticut Post newspaper in Bridgeport, Conn. She also freelances
for several publications, including HR News. —N
Cheryl A. Sylvia, IPMA-CP
Human Resources Coordinator
Little Compton Schools
Litle Compton, R.I.
Mark B. Van Bruggen, IPMA-CP
HR Consultant Team Leader
New Jersey Civil Service Commission
Trenton, N.J.
Brian P. Westfall, IPMA-CP, SPHR
Director of Human Resources
Allegany County Government
Cumberland, Md.
MAY 2012 | 11 |

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
Thank Our Nation’s Public
Servants May 6-12 2012
Amid the political battles regarding the size, scope and cost
of government, federal workers have become the brunt of
much misguided criticism and have been treated like the
nation’s checkbook. Instead of being viewed as a national asset,
public servants have been unjustly vilified and their value diminished.
Each and every day, dedicated civil servants across the country are
finding solutions to serious problems, assisting Americans in need,
keeping us secure and advancing our national interests.
There is a clear disconnect between what Americans hear about their
government and what takes place—the routine successes, innovative
initiatives, cutting-edge science and other amazing work.
That’s why during this year’s Public Service Recognition Week
(PSRW), May 6-12, 2012, citizens across the country need to take
time to reflect on the importance of these unsung heroes and honor
the men and women who serve our nation as government employees.
“Today, public servants are more vital to our nation’s health than
ever,” said Max Stier, president and CEO of the Partnership for
Public Service. “During Public Service Recognition Week, it is a
good time to redirect the conversation, reflect on the value of public
service, and give our civil servants the praise that so many richly
deserve, but so seldom receive.”
Our nation’s public servants may be anonymous, but they regularly
make a positive difference in the lives of Americans. They are working
on issues that directly affect all of us, from shoring up the economy
and the financial system to providing better health care, protecting
the environment, and keeping our food and drug supplies safe.
Take, for example, Charles Heurich and his team at the National
Institute of Justice. Recognizing the need for a public, nationwide
database of missing persons information, they launched the online
National Missing and Unidentified Persons System (NamUs) in
2009. The database helps with solving missing and unidentified
person cases nationwide, and in the past two years, NamUs has
assisted in resolving 44 unidentified persons cases and 65 missing
persons cases.
At the U.S. Department of Housing and Urban Development
(HUD), federal housing employee Ann Oliva has improved our
nation’s response to homelessness by instituting innovative management
systems that have reduced the time it takes to award grants,
permitted better analysis of program effectiveness and promoted the
open exchange of community-based information. An electronic
grants information system established by Oliva replaced an outdated,
time-consuming, paper-based application process and has allowed
HUD to review and distribute some $1.6 billion in federal homeless
grants in 61 instead of 213 days.
Another unknown but dedicated government employee is Alfonso
Batres, a disabled Vietnam War veteran who has spent nearly three
decades working with the community-based Department of Veterans
Affairs’ Readjustment Counseling Vet Centers, heading the
national program since 1994. Under Batres’ leadership, he has
improved service quality and expanded the program to about 300
Vet Centers to meet the growing needs of hundreds of thousands of
combat veterans and their families and also developed and launched
50 Mobile Vet Centers.
And there is Dr. William Gahl, who is the founding director of the
National Institutes of Health’s Undiagnosed Diseases Program and
is America’s leading medical detective. Gahl attempts to solve the
world’s most puzzling cases—identifying some diseases so rare they
don’t have names. Gahl and his team have found diagnoses for about
60 people and restored hope for many more.
These are just a few of the thousands of outstanding federal employees—individuals
who have dedicated themselves to the public good.
They are not isolated cases but examples of the people of our
government whose accomplishments take place day in and day out
without fanfare.
During PSRW, we hope you will join us in giving your support
and thanks to our public servants who give so much to our
community and country. For more information, please visit
publicservicerecognitionweek.org. —N
| 12 | MAY 2012 HR NEWS MAGAZINE

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
2012 IPMA-HR Legislative Taskforce
Charge: To inform Association staff of
impact of legislative and regulatory
proposals on the membership. To
recommend policy positions when
appropriate for further consideration by
the Executive Council.
CHAIRPERSON:
Gail Strope, IPMA-CP
Human Resources Director
City of Jefferson, Mo.
MEMBERS:
Chris Blazer, SPHR
Human Resources Generalist
Office of Human Resources
Montana Department of Revenue
Helena, Mont.
Scott J. Cameron, IPMA-CP
R3 Government Solutions
Alexandria, Va.
Jan Gall, IPMA-CP, SPHR
Human Resources Manager
City of North Kansas City, Mo.
José A. Garibay
Risk Management and Compliance
Manager
Town of Normal, Ill.
Elizabeth L. Gooden
Assistant Director of Human Resources
City of Newport News, Va.
Charlene Leslie, ARM, SPHR
Human Resources and Risk
Management Administrator
City of Gladstone, Mo.
Kim Marshall, IPMA-CP
Human Resources Director
City of Lenexa, Kan.
Michael Mottola
Assistant Vice Chancellor
Labor Relations
Pennsylvania State System of Higher
Education
Harrisburg, Pa.
Raelynn Napper
Senior Personnel Analyst II/EEO
City of Los Angeles, Calif.
Mark Orme
Deputy City Manager
City of Hemet, Calif.
Bridget Paris
Compensation Specialist
Larimer County
Larimer, Colo.
Alison Pond M.S., SPHR
Human Resources Director
City of College Station, Texas
Kristen Smith-Davis
Director of Human Resources and Risk
Management
City of Glenn Heights, Texas
Richard Stokes, PHR, IPMA-CP
HR Consultant
University of Tennessee Municipal
Technical Advisory Service
Nashville, Tenn.
Carol A. Stone, IPMA-CP, SPHR
Human Resource Manager
Huron-Clinton Metropolitan Authority
Brighton, Mich.
Jacqueline M. Wehmeyer, SPHR,
IPMA-CP, PPP
Human Resources Director
City of Margate, Fla.
James Wells, IPMA-CP, SPHR
Human Resource Respond, LLC
Nitro, W.Va.
Chris Wilson, IPMA-CP, ICMA-CM
City Administrator and Chief
Administrative Officer
City of Southaven, Miss.
Linda Zartler, IPMA-CP, TRMC
Administration Services Director
City Secretary
City of Boerne, Texas
2012 IPMA-HR Next Generation Taskforce
Charge: To develop strategies including
social networking for increasing the
involvement of new HR professionals in
the association.
CHAIRPERSON:
Sonja Stanchina, IPMA-CP
Human Resources Officer
East Bay Regional Park District
Oakland, Calif.
MEMBERS:
Anita Asher, IPMA-CP
Director
Bay Area Employee Relations Services
San Jose, Calif.
Joshua A. Didawick, SPHR
Human Resources Director
City of Staunton, Va.
Christopher Ko, IPMA-CP, CLRM
Human Resources Manager
Central Contra Costa Sanitary District
Martinez, Calif.
Shana L. Marsh, MSA
Senior Human Resources Analyst
City of Kansas City, Mo.
Ashley Stracke
Management Assistant
City of Los Angeles, Calif.
Linda M. Tran
Administrative Officer
National Institutes of Health
Bethesda, Md.
WWW.IPMA-HR.ORG MAY 2012 | 13 |

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
2012 IPMA-HR Executive Council
PRESIDENT
Kimla Milburn, JD, IPMA-CP, SPHR
Professor, Human Resources
Management Program
Wilmington University
New Castle, Del.
PRESIDENT-ELECT
Mila Cosgrove, IPMA-CP
Human Resources Director
City and Borough of Juneau, Alaska
Juneau, Alaska
PAST-PRESIDENT
Samuel Wilkins, IPMA-CP
Human Resources Director
South Carolina Budget and Control
Board
Office of Human Resources
Columbia, S.C.
COUNCIL MEMBERS:
Rick Brick, IPMA-CP
Executive Director, Human Resources
Alberta Health and Wellness
Edmonton, Alberta, Canada
William E. Cole, IPMA-CP
Human Resources Director
Town of Barnstable, Mass.
Richard E. Dukellis, IPMA-CP
Director of Administrative Services
City of La Mesa, Calif.
Phyllis Lynes, IPMA-CP
Assistant General Manager
City of Los Angeles, California
George T. McNeill, IPMA-CP, ARM
Assistant City Manager
City of Margate, Fla.
Barbara M. Montoya, IPMA-CP
Personnel Director
Montgomery City/County Personnel
Department
Montgomery, Ala.
Patrick Parsons, IPMA-CP
Executive Director of Human Resources
Illinois Central College
East Peoria, Ill.
2012 IPMA-HR Finance Committee
Charge: To review and recommend an
annual budget for the Association and
to review a report on the annual audit
of the Association’s 2011 financial
records.
CHAIRPERSON:
George T. McNeill, IPMA-CP, ARM
Assistant City Manager
City of Margate, Fla.
MEMBERS:
Mila Cosgrove, IPMA-CP
Human Resources Director
City and Borough of Juneau, Alaska
Juneau, Alaska
Richard E. Dukellis, IPMA-CP
Director of Administrative Services
City of La Mesa, Calif.
Gwen Platt, IPMA-CP, SPHR
Director, Office of Workforce
Management
National Heart, Lung, and Blood
Institute
National Institutes of Health
Bethesda, Md.
Mary Rowe, IPMA-CP
Human Resources Director
Metro Regional Government
Portland, Ore.
Betsy Sawyers, IPMA-CP
Human Resources Director
Pierce County
Tacoma, Wash.
Gail Strope, IPMA-CP
Human Resources Director
City of Jefferson, Mo.
Michelle Williams, IPMA-CP
Personnel Demonstration Project
Manager
Air Force Research Laboratory
Wright Patterson AFB, Ohio
Barbara M. Montoya, IPMA-CP
Personnel Director
Montgomery City/County Personnel
Department
Montgomery, Ala.
Gwen Platt, IPMA-CP, SPHR
Director, Office of Workforce
Management
National Heart, Lung, and Blood
Institute
National Institutes of Health
Bethesda, Md.
| 14 | MAY 2012 HR NEWS MAGAZINE

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
2012 IPMA-HR Conference Program Committee
Charge: To develop the programming for
the IPMA-HR International Training
Conference.
CHAIRPERSON:
Cheryl Brown, IPMA-CP
Director of Human Resources
City of Charlotte, N.C.
MEMBERS:
Joseph Adler, IPMA-CP, SPHR
Human Resources Director
Montgomery County Government
Rockville, MD
Deywon Arant-McAdoo
Organizational Development & Learning
Supervisor
City of Charlotte, N.C.
Linda Coleman
Personnel Director
North Carolina Office of State
Personnel
Raleigh, N.C.
Michael Coury, IPMA-CP
HR Administrator
City of Newport, R.I.
Mila Cosgrove, IPMA-CP
Human Resources Director
City and Borough of Juneau, Alaska
Juneau, Alaska
Richard E. Dukellis, IPMA-CP
Director of Administrative Services
City of La Mesa, Calif.
Eddie Garcia
Training Analyst
Los Angeles World Airports
Los Angeles, Calif.
Oscar B. Jackson, Jr., IPMA-CP
Norman, Okla.
Gib Johnson, IPMA-CP
Managing Director – Federal Practice
CPS HR Consulting
Bethesda, Md.
Pamela W. Kannady, IPMA-CP
Director of Human Resources
Kansas City Public Library
Kansas City, Mo.
Melanie Keller
Director, Office of Management
Center for Drug Evaluation & Research
Food & Drug Administration
Silver Spring, Md.
Christine Major, IPMA-CP
Director, Office of Human Resources
National Institutes of Health
Bethesda, Md.
Kimla T. Milburn, IPMA-CP
Professor, Human Resources
Management Program
Wilmington University
New Castle, Del.
Cheryl D. Orr, IPMA-CP, SPHR
Director of Human Resources
Prince William County, Va.
2012 IPMA-HR Nominating Committee
Charge: To make nominations for the
Executive Council for each vacancy as
specified in the Association bylaws.
CHAIRPERSON:
Samuel Wilkins, IPMA-CP
Human Resources Director
South Carolina Budget and Control
Board
Office of Human Resources
Columbia, S.C.
MEMBERS:
Jill R. Clements, IPMA-CP
Human Resources Director
City of College Park, Md.
James G. Stratton, IPMA-CP
Emeritus Director, Classified Human
Resources
University of Wisconsin – Madison
Stoughton, Wis.
Candy Phillips
Organizational Development & Learning
Manager
City of Charlotte, N.C.
Joy St. Germain
Human Resources Director
City of Tacoma, Wash.
Betsy Sawyers, IPMA-CP
Human Resources Director
Pierce County
Tacoma, Wash.
Sheena Schmutz
Human Resources Director
City of Liberal, Kan.
Fagan D. Stackhouse, IPMA-CP
Human Resources Director
Charleston County Government
North Charleston, S.C.
Richard Stokes, PHR, IPMA-CP
HR Consultant
University of Tennessee Municipal
Technical Advisory Service
Nashville, Tenn.
Rafael A. Viscasillas, IPMA-CP
Department Director
Hennepin County Human Resources
Minneapolis, Minn.
Lorenda F. Volker, IPMA-CP
Human Resources Director
Larimer County
Fort Collins, Colo.
WWW.IPMA-HR.ORG MAY 2012 | 15 |

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■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
2012 IPMA-HR Fellowship Committee
Charge: To evaluate the applications of
IPMA-HR members for the Association’s
fellowships and to make
recommendations to the Executive
Council. The committee also evaluates
the applications for the scholarship
program that provides funds to the
children of IPMA-HR members seeking
undergraduate degrees and makes
recommendations to the Executive
Council.
CHAIRPERSON:
Pamela Dollard, IPMA-CP
Human Resources Director
University of Wisconsin Colleges
Madison, Wis.
MEMBERS:
Dwight L. Baker, IPMA-CP
Director of Human Resources and Risk
Management
City of College Park
College Park, Ga.
Charge: To provide oversight and
guidance to the IPMA-HR Certification
Program.
CHAIRPERSON:
Mary Rowe, IPMA-CP
Human Resources Director
Metro Regional Government
Portland, Ore.
MEMBERS:
Scott J. Cameron, IPMA-CP
R3 Government Solutions
Alexandria, Va.
Carolyn Cervantti, IPMA-CP
Assistant Director of Human Resources
City of Miramar, Fla.
Andrea Cutler, IPMA-CP
Human Resources Manager
City of Santa Fe Springs, Calif.
Rohn Brown
Chief, Human Capital Branch
Nuclear Regulatory Commission
NRR/PMDA/Human Capital Branch
Washington, D.C.
Heather Carrizales, IPMA-CP
HR Assistant
City of Port Orange, Fla.
Cheryl Cepelak, IPMA-CS
Deputy Commissioner, Administration
Connecticut Department of Correction
Wethersfield, Conn.
Mary Hard, IPMA-CP
Human Resources Analyst
County of San Diego Department of
Human Resources
San Diego, Calif.
Anthony F. Kern, IPMA-CP
Labor Relations Specialist
Commonwealth of Pennsylvania Office
of Administration
Harrisburg, Pa.
Donald Dees, IPMA-CP
Personnel Director
Mobile County Personnel Board
Mobile, Ala.
Susan E. Frieswyk, IPMA-CP
Director, Office of Worklife Services
Library of Congress/Office of Human
Resources Services
Washington, D.C.
Marnie Green, IPMA-CP
Principal Consultant
Management Education Group, Inc.
Chandler, Ariz.
Janet Gyevat, IPMA-CP
Manager of Benefits and Compensation
Northeast Ohio Regional Sewer District
Cleveland, Ohio
Mary Lee Hannell, IPMA-CP
Human Resources Director
Port Authority of New York and
New Jersey
New York, N.Y.
Hazel M. McMullin, IPMA-CP
Deputy Director
Gwinnett County Government
Lawrenceville, Ga.
Kwame Owusu, IPMA-CP
Deputy Commissioner, Administration
Ghana Revenue Authority
Accra, Ghana
Carol Rubino, IPMA-CP
Manager
Prince George’s County Personnel Board
Largo, Md.
Lacy E. Strader
Human Resources Specialist
Equal Employment Opportunity
Commission – Office of Human
Resources
Washington, D.C.
2012 IPMA-HR Certification Advisory Board
Daryl L. Hovland, IPMA-CP
Human Resources Director
City of Grand Forks, N.D.
Mark D. Olson IPMA-CP, CDME
Vice President of Human Resources
Las Vegas Convention & Visitors
Authority
Las Vegas, Nev.
Cindy Taylor, IPMA-CP
Learning Consultant
Chesterfield County Government
Chesterfield, Va.
Sharalyn Young
Executive Director, Client Service
Delivery
Public Service Commission
Halilfax, Nova Scotia
Canada
| 18 | MAY 2012 HR NEWS MAGAZINE

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
2012 IPMA-HR Benchmarking Committee
Charge: To conduct a benchmarking
survey and identify best practices in
public sector human resources
management.
CHAIRPERSON:
Linda Bjornberg IPMA-CP
University Services Human Resources
Director
University of Minnesota
Minneapolis, Minn.
MEMBERS:
J. Cleve Brooks SHPR, CCP
Deputy Director of Human Resources
City of El Paso, Texas
Vicki Burton IPMA-CP
Human Resources Liaison
Department of Children’s Services
Grand West Region – State of
Tennessee
Jackson, Tenn.
James C. Fox, IPMA-CP
Managing Director
Fox Lawson & Associates, a division of
Gallagher Benefit Services, Inc.
Saint Paul, Minn.
Sylvia Franklin, IPMA-CP. SPHR
Human Resources Director
Prince George’s County Fire/EMS
Largo, Md.
Gib Johnson, IPMA-CP
Managing Director – Federal Practice
CPS HR Consulting
Bethesda, Md.
Bruce G. Lawson, IPMA-CP, CCP
Managing Director
Fox Lawson & Associates, a division of
Gallagher Benefit Services, Inc.
Phoenix, Ariz.
Steven Martinez, BS
Human Resources Consultant
Heynewjob.com
San Francisco, Calif.
Lawrence T. Miskel II, MPPA
Human Resources Specialist
City of St. Louis
Department of Personnel – Employee
Relations
Saint Louis, Mo.
Jeanette O’Quin, IPMA-CP
Human Resources Division Manager
Board of Water Works of Pueblo
Pueblo, Colo.
Jeffrey J. Richter, MA
Manager, Planning and Research
New Jersey Civil Service Commission
Trenton, N.J.
Sandra Rosenau
Senior HR Analyst
Harris CapRock Communications
Fairfax, Va.
Connie Rutledge
Human Resources Analyst
City of Myrtle Beach, S.C.
Douglas K. Smith, ARM, CCM,
IPMA-CP, PHR
Human Resources Manager
Virginia Department of Corrections
Powhatan Correctional Center
Powhatan, Va.
Dave Stewart, IPMA-CP
Personnel Director
City of Seattle, Wash.
James Tsugawa
Deputy Director, Policy and Evaluation
U.S. Merit Systems Protection Board
Washington, D.C.
2012 IPMA-HR Chapter/Region Taskforce
Charge: To examine whether there is a
way to better align the chapters,
regions, and the association, and to
work together to increase membership,
enhance awareness of IPMA-HR as a
brand, and to provide high-quality products
and services to members.
CHAIRPERSON:
Oscar B. Jackson, Jr., IPMA-CP
Norman, Okla.
MEMBERS:
William E. Cole, IPMA-CP
Human Resources Director
Town of Barnstable, Mass.
Mila Cosgrove, IPMA-CP
Human Resources Director
City and Borough of Juneau, Alaska
Juneau, Alaska
Rose M. McKinney, SPHR
Assistant Director of Human Resource
Management
City of Portsmouth, Va.
Wesley J. Morgan, IPMA-CP, SPHR
Senior Manager, Human Resources
Chicago Public Schools
Chicago, Ill.
Jeanette O’Quin, IPMA-CP
Human Resources Division Manager
Board of Water Works of Pueblo
Pueblo, Colo.
Patrick Parsons, IPMA-CP
Executive Director of Human Resources
Illinois Central College
East Peoria, Ill.
WWW.IPMA-HR.ORG MAY 2012 | 19 |

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
2012 IPMA-HR Successful Practices Taskforce
Charge: To identify successful HR
programs that can be shared with the
IPMA-HR membership.
CHAIRPERSON:
Phyllis M. Lynes, IPMA-CP
Assistant General Manager
City of Los Angeles, Calif.
MEMBERS:
Kay C. Argo
Human Resources Director
Village of Bloomingdale, Ill.
Patrick J. Cole, SPHR, NPDP
Senior Consultant
Crowe Horwath, LLP
Grand Rapids, Mich.
Ricardo Daye
Human Resources Director
Orange County Human Resources
Orlando, Fla.
Joshua Didawick, SPHR
Human Resources Director
City of Staunton, Va.
Travis Graves, IPMA-CP
Human Resources Director
Multnomah County Human Resources
Portland, Ore.
Marnie Green, IPMA-CP
Principal Consultant
Management Education Group, Inc.
Chandler, Ariz.
Joanna I. Johnson, IPMA-CP
Managing Director
Kalamazoo County Road Commission
Kalamazoo, Mich.
Rhonda J. Jones, Ed.D., IPMA-CP
Workforce Strategy Specialist
National Archives and Records
Administration
College Park, Md.
James E. Lowery, IPMA-CP
Human Resource Director
Cole County Residential Services, Inc.
Jefferson City, Mo.
Verlinda M. Jones, IPMA-CP
Human Resources Officer
City of North Myrtle Beach, S.C.
Robert G. Miller, IPMA-CP, PHR-CA,
Human Resources Director
Greater Los Angeles County Vector
Control District
Santa Fe Springs, Calif.
Christine Murphy
Senior Human Resources Analyst
Orange County Human Resources
Orlando, Fla.
Justin Najaka, SPHR, CCP
Director of Compensation
New Mexico State Personnel Office
Santa Fe, N.M.
Dale Pazdra
Director of Human Resources
City of Coral Springs, Fla.
Betsy Sawyers, IPMA-CP
Human Resources Director
Pierce County
Tacoma, Wash.
Judy R. Thimakis, MPA, Ph.D
HR Consultant/Faculty, University of
Phoenix
Salt Lake County HR Department
Salt Lake City, Utah
Lorenda F. Volker, IPMA-CP
Human Resources Director
Larimer County
Fort Collins, Colo.
2012 IPMA-HR Long-Range Strategic Plan
Taskforce
Charge: To review and recommend
updates to the IPMA-HR Long-Range
Strategic Plan. To review all IPMA-HR
programs, products, and services and
recommend changes in the activities
undertaken by the Association and the
way in which they are delivered.
CHAIRPERSON:
Karen Marshall, IPMA-CP
Human Resources Director
City of Fort Worth, Texas
MEMBERS:
Micki Callahan, IPMA-CP
Human Resources Director
City and County of San Francisco, Calif.
Mark Danaj, IPMA-CP
Assist City Manager
City of Fremont, Calif.
Jeff C. Herring, JD, MBA
Executive Director
Utah Department of Human Resource
Management
Salt Lake City, Utah
Kim Marshall, IPMA-CP
Human Resources Director
City of Lenexa, Kan.
Mark D. Olson, IPMA-CP, CDME
Vice President of Human Resources
Las Vegas Convention & Visitors
Authority
Las Vegas, Nev.
Carlos A. Vargas, SPHR, IPMA-CP
Chief Human Resources Officer
City of Rockville, Md.
| 20 | MAY 2012 HR NEWS MAGAZINE

■ h i g h l i g h t o n p u b l i c s e r v a n t s / p u b l i c s e r v i c e ■
2012 IPMA-HR Professional Development
Committee
Charge: To enhance the expertise of
public sector human resource staffs by
expanding professional development
opportunities that focus on new and
emerging roles and competencies.
CHAIRPERSONS:
Cindy Bezaury, IPMA-CP
Human Resources Director
City of Tucson, Ariz.
Ronnie E. Charles, IPMA-CP, SPHR
Human Resources Director
City of Suffolk, Va.
MEMBERS:
Joseph Adler, IPMA-CP, SPHR
Human Resources Director
Montgomery County Government
Rockville, Md.
Momoh A. Conteh, IPMA-CP
Human Resources Director
Maryland Department of Agriculture
Annapolis, Md.
Joseph T. Lubin, IPMA-CP
Human Resources Director
City of Independence
Independence, Ohio
Cheryl D. Orr, IPMA-CP, SPHR
Director of Human Resources
Prince William County, Va.
Craig Southern, MS, IPMA-CP, PHR
Organization Development and
Employee Relations Director
State Personnel Administration
Atlanta, Ga.
Brian Stott
Human Resources Director
City of Fremont, Calif.
2012 IPMA-HR Information Technology
Taskforce
Charge: To conduct a survey of the
chapters and regions to determine how
they are meeting their information technology
needs and to see if there could
be a pooling of resources that might
better meet the technology needs of
the chapters and regions. Each region
has two representatives on the taskforce.
CHAIRPERSON:
Richard Stokes, IPMA-CP
Municipal HR Consultant
University of Tennessee – Municipal
Technical Advisory Service
Nashville, Tenn.
MEMBERS:
Anita Asher, IPMA-CP
Director
Bay Area Employee Relations Services
San Jose, Calif.
Lois Gartman
Administrative Officer
Planning and Development Department
City of Kansas City, Mo.
Stephanie King
Senior HR Generalist
City of Auburn, Ala.
Shana L. Marsh, MSA
Senior Human Resources Analyst
City of Kansas City, Mo.
Jomel Nelson
Associate Classification and Pay Analyst
New York State Department of Civil
Service
Albany, N.Y.
Saheed Olushi
HR Consultant
New Jersey Civil Service Commission
Trenton, N.J.
Roger Wapner, Ph.D.
HR Regulatory Coordinator
East Bay Municipal Utility District
Oakland, Calif.
WWW.IPMA-HR.ORG MAY 2012 | 21 |

COMP DOCTOR TM
By Jim Fox and Bruce Lawson, Fox Lawson & Associates, A Division of Gallagher Benefit Services, Inc.
Question: We have been reading
lots of stuff about the “New Normal” and
the “Great Compensation Upheaval,” and
quite frankly, we are really confused. If
the world is going to end on December
21, 2012, why do we need to worry
about all this stuff? Enlighten me.
CompDoctor TM
: Who knows?
Maybe the Mayans were right and the
world will end on the winter solstice of
2012. If so, then clearly those who have
not put sufficient funds aside to deal
with their future retirement or are
worried about losses in the stock and
real estate markets over the last two to
three years or are in poor health anyway
probably don’t have too much to worry
about. On the other hand, this past year
alone we heard two different prognostications
about the end of the world,
which was supposed to have happened
in 2011 and, for better or worse, we are
still here. Although we are not casting
any aspersions on anyone’s beliefs, our
faith in such occurrences has become
more than a bit jaded.
However, we do know that assuming you
are going to fund your retirement by
winning the Mega Millions jackpot is a
risky proposition. Along that same vein
is the belief that if you simply ignore the
problems that you are having with your
compensation issues, they too will
simply go away. Yes, we know that
Warren Buffet and Bill Gates have both
made generous donations to certain
organizations which no doubt has helped
those folks deal with some of their
issues. But the days of federal and
state revenue sharing back to local
governments seems to be coming to an
end (if it hasn’t already), as evidenced
by the Arizona Legislature mandating
that counties surrender certain fund
surpluses to the state so that state
programs can be funded. (Who cares
about counties anyway since they can
always raise property taxes to fund their
programs?) Or, take a look at the state
of Minnesota, which essentially told
their 400 school districts that they were
not getting their promised state funds
(at least not now) because the state had
12.21.12
more pressing needs. After all, like
Arizona, the schools just need to go to
the banks and ask for temporary cash
flow loans so they can pay their
suppliers, teachers and others.
So, now that we have vented a bit about
the future, let’s deal with the big issue:
what are you going to do?
Well, first off, you really ought to be
thinking about how you want to use your
compensation dollars—and we mean in
total, not just for cash or base compensation.
If you haven’t had a serious
discussion with your policy makers and
other stakeholders about the future and
how you compensate and reward your
employees, we think you are just asking
for trouble. (Actually, we would be
surprised if they haven’t already raised
the question). Agencies all over the
country are facing considerable public
scrutiny. Yes, we know the media is just
piling it on in order to sell their product
but there are still people who actually do
read newspapers and watch the local
news.
The “Occupy Anyplace” movement is
only adding fuel to the fire by getting
more people fired up about corporate
excesses that then cause the light to
become brighter when focused on the
public sector. Within the last few weeks,
the largest newspaper in Arizona has
been running front page articles on
benefits such as payment for unused
sick leave, which is provided to many
public employees but is not offered by
private sector employers. Both the Wall
Street Journal and USA Today ran similar
stories and we are certain that other
publications did as well.
Without a thoughtful review and discussion
regarding not only what you are
spending on employee compensation
but how and why you are spending it, it
is difficult to effectively respond to
those who are challenging and will
continue to challenge public agencies
about compensation-related issues.
Simply saying “because we have always
done it that way” just doesn’t cut it
anymore. At least if you have a current
and well-considered compensation
philosophy and supporting strategies,
you can proceed to manage your total
compensation program in a rational and
cost-effective manner.
But going back to the beginning, if you
believe the world is coming to an end
anyway, why waste your time and energy
on a topic that you already know is
going to be emotional and fraught with
potential conflict between the various
stakeholder groups? Well, you wouldn’t
want to be bored, would you? Besides,
if people are going to look for ways to
reduce the cost of government, you
certainly don’t want them to think that
HR is just sitting around doing nothing.
If for no other reason, think in terms of
job security—at least until the day the
world does come to an end.
Now we have finally gotten the stakeholders
to sit down and have a rational
discussion. Yes, yes, we know—if the
various factions in Congress can’t have
rational discussions, why do we think
that those at the local level could do
any better? We guess the cynical
answer is “could they do any worse?”
Probably not, so we have no choice but
to assume that they will have a rational
and civil discourse on the subject. This
was demonstrated very effectively
recently when we spent several hours
with representatives from the council,
| 22 | MAY 2012 HR NEWS MAGAZINE

management, and employee groups
from a large city working through this
very topic. While not everyone was in
agreement on every issue, it was more
than gratifying to watch the group
constructively discuss the issues,
educate each other about their perspectives
and then, when the process was
completed, unanimously agree that the
new philosophy and supporting strategies
made sense and were the right
answer for their organization. This really
helped restore our sense that people
with differing views can reach agreement
when they put the best interest of the
whole ahead of individual self-interest.
Once you have agreed on a philosophy
and the strategies necessary to deal
with how you are going to compensate
and reward your employees, the next
step is to start making the changes
needed to make it real. We would simply
start out by prioritizing the issues and
then just getting to the business at
hand. From a practical and serious
perspective, communications become
key in order to manage expectations and
make sure that the stakeholders know
what lies ahead, when it will happen,
and what the likely outcomes might be.
Simply stated, if people know what is
coming, they may not like it but hopefully
they will understand and accept it—
except for those who believe the world
will end on December 21, 2012. In
which case, December 21, 2012 may
not come soon enough!
COMP DOCTOR TM
The Comp Doctor is the team of Jim Fox
and Bruce Lawson of Fox Lawson &
Associates, a Division of Gallagher Benefit
Services, Inc., a compensation, benefits and
human resources consulting firm that
specializes in assisting governments in
fixing their compensation, benefits and
classification systems. You may find them
on the Web at www.foxlawson.com.
If you have a question, you would like to
have them answer, please write to them at
james_fox@foxlawson.com or
bruce_lawson@foxlawson.com. They will try
to include it in the next issue of Comp
Doctor. —N
Solutions for people who pay people.
Job Classification
Compensation
Performance Pay
Salary Surveys
1335 County Road D Circle East
St. Paul, MN 55109-5260
Phone: (651) 635-0976 Fax: (651) 635-0980
P.O. Box 32985 • Phoenix, AZ 85064-2985
Phone: (602) 840-1070 Fax: (602) 840-1071
www.foxlawson.com
WWW.IPMA-HR.ORG MAY 2012 | 23 |

MANAGING PEOPLE IN TOUGH TIMES
Recognizing and Rewarding Public Servants
By Howard Risher, Ph.D.
It’s that time again—the week leaders
say positive things about government
employees. Somehow it seems inadequate
to celebrate the importance of
civil servants just one week out of the
year. It reminds me of practices like
naming an employee of the month,
which suggests the rest of the workforce
did not do anything that warrants
recognition.
The week’s theme makes me think of
one of the surprising differences
between the public and private sectors.
Assuming Gallup’s surveys are valid,
employee engagement in the business
world is higher than in the public sector.
Moreover, as the economy improves, the
articles on engagement in the business
press suggest companies are now
placing more emphasis on building
employee engagement. Based on
Gallup’s analyses, that should pay off
with higher performance.
The difference is surprising in light of
comments about the “harsh” business
world. The basic question is why the
difference exists? That suggests a
follow up question: What steps can
public employers take to create a work
environment where larger numbers of
employees are engaged and committed
to their employer’s success? Perhaps
even more important is why a higher
percentage of government employees
are, to use Gallup’s phrase, “actively
disengaged.”
With budget cuts, staff reductions and
pay freezes, this is a time that employee
engagement and motivation are going to
be sorely tested.
Poor morale is like the flu—it spreads. I
certainly appreciate that morale problems
can demoralize HR. But over the
past decade or two we have learned
enough about the factors that influence
employee performance to develop a
game plan to build or rebuild employee
engagement despite budget problems.
It’s not a simple problem but it falls into
the domain of HR.
| 24 | MAY 2012
Can Agencies Rely on Public Service
Motivation (PSM) Theory?
Research studies clearly show that the
way employees are managed influences
their commitment and their performance.
We understand how to create and
sustain high-performance organizations.
Similarly, studies have shown what
contributes to building a performance
culture. This is not to suggest that
public agencies should become
cutthroat workplaces like those on Wall
Street, but it is fully possible to improve
agency performance—and in government
that means people performing at
higher levels.
I am very much aware there has been
considerable attention to the question of
employee motivation in the public
sector. I was reminded recently that a
prominent thread in the public administration
literature is Public Service
Motivation (PSM) theory.
The reminder occurred shortly after I
drafted a report, titled Public Sector
Compensation in Times of Austerity, for
the Organization for Economic
Cooperation and Development (OECD).
A week or so after the OECD meeting in
Paris, I received an email from a
professor of government in Japan. He
learned I am an advocate of pay for
performance and wanted to convince me
that government employees are motivated
adequately by PSM. He argued
there is no need for financial rewards. I
took time to renew my familiarity with
this literature and then challenged his
premise. He was not about to give up
and neither was I. When you’re right,
you’re right! Finally my contact at the
OECD asked me to bow out of the
debate before it damaged their relationships
with Japan.
There are far too many articles on PSM
to read them all. Although I do not claim
to be an expert on the theory, I agreed
several years ago to “debate” Jim Perry,
a leader in developing the theory, in
Public Administration Review (2009). Jim
failed to convince me. Others may
disagree but I am convinced PSM is not
universal and definitely not the answer
when the goal is raising the bar of
performance.
It starts with what to me is an obvious
fact—a high percentage of employees
simply want a job. My brother who
recently retired from a government
agency was in that group. It was a job
to him and not a very satisfying job. He
enjoyed the public contact but I never
got the impression he thought of it as
public service. When he was 38, he
actually told me that he was looking
forward to retirement.
Many people limit their job search to
local employers close to home. There
are of course reasons why a government
job would often be a more attractive
alternative (e.g., benefits, job
security). Public service may not, for
these individuals, be a consideration.
Others are no doubt motivated by the
specific occupational challenge. A few
occupational fields that my experience
suggests fall into this category would be
law enforcement, public health and
social work. Of course jobs in those
areas are commonly in government
agencies but my point is that the
specific reasons for choosing the career
may not include serving the public.
Other occupations appear to generate
similar career attraction: medical occupations
are a prime example, along with
science, law and engineering. The
people who work in those occupations
are no less committed or motivated.
Technology is another field where
people are attracted by the nature of
the work, and many of these jobs exist
in both the private and public sectors.
I have also known skilled craftsmen who
love what they do. Being motivated by
the purpose and/or the work is very
definitely not unique to the public
sector. Moreover, many of those people
chose their careers knowing other occupations
command higher salaries.
There are, to be sure, many who are
attracted to public service. Elected officials
are certainly in that group as well
as senior government executives. I can
HR NEWS MAGAZINE

understand why a career in business
may be less attractive.
My point is that PSM is undoubtedly an
important factor that influences career
choice for some portion of the government
workforce. And it is no doubt a
factor in decisions to stay with that
career. However, I have found no reason
to think it is as universal as the theory
suggests. There is a lot about what
prompts an individual to choose a job or
career that we don’t fully understand.
My reading of PSM studies, however,
suggests a more fundamental weakness
in the theory. That is the connection (or
actually the lack of connection) to
performance. I have found nothing in the
PSM literature that suggests there is a
reason to think it will be a factor in triggering
improved performance.
That opens the door to exploring and
using what we have learned about
employee performance in other sectors.
It also gives us a reason to fall back on
what we know about the importance of
recognition and rewards. From a broader
perspective, there is also a number of
management practices which, research
has shown, contribute to better performance.
HR should take the lead, as these
are people management issues.
Circling Back – Why Recognition and
Rewards are Important
As a consultant with experience in every
sector, I have seen dramatic differences
in employee commitment. In some workplaces
the energy was almost palpable.
Moreover, there are often noticeable
differences within an organization.
Research over a decade or more has
helped us understand the practices
responsible for the differences.
The core question for HR is always
“have we done everything we can to
prompt employees to perform at higher
levels?” In government, everything
accomplished is attributable to people
and their efforts. The only function that
can claim the expertise to make that
happen is HR.
Raising performance levels is both
simple and complex. It’s simple
because individual managers can and
often do make it happen by empowering
employees to use their full capabilities.
For an organization, it’s complex
MANAGING PEOPLE IN TOUGH TIMES
because it depends on managing a
number of interrelated management
practices that make performance and
organization success a shared priority
and contribute to employee engagement.
One of the very real differences between
the public and private sectors that
creates a shared focus is the emphasis
in the business world on winning and
celebrating achievements. Business is
about competing and, just as in sports,
that makes everyone sensitive to the
importance of winning. People like to
work for winners. They want to feel they
are contributing to the success of their
organization. Yes, there are financial
incentives tied to successful performance—cash
incentives, profit sharing,
and stock appreciation are the rewards
for success. But everyone generally is
energized when they are part of a
winning team.
It is important to understand that
winning can occur in any sector,
including government. The great hospitals
and the great universities are able
to maintain high performance levels but
do not have the same competitive pressures
as a corporation. Hospitals and
universities do, however, have something
in common with government—their
success depends on their people.
Winning organizations support organization
performance with management
practices that recognize and reward individuals
and work teams. It is common in
those organizations to see people celebrating
their success together. Yes, they
have the annual awards dinners, but far
more important are the informal recognition
practices. Some of it is hokey—a
few people shake their heads. But those
occasions reemphasize the importance
of performance.
With the emphasis across government
in developing strategic plans, performance
goals and metrics, there are occasions
in virtually every agency when
achievements can be recognized.
Rewards are important but they do not
have to be financial.
In case a resource is needed, secure
the book 1,001 Ways to Reward
Employees, by Bob Nelson, Ph.D.
(©2005, Workman Publishing
Company). I was told that a law firm in
San Francisco fired a cannon from the
roof when they won a case. Thomas J.
Peters and Robert H. Waterman, Jr.,
told the story of a company that
awarded a golden banana to high
achievers in their book, In Search of
Excellence (©1982, HarperCollins). The
banana was carved from wood and
painted but was highly coveted.
My point is that the ways to reward
employees are endless. For agencies
that have customers or stakeholders,
invite them to the party. The conversations
and the feedback employees will
receive there will be appreciated by
everyone.
Serving the public is certainly commendable
and worthy of recognition. But I
doubt if a week in May is going to help
government agencies sustain the
commitment of employees in an era of
budget austerity.
Dr. Howard Risher is a private consultant and
frequent author on pay and performance
issues. He has experience in every sector
including federal, state and local government.
He can be reached by email at
h.risher@verizon.net. —N
Certification Exam Study Guide Available
Thinking about becoming certified as an IPMA-CP or IPMA-CS? Don’t forget
your study guide! The Certification Exam Study Guide is a condensed overview of
the 20 competencies contained in the IPMA-HR Human Resources Competencies
Model. The study guide is 37 pages long and only costs just $50. To order, please
contact Debbie Tankersely-Snook, either by email at tankersely@ipma-hr.org, or by
phone at (703) 549-7100. For more information about becoming certified, visit
www.ipma-hr.org/professional-development/ certification/certification-application.
—N
WWW.IPMA-HR.ORG MAY 2012 | 25 |

Keynote Speakers Set for 2012 IPMA-HR
International Training Conference & Expo
The keynote speakers have been set for the 2012 IPMA-HR
International Training Conference & Expo, which will be
held Sept. 7-12, 2012, at the Renaissance Nashville Hotel in
Nashville. Be sure to register by July 13 to take advantage of the
special early bird rate of $629 for IPMA-HR members attending
the full conference. Full registration for members increases to
$679 after July 13, while the cost for on-site registrants or for
IPMA-HR members registering after Aug. 10 is $729.
Monday Opening General Session:
Dr. Steve Robbins
Dr. Steve Robbins is a powerful storyteller
who inspires people even in the
midst of disruption, and challenges the
way they think about the world.
Working through and rising out of the
challenges of poverty, discrimination
and the tough streets of Los Angeles,
Robbins brings insightful perspectives
on issues of diversity, inclusion, and the
power of caring. A popular author and
speaker, he has presented at numerous conferences and workshops
across the nation.
Tuesday General Session:
Dr. James Johnson
Dr. James Johnson, the William R.
Kenan Jr. Distinguished Professor of
Strategy and Entrepreneurship and
director of the Urban Investment
Strategies Center at the University of
North Carolina Kenan-Flagler
Business School, specializes in
community and economic development,
the effects of demographic
changes on the U.S. workplace, urban
poverty, and workforce diversity issues. During the Tuesday
General Session, he will discuss disruptive demographics.
Currently, Johnson is researching the economic and employment
impact of white collar job shifts offshore on U.S. competitiveness.
Wednesday Closing General Session:
Flip Flippen
Flip Flippen, an internationally
renowned speaker and psychotherapist
and the developer of the Flippen
Profile, a psychometric assessment tool
Flippen developed that identifies individual
strengths and weaknesses and
which he used to conceive the theory
of Overcoming Personal Constraints
(OPC), which teaches people how to
break the constraints that limit
performance and hinder growth, will share his powerful mission
about leadership—“to build relationships and processes that bring
out the best in people”—during his keynote and during a special
workshop afterward. Flippen has applied his mission to his work
with hundreds of thousands of individuals, including educators,
K-12 students, executives and athletes. With an emphasis on
changing behaviors and attitudes that stand in the way of success,
Flippen has helped organizations from small rural school districts
to Fortune 500 companies achieve dramatic improvement in
performance, leadership, trust, and productivity. He will be available
to sign his book, The Flip Side – Break Free of the Behaviors
That Hold You Back, after his keynote and workshop.
Don’t wait to make your hotel reservation. The Renaissance
Nashville Hotel has set aside a limited block of rooms for IPMA-
HR conference delegates at a special rate of $181 plus tax per
night (single/double). The special conference rate is in effect until
Aug. 7 or until the room block has reached capacity. All rooms are
available on a first-come, first-served basis. After that time, reservations
will be taken on a space- and rate-available basis only.
Reservations can be made by calling the Renaissance directly at
(877) 901-6632 and mentioning “IPMA-HR Conference.”
Questions about the conference can be directed to Heather Corbin at
meetings@ipma-hr.org. Please continue to check the conference web site
for updates at www.ipma-hr.org. —N
| 26 | MAY 2012 HR NEWS MAGAZINE

IPMA-HR Managing Employee
Performance as a Human
Resources Business Partner
Offered in partnership with Prince
George’s Community College
2012 course begins July 11, 2012
IPMA-HR members: $495; non-members: $595
This course examines the “how-to’s” for creating a strategic
partnership with human resources supervisors and managers
to effectively manage employee performance. Participants have an
opportunity to develop their own action plans for partnering with
management in developing plans for their organizations.
Who Should Attend?
Senior managers who are interested in improving organizational
performance, HR directors, and other HR specialists whose responsibilities
include performance management and/or organizational
development should attend this course. Learner outcomes include
the following:
■ Defining performance management
■ Understanding the variety of performance management systems
available
■ Developing the competencies needed to be a business partner
and how to apply them
■ Understanding and assessing how performance management
partnerships benefit an organization
■ How to select the performance management system appropriate
for your organization
■ How to apply performance management in your organization
Benefits of online learning:
■ Convenience: You decide when and where to take your classes—
at work, at home, any time.
■ Fast: Complete the program in only five weeks.
■ Priorities: Continue to work full-time.
Enroll today for the online class starting July 11!
Prince George’s Community College is a fully-accredited, two-year
institution of higher education serving students and working adults from
Prince George’s County, Md., Metropolitan Washington, D.C., and
around the world. The college’s main campus is located less than 10 miles
from the nation’s capital at 301 Largo Road in Largo, Md., with
additional campuses in Hyattsville, Laurel, and Camp Springs on
Andrews Air Force Base.
This course is also available as an on-site seminar. Please visit
www.ipma-hr.org, email meetings@ipma-hr.org, or call
(703) 549-7100 for more information. —N
IPMA-HR’s Developing
Competencies for HR Success
Online Training
Offered in partnership with Prince
George’s Community College
Next courses begin June 6, 2012
and September 26, 2012
IPMA-HR members: $795; non-members: $995
Developing Competencies for HR Success is a comprehensive
training program that teaches the benefits of understanding
HR competencies, how to apply them, and how to integrate them
into business plans. As a standalone training program, this course is
the best way to become a strategic player within your organization.
This course will help you and your staff shift from managing
“people issues” to managing “people-related business issues.”
Learn about self-assessment, building teams and coaching staff,
resolving disputes and reaching consensus, creating a risk-taking
environment, communication and levels of listening, building trust
relationships, using consensus- and coalition-building skills and
more with IPMA-HR’s Developing Competencies for HR Success.
The online training, which costs just $795 for IPMA-HR members
and $995 for non-members, consists of 11 weekly sessions. Benefits
of the online course include the following:
■ You decide when and where and when to take your classes
■ You can complete the program in just 11 short weeks
■ You can continue to work full-time while participating in the
course
Completing IPMA-HR’s Developing Competencies for HR Success
course is a step towards certification. At the core of the IPMA-HR
certification program is an appreciation of the importance of HR
competencies. If you or members of your staff desire to become
certified as an IPMA-HR Certified Professional (IPMA-CP) or an
IPMA-HR Certified Specialist (IPMA-CS), learning the concepts
that are the foundation of this course is a necessary step.
The IPMA-HR Developing Competencies for HR Success course is
also available as a seminar at your location. Visit www.ipma-hr.org to
learn more about IPMA-HR’s Developing Competences for HR
Success course, or contact the IPMA-HR Professional Development
Department by email at meetings@ipma-hr.org, or by phone at
(703) 549-7100. —N
WWW.IPMA-HR.ORG MAY 2012 | 27 |

MEMBERSHIP MATTERS
Member News
The Association was saddened to learn of the death of Ralph
Bowser, who passed away on Feb. 29, 2012. Bowser was an
IPMA-HR Honorary Life Member. He served on the IPMA-HR
Executive Council as the Central Region’s representative. He was a
past-president of the IPMA-HR Central Region. He worked for
more than 30 years for St. Louis County, Mo.
Pam French is the new HR director for Washington County,
Minn. She worked previously as the HR director for the city of
Minneapolis.
Patty (Tash) Howard, IPMA-CP, has retired. She worked as the
principal HR analyst for the City of Rocklin, Calif. She is the
2011- 2012 president of the IPMA-HR Sacramento Mother Lode
Chapter. —N
IPMA-HR Chapters
Continue Professional
Development Emphasis
The Southern California Chapter (SCPMA) of IPMA-HR is
the most recent chapter to conduct IPMA-HR’s cutting-edge
training, “Developing Competencies for HR Success.” More than
20 HR professionals participated in the Developing Competencies
course, which was led by past presidents Fred Weiner, IPMA-CP,
and Susan Toy Stern, IPMA-CP, in late February in Lakewood,
Calif. Other chapters that have offered the training in the past year
include the Central California Chapter, Sacramento Mother Lode
Chapter, and San Diego Chapter. SCPMA plans to offer the
Developing Competencies again this June. Congratulations to all
the participants who have honed their knowledge and skills as HR
business partners, change agents, and leaders!
If you are interested in bringing Developing Competencies for
HR Success to your agency or chapter, please contact the IPMA-HR
Professional Development Department by email at meetings@ipmahr.org,
or by phone at (703) 549-7100. —N
Certification Corner
Congratulations to these newly
certified individuals!
Micki Callahan, IPMA-CP
Human Resources Director
City and County of San
Francisco, Calif.
Patty Caro, IPMA-CP
HR Analyst
Otay Water District
Spring Valley, Calif.
Kelly Cooper, IPMA-CP
Human Resources Director
City of Kennedale, Texas
Marion Fedrick, IPMA-CP
Assistant Commissioner
State Personnel
Administration – State of
Georgia
Atlanta, Ga.
Barbara Gangwer, IPMA-CP
Financial Services Director
City of Seattle, Wash.
Paul Greene, IPMA-CP
0931 Manager III
City and County of San
Francisco, Department of
Human Resources
San Francisco, Calif.
Donna Kotake, IPMA-CP
Workforce Development
Director
City and County of San
Francisco, Calif.
Brent Lewis, IPMA-CP
Finance & Budget Director
City and County of San
Francisco, Calif.
Chris Little, IPMA-CP
Manager of EEO, ADA and
Employee Development
California State University
Monterey Bay
Seaside, Calif.
Vincent Luce, BS, MPS, PHR
Administrator
Village of Westfield, N.Y.
Norbela Luis, IPMA-CP
Personnel Assistant
Merced County Human
Services Agency
Merced, Calif.
Lisa McLeod, IPMA-CP
Human Resources Director
City of Opelika, Ala.
Tammy Moody, IPMA-CP
Human Resources Director
Town of Wake Forest, N.C.
Tonja Posey, IPMA-CP
Human Resources Manager
Monterey Peninsula Airport
District
Monterey, Calif.
Lisa Spencer, IPMA-CP
Director, Special Projects
Tennessee Department of
Human Resources
Nashville, Tenn.
Wanda Spiering, IPMA-CP
Human Resources Director
Housing Authority
Dover, Del.
Svetlana Vaksberg, IPMA-CP
1231 EEO Programs Senior
Specialist
City and County of San
Francisco, Calif.
Carlos A. Vargas, SPHR,
IPMA-CP
Chief Human Resources
Officer
City of Rockville, Md.
Mina Xu, IPMA-CP
Support Service Assistant
Merced County Human
Services Agency
Merced, Calif.
Ted Yamasaki, IPMA-CP
Managing Deputy Director
City and County of San
Francisco, Calif.
| 28 | MAY 2012 HR NEWS MAGAZINE

New Agency
Members
City of Surprise, Ariz.
City of Opelika, Ala.
Amador County Human
Resources
Jackson, Calif.
Louisiana Economic
Development
Baton Rouge, La.
Gavilan Joint Community
College District
Gilroy, Calif.
City of Bay Minette, Ala.
Ventura County Fire
Protection District
Camarillo, Calif.
County of San Mateo, Calif.
Guam Power Authority
King County, Wash.
New Individual
Members
Michele Flaiz
Quincy, Ill.
Brandy N. Bayer
Tampa, Fla.
Lucy Alvarez-Nunes
Rowland Heights, Calif.
Daniel A. Schroeder, Ph.D.
Brookfield, Wis.
Yasmine B. Chapman,
IPMA-CP
Corpus Christi, Texas
Antonio Blanca
Orlando, Fla.
Laura Sutherland
Milwaukee, Wis.
Linda Padgett
Baltimore, Md.
Jhony M. Acosta
Los Angeles, Calif.
Lee Ann Crosslin
Lebanon, Tenn.
Shannon Leslie
Ventura, Calif.
Geraldine M. Golas
Holmes, Pa.
Dwight Vigness
Billings, Mont.
Jennifer L. Hardesty
Owensboro, Ky.
Tabin Cosio
Ventura, Calif.
Paula Nisbett
Hartsdale, N.Y.
Jeff Wright
Milford, Ohio
Shannon I. Wallace
Charleston, W.Va.
Melissa Negron
Hialeah, Fla.
Georgianne McCain
Frankfort, Ky.
Mariam Lee Ko
South Pasadena, Calif.
Glenda Singleton-Beal
Pascagoula, Miss.
Susan Casey
Orinda, Calif.
Amy Heinlen
Beaverton, Ore.
MEMBERSHIP MATTERS
IPMA-HR Recognizes New Members
IPMA-HR would like to recognize the following individuals and agencies for recently becoming members.
Debbie Palmer
Plymouth, Ind.
Neville Kenning
Irvine, Calif.
Judy Bentley
Albuquerque, N.M.
Jan Tamashiro-Miyashiro
Honolulu, Hawaii
Jeri Sheldon
Gorham, Maine
Angelica Chavez Clarke
Palm Springs, Calif.
Emily Pope
Nederland, Texas
Becky Kadel
Columbus, Ohio
Annabelle Sanchez
Lancaster, Pa.
Naser A. Al-Furaih
Hawalli, Kuwait
Ellen V. Rubin
Albany, N.Y.
Margaret Huebner
Long Beach, Calif.
Edward Forrest
Lansing, Mich.
Ronald D. Aikens
Savannah, Ga.
Letitia V. Hendricks
Montgomery, Ala.
Beth Cowley
Moraga, Calif.
Al Boling
Ontario, Calif.
Patricia Folts
Buffalo, N.Y.
Becky Wright
Little Rock, Ark.
Linda W. Dunlavy
Cottonwood Heights, Utah
Queenell Fox
Tallahassee, Fla.
Regina Fowler
Saint Louis, Mo.
Benjamin Hubbard
Macon, Ga.
Kiesha M. Butler, MBA
Stow, Ohio
Amy Misczak
Madison Heights, Mich.
Edward Barba
San Antonio, Texas
Emmit C. Owens
Wilmington, N.C.
WWW.IPMA-HR.ORG MAY 2012 | 29 |

RECRUITER SERVICE
Human Resources Talent Director
Seattle City Light – City of Seattle, Wash.
Salary Range: $99,807-$146,682, DOQ (City Light
offers a comprehensive benefits package)
Application deadline: Open until filled
Job Description: A department of the City of Seattle, Seattle City
Light (City Light), is one of the nation’s largest municipally-owned
utilities in terms of number of customers served. The utility has
approximately 1,800 employees, with the majority represented by
14 unions. Over the years, City Light has worked very hard to
keep Seattle’s electricity affordable, reliable, and environmentally
sound. Today, City Light is a recognized national leader in energy
efficiency and environmental stewardship.
The human resources talent director reports directly to the
human resources officer and provides strategic leadership over
the Talent Acquisition, Workforce Development, Apprenticeship,
and Employee Services Units, comprising approximately 35
employees. These units are responsible for the recruitment,
hiring, training and development of City Light’s workforce, as well
as records maintenance and payroll. This person will serve as a
key member of the human resources management team and act
as an advisor to executive management utility-wide.
Job Requirements: The ideal candidate will possess strong
leadership skills in policy and process development and
implementation and experience advising senior management on
program and policy direction. The ability to resolve complex
personnel and management issues that involve diverse staff
units and functions coupled with a skillful approach to problemsolving
will be expected. Extensive leadership experience in
policy development and improvement in a largely unionized
organization is desired. A baccalaureate degree in business or
public administration, human resources, organizational
development, or a related field is required. Eight to 10 years of
progressively responsible experience in public or business
administration, human resources, organizational/strategic
development, project management, or experience serving in a
leadership position at an electrical utility is required. This must
include at least five years of supervisory experience, and it is
preferred that this experience includes supervising other
supervisors. Ideal candidates will have a master’s degree in an
applicable discipline.
To Apply: To be considered for this position, please submit a
resume, cover letter with salary history, and six work-related
references to: Pam Derby, CPS HR Consulting, 241 Lathrop Way,
Sacramento, CA 95815; phone: (916) 263-1401; fax: (916) 561-
7205; email: resumes@cps.ca.gov. To view an online brochure for
this position, visit www.cps.ca.gov/search. City of Seattle, City
Light website: www.seattle.gov/light. Seattle City Light is an
equal opportunity employer.
Director of Human Resources
City of Baltimore, Md.
Job Description: The City of Baltimore is seeking a dynamic,
collaborative, results-oriented, and innovative leader to plan and
direct the city’s human resources (HR) activities and to
administer the rules and policies of the Civil Service
| 30 | MAY 2012
Commission. The director, a cabinet-level position, has overall
responsibility for all aspects of the city’s HR functions for more
than 14,000 employees, including but not limited to budget
development and implementation, classification, compensation,
recruitment, examination development, employment, training and
development, employee assistance program, employee benefits,
and Human Resources Information Systems (HRIS).
Job Requirements: Bachelor’s degree in human resources
management or closely related field from an accredited four year
college, and at least five years of progressively responsible
management experience in public sector HR, labor relations and
civil service administration required. IPMA-CP or SPHR
certification preferred.
To Apply: If you are interested in this exceptional opportunity,
please submit a detailed resume immediately to: Gans, Gans &
Associates, 7445 Quail Meadow Road, Plant City, FL 33565; fax:
(813) 986-4775; e-mail: Betsy@gansgans.com.
Human Resources Director
Metropolitan Council
St. Paul, Minn.
Salary Range: $91,644-$131,513
Job Description: The Metropolitan Council seeks an experienced
human resources leader with a proven history of success in
providing leadership, direction, and oversight to a multifaceted
human resources (HR) department. This position is responsible
for establishing the strategic direction for the Metropolitan
Council’s HR policies, programs and practices and developing
and implementing HR programs and practices that align with that
strategy and assessing their effectiveness through subordinate
managers, providing oversight to HR programs and functions. The
HR department consists of five functional units: Talent
Management and Recruitment, Labor Relations, Benefits,
Learning and Organizational Development, and Occupational
Health The HR Division has a FTE count of 32 and a budget of
approximately $4.5 million. The position reports to the deputy
regional administrator and supports the executive management
team.
The Metropolitan Council is a unique regional governance body
which: operates a growing, vital regional transit system; collects
and treats the region’s wastewater at one of the country’s
largest wastewater treatment facilities; serves communities
through affordable housing programs; establishes policies for the
region’s growth; and serves as the regional planning agency for
transportation, aviation, water resources, and parks and open
space. The Council carries out its responsibilities through three
primary organizational divisions and an administrative division
with a diverse workforce of approximately 3,600 employees
represented by 12 different labor organizations. Organizational
divisions include: Community Development, Environmental
Services, and Transit. The administrative division provides
support for all Council divisions. It includes Human Resources,
Legal, Communications, Evaluation and Audit, Government
Affairs, Finance and Administration, and Diversity.
Job Requirements: A bachelor’s degree in public administration,
industrial relations, business administration, HR administration,
psychology or a closely related field, and eight years of
progressively responsible experience in personnel
HR NEWS MAGAZINE

administration/human resources management, of which four
years must be in a managerial/leadership position. The
experience must have been of significant scope and
responsibility to show the candidate’s ability to perform the
responsibilities of this position. OR: A combination of education
and experience that totals at least 12 years, of which four years
were in a managerial/leadership position. The successful
candidate will have demonstrated leadership skills, a strategic
vision and how to achieve the vision and the skill to develop,
motivate and foster collaborative relations with employees and
Council members. Experience in a large, complex organization
with multiple stakeholders is a plus.
To Apply: Applicants must submit the Metropolitan Council’s
online employment application. For more job information and
application instructions, please refer to www.metrocouncil.org.
Human Resources Consultant
City of Mt. Pleasant, Mich.
Salary Range: $40,000-$45,000, depending upon
qualifications
Job Description: The City of Mt. Pleasant is seeking applications
from experienced, analytical, energetic and self-directed
professionals. This full-time benefited position provides human
resources support for all city staff members in an environment
that promotes teamwork, employee empowerment and creativity.
Primary functions will include developing and maintaining
compliance materials, benefit plan administration and internal
process improvement. Hiring wage is low to mid $40s DOQ.
To Apply: To apply, visit www.mt-pleasant.org and follow the
application instructions. Application deadline is April 16, 2012.
EOE.
Manager of Human Resources
East Bay Municipal Utility District
Oakland, Calif.
Salary Range: $136,464-$197,112
Job Description: The East Bay Municipal Utility District is a
recognized water and wastewater industry leader headquartered
in Oakland, Calif., and serving more than 1.3 million people in a
332-square-mile area in the East San Francisco Bay Area. The
District has an annual operating budget of $461 million and
1,750 employees. The manager of human resources reports to
the director of administration and is responsible for providing
leadership and direction for the District’s Human Resources
Department, with a staff of 48 and a budget of $8.3 million. The
manager of human resources provides a full-range of human
resources services through four divisions: Employee
Development; Employee Relations; Employee Services; and
Recruitment and Classification. This is a senior leadership
position and serves as a key member of the District’s
management team.
Job Requirements: Candidates for this outstanding opportunity
should possess a track record of demonstrated leadership and
human resources management experience with a strong focus
on service delivery in a “civil service” merit-based system. The
RECRUITER SERVICE
ideal candidate will be a human resources generalist with labor
relations and organizational development expertise. The
successful candidate will possess excellent interpersonal and
communications skills, be a team player and be highly motivated
to provide outstanding human resources services in a timely,
comprehensive and cost effective manner to enhance the
District’s overall operations.
To Apply: To apply, submit a letter of interest and resume,
electronically, to Bill Hawkins, at bill@thehawkinscompany.com,
or to Brett Byers, at brett@thehawkinscompany.com, by May 11,
2012. For a detailed brochure, visit www.thehawkinscompany.com,
or contact Bill Hawkins at (310) 348-8800, or Brett Byers at
(323) 403-8279. For additional information regarding the District,
please visit www.ebmud.com. —N
Recertification Now
Due for Individuals Who
Were Certified in 2000,
2003, 2006 or 2009
One of the purposes of the IPMA-HR certification
program is to encourage continuous learning. As a result,
IPMA-HR has established a recertification requirement that
must be met every three years. That means that, if you were
certified in you certified in 2000, 2003, 2006, or 2009, you are
due for recertification this year.
To be recertified, an individual must accumulate 50 points
(this year you need only 40 points due to the current economic
situation) every three years and submit a completed Criteria
for Recertification Report Form (access the form online at
www.ipma-hr.org/sites/default/files/RECERT-40pts-
2012.pdf). You can receive professional development points for
any type of human resource training you have received without
regard to who is providing the training.
Please return the completed recertification report by December
31, 2012. The recertification fee is $150 for IPMA-HR
members and $200 for nonmembers. Anyone who is retired
from human resource work can qualify for lifetime certification.
Please provide a letter requesting lifetime certification and, if
approved, the recertification requirement will be waived. If you
are still having problems completing your form due to questions
or the economy, please contact Debbie Tankersely-Snook,
either by phone at (703) 549-7100, or by email at
tankersely@ipma-hr.org. —N
WWW.IPMA-HR.ORG MAY 2012 | 31 |

CALENDAR
April 9 - HR Certificate Program - online only
August 31 Eight-module program designed for new-to-HR
or new-to-public-sector-HR professionals
For more information, visit www.ipmahr.org/node/21596,
or contact IPMA-HR
Professional Development and Research
Manager Heather Corbin, either by phone at
(703) 549-7100, or by email at hcorbin@ipmahr.org.
May 29 Montgomery County Chapter Training
Forum
Hyatt Regency Bethesda
One Bethesda Metro Center
7400 Wisconsin Ave
Bethesda, Md.
For more information, visit www.ipmahr.org/node/21790,
or contact Linda Tran,
either by phone at (301) 594-0895, or by email
at tranli@mail.nih.gov.
June 6 - Aug. 22 Online Course: Developing
Competencies for HR Success
For more information, visit www.ipmahr.org/professional-development/onlinecourses/developing-competencies-hr-successonline-training,
or contact IPMA-HR Professional
Development and Research Manager
Heather Corbin, either by phone at (703) 549-
7100, or by email at hcorbin@ipma-hr.org.
June 10 - 13 Combined Southern & Central Region
Conference
“The Spirit of HR in St. Louis”
Hilton St. Louis at the Ballpark
1 South Broadway
St. Louis, Mo.
For more information, visit
www.ipmahrsouthern.com.
June 24-27 IPMA-HR Eastern Region 84th
Training and Development Conference
Hyannis, Mass.
For more information, visit www.ipma-er.org.
July 11 - Aug. 15 Online Course: Managing Employee
Performance as a HR Business Partner
For more information, visit www.ipmahr.org/professional-development/onlinecourses/ipma-hr-managing-employeeperformance-human-resources-busine,
or
contact IPMA-HR Professional Development
and Research Manager Heather Corbin, either
by phone at (703) 549-7100, or by email at
hcorbin@ipma-hr.org.
August 6 - HR Certificate Program - online only
December 31 Eight-module program designed for new-to-HR
or new-to-public-sector-HR professionals
For more information, visit www.ipmahr.org/node/21596,
or contact IPMA-HR
Professional Development and Research
Manager Heather Corbin, either by phone at
(703) 549-7100, or by email at hcorbin@ipmahr.org.
Sept. 8-12 2012 IPMA-HR International Training
Conference & Expo
Renaissance Nashville Hotel
611 Commerce Street
Nashville, Tenn.
For more information, visit www.ipmahr.org/professional-development/conferences/
2011-ipma-hr-international-conference-expo,
or contact IPMA-HR Professional Development
and Research Manager Heather Corbin,
either by phone at (703) 549-7100, or by email
at hcorbin@ipma-hr.org.
Sept. 26 - Dec. 12 Online Course: Developing
Competencies for HR Success
For more information, visit www.ipmahr.org/professional-development/onlinecourses/developing-competencies-hr-successonline-training,
or contact IPMA-HR Professional
Development and Research Manager
Heather Corbin, either by phone at (703) 549-
7100, or by email at hcorbin@ipma-hr.org.
Watch the HR Bulletin and our website—www.ipma-hr.org—
for more information on educational opportunities.
PRODUCTS & SERVICES
Entry-level and promotional
test products, services, and
publications for public safety
and non-public safety personnel.
Public
Sector Advisors
800.236.3033
www.springsted.com
Interested in Advertising?
Call IPMA-HR Today! (703) 549-7100
| 32 | MAY 2012 HR NEWS MAGAZINE

Who Should We Hire?
Who Should We Promote?
Let IPMA-HR’s Assessment Services
Department assist you in choosing wisely.
Entry-Level Hiring
One of the most important decisions your department
will make is choosing the individuals to fill your entrylevel
positions. These new hires go on to become the
pool of candidates your department will look towards
for future promotions, so it's important to get it right
the first time. Our tests provide you with the
information you'll need to make effective hiring
decisions for the future of your department.
Promotional Testing
Getting your promotional decisions right is critical
to the functioning of the entire department.
We have a variety of tests that can assist you
in making promotional decisions for all ranks.
Who Should We Promote?
Police Officer Tests Several forms to choose from including a
video-based situational judgment test
Background Data Questionnaire Assess candidate’s work
history and habits, integrity, self-confidence, and more
Video Report Completion Exercise Assess candidate’s
observation, listening and written communication skills
COMING LATE 2012: Police Officer Structured Interview System
Detective
Supervisory Level – Corporal/Sergeant
Administrative Level – Lieutenant
Public Safety Assessment Center System for Sergeant,
Lieutenant and Captain
Customized Tests and an Item Writing Service when you need
to customize a test to fit your needs
FREE! Inspection copies of the tests, technical reports,
response data reports, informational white papers and a
video library all designed to help you make the most
informed decisions when choosing the test that is right for
your department.
Call or visit our website
today for more information.
http://testing.ipma-hr.org • assessment@ipma-hr.org • Phone 1-800-381-TEST • Fax 703.684.0948

Someone who will burn bright. Let
us illuminate your path to �nding the
brightest candidates. With high quality
tests at low per-candidate costs, we can help
meet your agency’s hiring and promotional
needs every step of the way. To �nd out
how our tests, publications and assessment
tools can guide you, visit us on the web at
www.ipma-hr.org/assessment.
www.ipma-hr.org | 800.381.TEST