Rutgers University, MPA, Master of Public Administration (Graduate, Magna cum laude, Nat’l Honors)

The College of New Jersey, Fulbright Scholar, BA in Organizational Comm., Minors: Gender and African American Studies

Dr. Ronald E. McNair Academic, High School Graduate, Jersey City, NJ


SPHR, Sr. Certified Professional of HR
SHRM-SCP, Society for HR Management, Member & Sr. Certified Professional
CUPA-HR Colleges & Universities Professional Association
DDI, Interaction Management Facilitator License


Proficiency with Microsoft Office suite (all applications including SharePoint), Windows operating systems, Adobe software, LinkedIn Recruiter, PeopleSoft, iCIMS, Taleo, SAP, SuccessFactors, and other proprietary software



Adult Learning GED Tutoring (Bucks County, PA), HomeFront (Trenton, NJ) * Valley Youth House (Philadelphia, PA) * Big Brothers, Big Sisters (Trenton, NJ) * HR mentoring (virtual/online)

Projects & Presentation

Change Management
Development Dimensions International, DDI (certified, experienced facilitator for 11 course modules)  
Positive Youth Development, PYD (Rutgers University capstone work)
Change Management Presentation (developed from design to execution)
(c) SHRM, 2016

(c) SHRM, 2016




Is human resources as a business strategy. It is a mission critical process that ensures organizations have the quantity and quality of people in place to meet their current and their future business priorities by making the employee life-cycle more meaningful, measurable, and manageable. Human resources as a business strategy is called Talent Management. This business strategy further changes the focus from “Is this person a good fit for the role?” to “Is this person a good fit for the role, for the company, and for future roles they may inhabit?” 

A comprehensive talent management strategy begins with an honest and thorough assessment of the current-state of human resources at your organization. To define and include all available functional areas of the existing human resources organization as a benchmark for what can reasonably be accomplished. Your HR organization may also be a great area to pilot some of the talent management concepts and strategies. The assessment of the HR organization is closely followed by clarifying the role and expectations of the organization's hiring managers. As the initiator of a position or the need for an employee, the hiring manager is the head of the employee selection team. He or she is the employee who works with human resources to fill the open position through every step of the organization's hiring process, the onboarding process and exit process as well.

The hiring process begins with the employer brand, and starts well before candidates even apply for a position. It is the employer brand (the demonstrated reputation of our organization) that will attract or repel qualified candidates. Creation and demonstration of a true employer brand requires an accurate assessment (or creation) of the Vision, Mission, Objectives, Strategies and Action plan. The Purpose/Vision (is the Dream), the Mission (is the What we are here for & the reasons Why we do it), Objectives/Goals (are What will be accomplished, by When, and how much it will cost), the Strategies (are How we will reach the objectives), and last, but certainly not least, the Action Plan which describes in great detail exactly how strategies will be implemented to accomplish the objectives developed earlier in this process. This type of assessment is most effective when completed at the organizational-level as well as the team/office/departmental levels as appropriate.

 An integrated and collaborative talent management strategy will require effective, responsive, multi-channel professional development training bent towards team building and change management essentials and other more specific areas as identified. With a fervent reliance on accurate metrics and the demonstrated ability to respond effectively to survey results and findings. Talent Management is a business strategy proven to increase profits and improve outcomes when, HRIS technology and metrics are integrated into the organization’s Culture, and is consistently championed by all levels of leadership.

The foundational elements outlined above support an organization's ability to identify the core competencies that help define expectations and behaviors that will lead to individual and organizational success for current and future employees.  This includes updating and developing job descriptions with clear titles, clear roles and clear expectations that best align with broader compensation strategies with potential to create sustainable career ladders that inform and reward developmental opportunities for employees.

Talent management creates multiple avenues and opportunities for leaders to proactively engage in the personal and professional growth of their employees. Employee engagement is part of the strategy's fabric, and must also become a significant part of the organization's culture as well. Leadership is pivitol, and will require tremendous support from their human resources organization to support, encourage, and reward leaders conducting skill-gap analysis and succession planning for their individual teams, offices, departments, or the larger organization. An integrated and collaborative talent management strategy has the potential to make the employee life-cycle more meaningful (inside AND outside of work), measurable (inside AND outside of the organization), and manageable.


Maintaining a superior talent pool is an inseparable part of any organization's success. Recruitment is the talent management gateway. Strategic recruitment planning includes all processes directly and indirectly involved in attracting, selecting, onboarding and developing current and future employees. Current employees have a huge impact on marketing and branding. Strategic recruitment planning defines and improves the full-cycle recruitment process which, by design, must be both disciplined and flexible. A disciplined process is collaborative, well-integrated, and reliable; these are significant when considering the number of teams and areas who are involved in making "Day 1" happen for every employee. And a flexible process is one that allows - or even promotes - the agility needed for its specific industry and the various employment types that exist therein. 

The hiring process begins with our employer brand and starts well before candidates apply for a position. It is our employer brand (the reputation of our organization) that will attract or repel qualified candidates. A brand (reputation) will form with or without the organization's guidance. The question is whether said brand is one that helps or hinders the organization’s ability to execute its strategic objectives.

Consistent and effective relationship building is employed to maintain candidate pipelines, to facilitate conversations and trust-building among HR practitioners, hiring managers, and other stakeholders across the organization. The recruitment planning process allows and encourages stakeholders to effectively share their expectations, clarify responsibilities and to document best practices collectively.

The candidate selection process is the process most commonly associated with the recruitment function. Conducting the appropriate interview type is important to any talent management efforts. Behavioral interviewing (S.T.A.R.) and performance-based interviewing (S.M.A.R.T.) are distinct and teachable practices with measurable results. Technology and third-party service agreements serve to potentially support background and reference checks, candidate screenings and digital interviews that align with the applicant tracking system of choice. 

Once an applicant becomes a carefully selected candidate, and a candidate becomes an employee, the existence of distinct New Hire and Onboarding processes will increase readiness and success for the employee, their team, and the organization’s business strategy. 


Any organization that wants to succeed in a specific industry must place emphasis on positive employee relations - an organization's efforts to manage relationships among its employees. An organization (or manager) with a good employee relations program provides fair and consistent treatment to all employees so they will remain committed to their positions and loyal to the organization.

Employee relations offers consultation, facilitation and resolution strategies for workplace issues including by not limited to conflict resolution, misconduct, harassment, incivility, communication and leadership styles. Employee relations assists in communications between employees and supervisors, explanation and clarification of policies, procedures, and contracts, conducts exit interviews, investigations and climate reviews, uses HRIS to assist in the disciplinary process and to implement and evaluate corrective actions that support the organization’s shared values.


Per Development Dimensions International (DDI), a positive and deliberate work culture is the only true competitive advantage an organization can possess. On average, companies now spend over one-third of their revenues on employee wages and benefits. An organization can create a new product and it is easily copied. Lower their prices and competitors will follow. Go after a lucrative market and someone is right behind you, careful to avoid making your initial mistakes. But replicating a high-quality, highly engaged workforce is nearly impossible! The ability to effectively attract, select, develop, support, retain, and engage the most productive employees – at all levels – is really the only true competitive advantage an organization can possess. 


Includes all of the activities that help ensure goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, a process, and most commonly, an employee. Having a clearly defined business strategy, culture, and objectives is a tremendous support to performance management and talent management efforts alike. When this foundation is set, human resources and the accompanying technology, should be directly aligned and capable of supporting efforts to facilitate comprehensive performance management that encompasses activities such as joint goal setting, continuous progress reviews (PIPs), communication skills and agility, giving & receiving feedback and coaching for improved performance, implementation of employee development programs and rewarding achievements.