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Achieving Corporate Excellence
All Executive Coaching is NOT Equal
A's Hire A's -- & B's Hire C's
Professional Candidate Assessment
The CEO Bill of Rights
Developing High Performance Teams
The Psychological Evaluation
Shaping Your Workforce
What is an Organizational Psychologist?

About Us

After three decades working with senior managers and observing which interventions work and which SHOULD work, BUT DON'T -- we believe that successful companies share common elements. .

Culture - The solid underpinning of the organization.

Culture is the particular combination of beliefs, values, and standards shared by the members of an organization. The employees may come from highly diverse origins, but in the workplace --they see each others as team-mates. Whether they call themselves Democrats, Republicans, IBMers or Microsofties, they see themselves as belonging to a common culture. Most people behave in culture-appropriate ways. Change that culture and they behave differently. More to the point: if you want them to behave differently -- change the culture.Results Pyramid

Leadership -- Task One: Align their goals to the company goals.

The strongest motivation found in healthy organizational environments is ENLIGHTENED SELF-INTEREST. People behave in their own best interests most of the time. When a company's leadership works to align the self-interests of its people with the goals of the company, -- efficiency, teamwork and productivity result. The primary function of LEADERSHIP is to set clear directions and communicated them in words AND ACTIONS. Mission statements, vision statements, and clearly set individual and team goals are typical examples.

Workforce -- Your people ARE your company.

The organization's human capital is it's most valuable asset. They represent you every day to everyone they meet. When it comes to abilities and potential for growth, not all people are equal. Achieving and/or maintaining a staff of "winners" is the single most difficult aspect of building a company that is consistently at the top of its industry. Top quality people not only perform effectively, but also help the company adjust to changes in its marketplace and in the world. Select the best people and reap the benefits continuously.

Empowerment -- A management tool.

Power must be pushed downward to its lowest possible level. Power applied "where the rubber meets the road" allows the most appropriate people to innovate, improve quality and productivity. Decision quality and timeliness improve dramatically when power is sent to the lowest appropriate level. It allows executives and supervisors to do less micro-management and more strategic thinking. The company's structure must be efficient and allow its people to function smoothly. Bureaucracy or inefficient organization can destroy the empowerment of an entire company.

Organizational Maintenance -- Ignore these at your organizations peril.

Communication, conflict resolution, team-building, succession planning, strategic and tactical planning, development of current and future managers and a host of other functions which support the organization -- these are the maintenance tools of high quality organizations. If not tended to, these functions can erode the progress of any successful organizational change.

Our model, then, can be seen as a pyramid, with each level supporting the ones above it.

Our services are designed to build each level from "scratch" (as in a newly forming company) or to reinforce and enhance each level as needed by the individual corporation. For example: employment evaluations for hiring, developmental evaluations for promotion and development help the company improve that first hiring or promotion decision as well as assess potential for future growth. Each service is designed to fit the particular needs of each individual corporation.

Dr. Phillip E. Rosner

In 1972, Dr. Rosner completed his doctorate in a new field, Organizational Psychology. He was the first such graduate in the history of the university. Virtually every phase of the program had to be created either by him or for him. .

In 1976, Dr. Rosner had just finished a four year stint as a Corporate Psychologist for a large international consulting firm. Those years allowed him to work with the CEOs of several fortune 100 companies and get involved in complex organizational interventions that gave him practical experience available to few.

In that year Human Resource Development, Inc. was founded. (The name refers to "the human resource" of a company -- it's people.) During the subsequent years, Dr. Rosner has trained several Organizational Psychologists and worked for a wide variety of companies in many industries. He continues to serve as Trusted Advisor to a number of "old" and new clients.

In addition, Dr. Rosner raised a family (wife - Peri, son - Seth, daughter - Alicia and through no effort of his own - grandson - Jacob). .