SCANNER FREEMONT / Data Analyst
Freemont is responsible for the digital conversion of survey responses while adhering to strict quality standards set forth by its managers. Freemont began its career at TruScore in 1996 as a Data Analyst and quickly became pivotal to TruScore's success. As the years passed, Freemont has slowly matured into part-time Data Analyst while also holding many positions in the work environment including On The Floor, On The Empty Desk, and Hold The Door (AKA Hodor).
RON SACCHI / Master Coach
A former Operations Manager in the High Tech Industry, Ron Sacchi brings decades of leadership and management experience to the organizational development and the executive coaching arena. An energetic thought-leader with a track record of success in all areas of Human Capital development, he has consulted and coached managers in start-ups, joint-ventures, high tech, pharmaceuticals, and media. Because of his business acumen and creative approaches to behavioral change, he is respected in the HR community specifically for the ability to direct, motivate, influence and inspire leaders to improve performance.
Holding an MBA from Saint Mary’s College, Mr. Sacchi is also licensed in various management, leadership and psychological profiling tools.
CARLANN FERGUSSON / Master Coach
Carlann inspires leaders to reconnect to their individual purpose and lead with contagious energy. She ensures leaders gain deep self-awareness and eliminate self-sabotaging behaviors. Her guidance is based on coaching, training and selecting hundreds of executives across diverse companies as well as her own journey into the executive ranks.
Carlann is the author of the highly acclaimed book The Insightful Leader: Find Your Superpowers, Crush Limiting Beliefs and Abolish Self-Sabotaging Behaviors (Praeger, June 2018). She holds a master’s degree in Industrial-Organizational Psychology. Her thirty years of experience include leadership roles in Fortune 500s, the private sector, and the U.S. Government. Carlann has been a featured guest on ABC News Radio, Wharton Business Radio and has been cited in CBS MoneyWatch, International Business Times, Newsday and Workday.
DR CHUCH MELTZER / Master Coach
Dr. Chuck Meltzer is a Master Coach and President of the SynTECGroup, an organizational development consulting firm. As an executive coach, he draws on his training at a doctoral level in psychology, direct senior management experience and management consulting with a wide cross section of industries. He has developed an extensive series of strategies to assist leaders in creating organizational wide and personal change. Dr. Meltzer has a decade of direct senior management experience and 20 years’ experience functioning within his consulting and coaching practice. His coaching approach is solution focused and time framed. Based on determined goals, a personally customized approach to the process has enabled his clients to realize sustainable change in a manner that allows them to enhance their effectiveness and success as leaders within their organization.
Dr. Meltzer is certified and a master trainer in several coaching assessment tools that he employs within his practice.
ERIN HIRSCHLAND / Master Coach
Erin is an organization development expert with nearly two decades experience serving organizations of all sizes across industries on a broad range of issues. Working with leadership teams, she helps articulate an actionable vision and corresponding values, connecting these to organizational strategy, execution and results. Her tools of choice include senior team retreats, one-on-one executive coaching and proven survey and related instruments.
Erin’s additional expertise includes designing employee selection systems, developing performance management tools that increase performance across the organization over time and employee and customer experience metrics. An effective facilitator and coach, Erin works with leaders and their teams to build trust, commitment and results.
She holds a Bachelor of Arts degree in Psychology from the University of California, Santa Barbara and a Master of Arts degree in Industrial/Organizational Psychology from the University of Colorado.
SONYA D HAMILTON / Senior Assessment Consultant
Sonya is a Senior Assessment Consultant at TruScore with over 24 years of experience designing and delivering 360 feedback solutions and providing 360-based coaching, training and interpretation.
Sonya has extensive experience working with Managers and Leaders, guiding them through the feedback and development journey and providing insights and direction to help maximize their impact within the organization. Sonya’s areas of expertise include 360-based coaching, 360 data analysis and interpretation, Train-the-Trainer certifications, facilitation, survey & questionnaire design, and the design and delivery of assessment programs.
Sonya has a Bachelor’s degree in psychology and a Master’s of Science degree in Industrial & Organization Psychology from Springfield College with a specialty in Counseling and Psychological Services. She is a Master Trainer for TruScore and the Clark Wilson Task Cycle surveys receiving a Certificate of Achievement in “How to Train a Trainer”. In addition, Sonya is certified to administer a variety of other psychometric instruments including employee engagement and organizational instruments as well as the line of Hogan Personality Assessments.
KAYLEY MOTZ / Assessment Advisor
Kayley draws on her extensive customer service background to provide clients with prompt, quality support. In her role as Assessment Advisor, Kayley works to ensure clients’ needs are being met. She assists in project set up and management, as well as processing and quality checking feedback reports. Kayley also aids in the execution of the day-to-day responsibilities of the production team, such as coaching session scheduling and tech support.
CRYSTAL HUGHES / Assessment Advisor
Crystal leverages her extensive background in Industrial-Organizational (I-O) psychology as she manages the day-to-day operational and tactical aspects of multiple and large scale projects for TruScore.
Crystal assists clients with setting up and managing feedback projects, and serves as the point of contact throughout the entire process. She quality checks feedback reports, and provides tech support when needed.
ELLIE SOLOMON / Assessment Advisor
Ellie manages project implementation for the entire 360 assessment feedback process and ensures that each client’s unique needs are met on time and in an efficient manner. Ellie consults with clients who use TruScore’s off-the-shelf Task Cycle® instruments as well as providing hosting solutions for clients using their own survey content, including custom processes and reports. She helps clients navigate through the TruScore® survey hosting software, having literally written the handbook that several clients are using.
She coordinates and implements all translation efforts, including soliciting bids, managing timelines, providing files to the translation companies, implementing translations for the web pages, and testing.
ULLA WESTERMANN / Software Engineer
Ulla uses her years of experience as a software engineer to maintain and add new features to TruScore's applications. She also helps with customizing feedback reports based on client needs.
HANK CURTIS / Business Development Manager
Hank manages and assists in the analyzing, planning, research, and development of TruScore’s objectives and strategic plans in order to achieve business opportunities, growth, and financial profitability.
Hank drives the expansion of TruScore’s direct sales, establishes relationships with TruScore’s clients, identifies clients, and keeps up-to-date on industry trends and client developments.
TAYLOR BRANTON / Bookkeeper
Taylor is responsible for managing payroll and employee fringe benefits programs, in addition to organizing company gatherings and outings. Taylor oversees day to day accounting needs as it relates to client invoicing, accounts payable, and general compliance requirements. She also has a hand in month, quarter, and year end reports and works closely with the CEO and CTO to furnish details necessary to make accurate business projections and decisions.
KURT BLAZEK / Design Director
Kurt uses a unique blend of strategic thinking with dynamic executions to create TruScore’s visual and interactive design. He is responsible for creating, evolving, and sustaining the company’s brand to internal and external stakeholders through multiple mediums. He oversees all of TruScore’s digital strategies, along with the implementation of social media tools and techniques.
Kurt leverages TruScore’s marketing and messaging information to identify, evaluate, and apply methods to maximize the effectiveness of the search campaigns across all of the major search engines. He tracks and measures the ROI of search engine rankings, direct print, and marketing websites.
JOSH SHEETS / Chief Operations Officer
Josh is responsible for all day-to-day aspects of managing the operations and various functional areas including business development, sales and marketing, client delivery, vendor relations, human resources, and IT.
Josh helps to ensure outstanding customer service, and the administration of long-term and day-to-day business processes that complement the delivery of high quality, innovative customer-focused survey tools, assessments and hosted survey offerings.
TOM KUHNE / Managing Partner and CTO
Tom joined TruScore in 1995 and has served in a number of roles, including Data Analyst, IS Manager, and VP & CIO. In his current role as Managing Partner and CTO, Tom is the driving force behind TruScore's technology vision for the present and the future. He manages all aspects of TruScore’s information systems, ensuring all systems meet the highest functionality and security standards.
Tom enjoys working hand in hand with clients and partners to make sure TruScore® delivers the technology and advancement that has become expected of it as a leader in the online assessment marketplace.
DEREK MURPHY / Chief Executive Officer
Derek joined TruScore in 1996 and has served in a number of roles, including Data Analyst, Operations Manager, and President & COO. In his current role as CEO, he is responsible for planning and implementing the strategic direction of the company. In addition, Derek is involved in product development and overseeing the day-to-day business operations for TruScore.
TruScore founder Dr. Daniel Booth, a pioneer in the field of assessment of leadership and management skills, served as a mentor to Derek for more than a decade. During this time, Derek became certified on TruScore’s full line of management and leadership assessments. He currently uses these skills to lead content debriefings with customers and partners on a regular basis.
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People in the business community love their clichés. "There's no 'I' in team," "work smarter, not harder," and my personal favorite, "think outside the box". Ugh.
When it comes to describing a workplace culture, clichés are abundant here as well. With our open-door policies and expectations of giving 150% (how is this even possible?). These general statements don't provide the employee with a lot of useful insights into what it really means to work, and fit in, at the company in question.
Now, I don't mean to offend those in charge of setting the company culture. For some reason, workplace culture, despite the fact that we all work in it every day, is actually pretty hard to define. But just as water is critical to a fish's survival, a well-oiled company culture helps keep your business afloat. And many companies sink or swim (sorry, couldn't resist) based on their workplace culture and how clearly it's defined.
People in the business community love their clichés. “There’s no ‘I’ in team,” “work smarter, not harder,” and my personal favorite, “think outside the box”. Ugh.
When it comes to describing a workplace culture, clichés are abundant here as well. With our open-door policies and expectations of giving 150% (how is this even possible?). These general statements don’t provide the employee with a lot of useful insights into what it really means to work, and fit in, at the company in question.
Now, I don’t mean to offend those in charge of setting the company culture. For some reason, workplace culture, despite the fact that we all work in it every day, is actually pretty hard to define. But just as water is critical to a fish’s survival, a well-oiled company culture helps keep your business afloat. And many companies sink or swim (sorry, couldn’t resist) based on their workplace culture and how clearly it’s defined.
Defining workplace culture
Like I said, most people have a hard time defining their work culture. An Internet search of the subject produces all kinds of answers from technical explanations of a workplace culture using words such as “values, beliefs and principles,” to more broad ones like, “the workplace culture is the culture of your workplace.” Well, then.
I also noticed some people get too centered on the culture of places like Google, believing those models can apply to all businesses, which just isn’t the case. Sorry, but a financial company is probably not well suited to have a bowling alley or offer eyebrow shaping at the office. A workplace culture shouldn’t just be about somewhat irrelevant perks.
Let’s start with this definition: a company’s workplace culture is about inclusion of all levels, from top management to entry-level employees, where he or she feels they have an equal part in the business. It should be about tying employee enthusiasm with a solid work ethic.
Whether you’re the manager or the CEO of your company, you should be fully aware that there is a connection between a strong workplace culture and business results. In fact, a 2012 study from Deloitte found that exceptional organizations think about their business as a two-sided ledger: strategy and culture.
Deloitte’s “Core Values and Beliefs” survey was conducted online by Harris Interactive. Harris surveyed 1,005 U.S. adults (aged 18+, employed full-time in a company with 100+ employees) and 303 corporate executives on a number of questions related to culture in the workplace.
Some key findings include:
However, the study revealed there is a disconnect between organizations simply talking about their culture and those that are embedding their beliefs into their operations.
Obviously workplace culture is something management needs to work a little harder on.
Establishing your workplace culture
While the majority of respondents indicated that culture is important to business success, the study said executives tend to prioritize a clearly defined business strategy (76%) above clearly defined and communicated core values and beliefs (62%), whereas employees value them equally (57% and 55%, respectively).
Punit Renjen, chairman of the board for Deloitte who commissioned the survey, said in a news release this suggests business leaders should be looking at their organizations through a wider lens and considering both sides of the ledger: core values and beliefs as well as strategy as essential to long-term sustainability.
So here’s an interesting section of this survey: in considering the elements of workplace culture, executives rank competitive compensation and financial performance among the top factors influencing culture on the job.
You would think employees would say the same thing, but in fact the workers say the intangibles – regular and candid communication and access to management – outweigh the tangibles – compensation and financial performance.
This is encouraging because most companies have tightened up their budgets, where they are restricted in handing out raises or bonuses, but intangibles is something every manager can actually do for their employees.
An important way to further establish your workplace culture is understand motivation. As a manager, you have the ability to influence your team member’s motivations. When motivation is strong, performance is usually also high.
Remember these facts that apply to workers on all levels:
Now that you know motivation plays a key role in culture, make sure you empower others to contribute at higher levels through providing special assignments and encourage cooperation, rather than competition, between different work units.
Keep in mind that establishing a culture where employees are engaged will not happen immediately after finishing this article. You need to put in the time and dedication and while it may be a slow process, at the end of the day it will be a win-win (Seriously, that’s the last one…)
