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what’s inside 2
A Message from the BGS President
3
BGS Centennial Celebration
4
When Ethical Standards are Compromised: What Do We Do Now?
6
The Art of Hiring vs. The Science of Getting Hired
8
Too Much or Not Enough? Assessments in the Workplace
12
Social Media Privacy
14
Have LinkedIn, Will Network
15
Companies Grow, Too
17
Generational Mixup
18
More than a Welcome Mat
20
The Hiring Game: Gaming Technology Meets H.R.
22
BGS Alumni Network
23
BGS is Everywhere Photo Submissions
24
Profiling the Best in Business: Story Musgrave, Astronaut and Entrepreneur
28
Gifts from Friends
BGS Corporate Contributors and Affiliates Beta Gamma Sigma thanks those organizations that generously support the Society’s programs and services
Beta Level Sponsors ($50,000+) Bloomberg Businessweek Fortune
Gamma Level Sponsors ($25,000-49,999) Bank of America GEICO KPMG and the KPMG Foundation
Sigma Level Sponsors ($20,000-24,999) Graduate Management Admission Council (GMAC)
Others 1-800-Baskets.com 1-800-Flowers.com AACSB International AACSB Accredited Business Programs Apple Store AVIS Rent A Car System, Inc. Becker Professional Education BGS Cell Phone Discounts Corporantes, Inc. Enterprise
BGS International Exchange Beta Gamma Sigma 125 Weldon Parkway Maryland Heights, MO 63043-3101
Spring 2012 Volume 11, No. 1 Circulation: 101,926
GoDaddy.com Herff Jones Hotels.com Kaplan Test Prep and Kaplan Schweser Lenovo LIFE, Inc. LTC Financial Partners McGraw-Hill Professional
email: bgshonors@betagammasigma.org phone: 314-432-5650 website: www.betagammasigma.org
Pet Assure The PhD Project Princeton Review
If you have any questions or comments about this issue of the BGS International Exchange, please forward them to exchange@betagammasigma.org. Beta Gamma Sigma is a not-for-profit, 501(c)(3) organization.
SIRVA – BGS Home Benefits Supportrix UPS Wall Street Health Insurance The Wall Street Journal The Week
bgs international exchange Spring 2012 www.betagammasigma.org 1
A Message from the BGS President
I
t is true that all good things – and indeed, all great things – must come to an end. For me personally, it has been a great thing to serve as president of Beta Gamma Sigma and it is with decidedly mixed emotions that I transitionto become past president of the Society on July 1, 2012. It’s hard for me to believe that nearly two years have passed since I was honored with the opportunity to serve Beta Gamma Sigma and its lifetime members as president of the Board of Governors. Whether I’ve been involved in dealing with the Society’s commendable triumphs or its critical challenges, I have truly enjoyed the process and been honored to play a small part. I know Beta Gamma Sigma enters its second century with a tremendously accomplished leader in William (Curt) Hunter, the current dean of the Tippie College of Business at the University of Iowa. Curt will step down as dean on July 1, which will allow him the unique opportunity to focus more clearly on BGS and its future over his two-year term as president. With his dedication and passion on the BGS Board – he has served as vice president/president elect since July 1, 2010 – I am confident the Board’s leadership is in very capable and talented hands. As anyone in a leadership position will tell you, leaders and their decisions are only as good as the people that surround them. I have been imminently fortunate to work with a talented group of people who are truly committed to the short- and long-term success of Beta Gamma Sigma. I’ve already mentioned Curt Hunter, but I would be remiss without thanking many others who have made me look good. Whenever I’m thanked for something that Beta Gamma Sigma has done well, I know the following people (and many others I don’t have the space to thank) deserve the real credit: James K. Weeks, Dean Emeritus of the Bryan School of Business and Economics at The University of North Carolina Greensboro, and a long-time officer and member of the BGS Board of Governors. George E. Stevens, past president of Beta Gamma Sigma, who has continued to provide excellent leadership and great advice over my tenure. The dozens of other BGS Board members and officers I’ve worked with over the last decade. From my first year of service to those on the current Board, you each deserve a great deal more thanks than I can effectively give in this space. James A. Viehland, executive director of BGS, and the entire staff at the BGS Central Office. Most members know little about this group, but Board members recognize and appreciate the office’s dedication and excellence in serving the needs of lifetime members. The organizations that make up the group of Beta Gamma Sigma affiliates and the individuals who represent them. I would be remiss without specifically mentioning AACSB International, the Graduate
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Management Admission Council, Bloomberg Businessweek and GEICO, but there are many, many others that deserve thanks (www. betagammasigma.org/ benefits.htm). Finally, last but certainly not least, I want to thank you the lifetime members of Beta Gamma Sigma. At every Beta Gamma Sigma function I have attended as president, I’m struck by the talented individuals that make up our membership and the passion you display in supporting the organization. Whether at a collegiate induction ceremony, alumni event, etc., it’s been a joy to share those celebrations with you. While my words so far have focused on the past, I want to share my great optimism and excitement for the future of our Honor Society. The very best of our student programs – the Student Leadership Forums, BGS Scholarships, rewarding outstanding achievement with Lifetime Membership – remain and will improve in the years ahead. Similarly, the Alumni Network program, symbolized by the enthusiasm of the Society’s 27 alumni chapters around the world, continues to expand and develop additional ways to increase the value of lifetime membership. The Beta Gamma Sigma Center for Ethical Business Leadership continues to influence the discussion about and the practice of ethical business behavior. The future is truly bright. And speaking of the future, I can’t pass up the opportunity to remind everyone about the BGS Centennial Celebration. As you know the Society celebrates its 100th anniversary on Feb. 19, 1913, and there are a host of ongoing activities and special programs in which you are invited to take part. I would especially encourage each member to register with and get involved in the “BGS Gives Back” initiative. You can get details about this and all the special programs surrounding the Centennial at www.betagammsigma.org/centennial. Once more, thank you one and all for your participation, suggestions and accomplishments. I am proud to play a small part in the Society’s success, but it’s you the members who deserve the praise. Each time I see “Beta Gamma Sigma” included on a bio – when a member has done something great to improve his or her world – I know the Society is destined for a better second century than its first.
Robert D. Reid President of Beta Gamma Sigma
BGS: Celebrating a Century of Excellence The Beta Gamma Sigma Centennial Celebration is now underway, and the Society has some fun and easy ways for you, our lifetime members, to take part in the frivolity. BGS Gives Back
Centennial Service Initiative Instead of receiving gifts for its Centennial, the Society hopes for just the opposite: that members offer gifts of time and talent to their communities around the globe. Imagine the level of charity that could be accomplished if only five percent of Beta Gamma Sigma’s members volunteered their time. Now imagine what would happen if that number doubled or tripled. How many hours could be donated? How many organizations could be served? What impact could be made? A special online tracking system allows members to login and report their community service hours. The system keeps count of the hours individually contributed, as well as the cumulative hours donated by the entire BGS community. If you already give back, just let BGS know what you are currently doing in your community. If you don’t give back yet, now would be a great time to start! Consider setting a goal for yourself, like giving 100 hours to honor the 100 years of your Society. Whatever the service, BGS hopes its members engage in activities that utilize their skills and celebrate the Society’s Centennial through the spirit of service.
BGS Is Everywhere
Centennial Photo Contest
As a truly international honor society, Beta Gamma Sigma members are found around the world. To capture this in pictures, members are encouraged to send photos of themselves taken with an exclusive Centennial icon. This icon is a stuffed “wise owl” named after the very first president of Beta Gamma Sigma, Professor Elwell. Members can download a printable version of Professor Elwell (the stuffed owl) or order an owl of their own from the BGS Store. Members can upload their photos to Beta Gamma Sigma and share them with the rest of the Society.
Beta Gamma Sigma thanks the following sponsors of its Centennial Celebration:
Platinum Sponsors ($15,000 +)
AACSB International GEICO KPMG and the KPMG Foundation
Gold Sponsors
($10,000 - $14,999) Pepperdine University Saint Joseph’s University Saint Louis University
Silver Sponsors ($5,000 - $9,999)
Bloomberg Businessweek La Salle University Lenovo The University of North Carolina at Greensboro Fox School of Business at Temple University
Bronze Sponsors ($2,500 - $4,999)
1-800-Flowers.com The James F. Dicke College of Business Administration, Ohio Northern University University of Tulsa
Contributors ($1,000 - $2,499)
University of California, Riverside Clark University University of Detroit Mercy Monterey Institute of International Studies University of Nebraska at Kearney Rollins College Crummer Graduate School of Business The Peter J. Tobin College of Business, St. John’s University Seton Hall University Texas State University-San Marcos Willamette University
When Ethical Standards are Compromised: What Do We Do Now? By: David H. Blake, Director, BGS Center for Ethical Business Leadership; Professor Emeritus, Strategic Management, The Paul Merage School of Business, University of California, Irvine
I
n the last issue of BGS International Exchange, The Center for Ethical Business Leadership reported on a panel discussion with three experts on what company leadership should do to preempt or prevent ethical lapses or missteps during the normal course of business. The panelists were Joan C. Amble, retired Executive Vice President, American Express; Kathleen Edmond, Chief Ethics Officer, Best Buy; and Jose R. Rodriguez, Regional Professional Practice Partner, KPMG LLP and Chairman, KPMG Foundation. While the previous article stressed prevention (always a good place to start), this article presents the ideas and wisdom of the panelists on what should be done after unethical behavior happens and is uncovered. There is a unique context to each ethical misstep, and thus any response has to take into account: 1) The nature and type of ethical transgression; 2) The impact and consequences for various stakeholders; 3) The corporation’s real, as opposed to reputed, value set; 4) The corporate culture; 5) The business’s context and its exposure; and 6) The strength and availability of effective leadership dispersed throughout the company. While each situation requires a specifically tailored response, there is one universal commonality when a company’s actions or employees violate ethical standards. No matter how, where, or when it occurs, leadership needs to be prepared to respond and to lead. Our panelists were unanimous in saying that when things go wrong ethical business leadership is the responsibility of many and not just those in the upper regions of the hierarchy. As was emphasized in the previous article, when it comes to matters of ethics, good leadership should exist throughout the company in order to deal with the problem quickly and effectively. The first section below addresses the question of what to do in the immediate aftermath of the emergence of an ethical problem. The second part discusses the longer-term leadership strategies and remedies that should be implemented. Early Responder Actions When Bad Things Happen The panelists agreed that immediately after ethical transgressions surface, it is imperative that leadership in the affected organization addresses the issue quickly and sensitively. Delays, while investigations are conducted and detailed plans drawn up, will contribute to suspicions that the company is insensitive to the harm done and possibly has something to hide. A rapid response, even in small and tentative steps,
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will demonstrate an acknowledgement that there is a serious and unacceptable problem, a commitment to taking action, and a posture of an authentic, human response, not that of a disembodied bureaucracy. It is the equivalent of saying, “We hear you, and we are with you, for this behavior is not acceptable.” When ethical lapses occur, companies must respond rapidly and purposefully in a human and humane way. However, they should not over-react or scare people. This requires an almost instant assessment of the situation – what is the problem, who are those most impacted, who are the other stakeholders, what must or can be done to care for the aggrieved - while simultaneously putting an immediate end to the offending behavior. A rapid response may prevent an escalation of complexity and anger. A corollary to immediacy of action is that initial leadership should be assumed by and delegated to those closest, both geographically and functionally, to the location of the problem. As Joan Amble suggested, they know best the facts, the situation, and the context. Local or functional stakeholder groups will probably be more familiar with these employees, have greater confidence in their understanding of the impacts of the breech, and presumably have a greater degree of comfort with and trust in these close-at-hand corporate officials. Yes, it is important for the higher ups to show concern and become personally involved, but building upon local connections will more quickly take advantage of the personal networks that can lead to a calming of the situation while strengthening needed collaboration. Depending upon the nature and seriousness of the issue, in dealing with ethical missteps, local and functional leadership should be expected to play “a” and often “the” leading role, especially early on. This requires that ethical awareness and leadership skills will already have become part of the development strategy and skills for these people. From the start, the tone established by company representatives (leadership) should be open, empathetic, transparent, reasoned, calm but not empty of concern, and sharply focused on the facts, causes, consequences, and remediation possibilities for the misstep. Bureaucratic talk or legalese will be taken as attempts to obfuscate and may appear condescending to affected stakeholders. An honest “I don’t know; we will look into that; and I will get back to you,” goes a long way in building trust and establishing expectations of genuine concern. Of course, there must always be meaningful follow up and follow through. Many ethical transgressions, especially those that raise the specter of legal or regulatory proceedings, require an extensive investigation of the facts as well as technical and expert advice on what went wrong and what can be done to remediate the situation and prevent such events in the future. These more long-term actions will provide the knowledge, analyses, and options that management and the board will consider in responding to the larger ethical, business, and political issues the company may face. The necessity for further research and
investigation, however, should never be positioned or seen as a tactic for delay or an excuse to play down the seriousness of the situation. To those impacted by the ethical failure, the problem is serious and it is now. It should be so treated by leadership. Longer-term Response Strategies After the all-important initial response to the revelation of ethical missteps, leadership is needed to develop and implement longer-term actions not only for the resolution of the immediate issue but also for making the company and its personnel more ethically alert and savvy. First, the immediate issue must be resolved permanently especially as it affects the stakeholders and company practice. Second, leadership has to take quick actions to ensure that personal accountability for addressing various parts of the issue is assigned, understood, and pursued rigorously. All three panelists stressed that there must be visible ownership of the related issues across the company. It is also useful to identify a specific point person whose job it is to manage and coordinate the internal and external efforts of the company. Such responsibility needs to be supported by the leadership of many others in the company dealing with more specific issues and relationships. Ethical transgressions always require the development of a strategic communication plan that incorporates careful listening. This begins and continues with the on-site person noted above, but most likely it will also involve a more comprehensive, company-wide approach because of the interests of many quite different stakeholders - regulators, media, investors, politicians, class action attorneys, and numerous others. Though communications will be targeted to specific groups, the company should seek clarity and consistency and avoid adding unnecessary complexity. It should also know when to stop talking, a point made forcefully by Kathleen Edmond. A company’s own employees are likely to be upset and angered by the ethical transgressions of colleagues as most employees take pride in their work and want to feel good about the positive impact of their company. Ethical misbehavior by some or just one harms their morale and raises questions about the morality and trustworthiness of colleagues and thus the effectiveness of the company and its leadership. Consequently, leadership at all levels throughout the company has to understand the disappointment of their colleagues and rebuild morale, not as cheerleaders, but as thoughtful and concerned doers/leaders/teachers eager to make the company even better. A company’s best ambassadors are usually their employees, or they can be the most severe and credible critics. Their feelings and needs cannot be neglected in the aftermath of ethical misdeeds. Ethical breeches are messy, embarrassing, and highly visible to many of the company’s stakeholders. Companies want to resolve the situation and move on as fast as possible, and thus hire internal and external experts and advisors to study the situation, identify the causes, and recommend some “fixes” that will remedy the situation. Too often, our panel warned, the resulting reports and recommendations have too broad a scope and are over-engineered adding complexity where clarity is needed. Panelists agreed that simple, declarative, and focused actions and policies are usually more effective than overlycomplex procedures. The panelists felt strongly that straightforward company values and their clear linkage to objectives and thus to behavior are more effective in guiding actions when employees are faced with ethical issues. Supportive training and other mechanisms are valuable, but detailed rule books can
David H. Blake (front) with (L-R) Joan C. Amble, retired Executive Vice President, American Express; Jose R. Rodriguez, Regional Professional Practice Partner, KPMG LLP; and Kathleen Edmond, Chief Ethics Officer, Best Buy
obfuscate the basic values that should drive the company and the judgment and actions of its employees. Each ethical breech provides an opportunity to instruct and learn how to respond to such situations. It becomes a teaching moment to be taken advantage of. Companies are often in a rush to move forward without taking the time to reverse engineer the experience to learn what went wrong and why and how to prevent a similar situation from happening again. As Jose Rodriguez said, given the normal press of business, it makes sense to task someone(s) formally with the job of incorporating what has been studied and learned into the education of managers and all employees, especially about: 1) How to prevent or respond to ethical dilemmas, temptations, or transgressions; 2) How to involve others in addressing ethical dilemmas; and 3) How best to communicate with stakeholders when ethical problems occur. Potential ethical issues exist everywhere in the corporation; consequently every employee should be sensitive to ethical matters and how to avoid, intervene, stop, or otherwise prevent ethical lapses. There is much to learn from the panel’s discussion about how to handle ethical failures. There is, however, a critical point that needs to be emphasized in conclusion. Ethical issues can occur anywhere in a corporation or other organization at a time and place that is difficult to predict or control. Further, the consequences of erroneous or ethically corrupt choices can be devastating to a company with severe repercussions for itself and many of its stakeholders. One implication of the always present nature of ethical challenges is that ethical leadership has to be prepared to recognize the potential for problems and spring into action whenever and wherever there is the threat of ethical missteps either to prevent such from occurring or to quickly correct the situation or limit the damage. This means that leadership – ethical business leadership – should be trained and prepared to take the correct action whenever called for. In corporations and other organizations, ethics is everybody’s business. Ethical leadership has to be everybody’s responsibility. Neither can be delegated. Video excerpts from the panel discussion, along with a variety of other resources, are available at the BGS Center for Ethical Business Leadership.
bgs international exchange Spring 2012 www.betagammasigma.org 5
By: Katherine Davis, BGS Communications Associate
“Recruiters, start your Network Building Engine,” Jobfox.com told those looking for candidates. Monster.com’s homepage addressed job hunters with, “Take control of your career.” “Growth quickens, but speed bumps ahead,” Reuters reporter Lucia Mutikani predicted.
A
mid a plethora of online job boards and applications, conflicting job growth reports and ongoing debates over the world’s economic future, both job-seekers and those looking to hire can run up against their own unique set of obstacles. Rusty Dworkin (BGS 1981, The University of Texas at Austin), Senior Manager of Global Vendor Management Services at HP Enterprise Services, believes a large factor in obtaining the job one wants lies with presentation. Many times, this presentation starts with a candidate proving he or she can do the job. “The first thing I’m looking for in a job candidate is anything in the background that tells me he or she can do the job,” Dworkin said. “I look for what skills or expertise a person might have that fits a particular role.” Resumes are a huge determinant in what first catches an employer’s eye. Dworkin recommended not only writing professionally, but also using words that “stick.” “I always look at the quality of a resume. It’s important that candidates can describe themselves articulately because so much of today’s work involves communications,” Dworkin said. “Applicants should choose words that are valuable and that will mean something to me as their potential
employer.” Pointing out that many job applicants put general or somewhat “obscure” job objectives on their resumes, he emphasized the importance of being specific in one’s career goals. “There’s a misconception among job seekers that you shouldn’t paint yourself too narrowly if you don’t want to be screened out,” Dworkin said. “Think of yourself as a product. How would you describe yourself? You really want to describe who you are here. Remember, white space is better than words when the words don’t matter.” For employers, Dworkin mentioned that assessing and interpreting a job candidate’s presentation is vital. “I used to be judgmental when reviewing a candidate and would look at how many jobs he or she had held,” said Dworkin. “Now, I’m more focused on what they’ve done in those jobs. Longevity is a pretty positive indicator of a good work ethic.” He explained the importance of an employer not always expecting the same type of application or resume. “I don’t always ask for cover letters. If someone sends one, it should be unique,” Dworkin said. “When I managed sales for a Japanese company, I would go through so many letters a day. I dreaded going through them. But I had an unbelievable experience with someone who began the letter with, ‘Look no further for your future sales executive.’ I read it, enjoyed it and ended up hiring him.” Dworkin cautioned employers against over-simplifying. “Hiring is not a formula. It’s a process.” While the United States Bureau of Labor Statistics’ (BLS) charts are showing employment rates as being on the rise rather than decline, there were still 12.8 million unemployed persons (about 8.3 percent of the population) in the U.S. in February 2012. The U.K. was nearly identical, with the Office for National Statistics reporting an 8.4 percent unemployment rate in December 2011. The BLS found that, of the 8.8 million net U.S. jobs lost between January 2008 and February 2010, 40 percent have been recovered. Chris Lawson, president of the Eli Daniel Group, a staffing agency that helps companies hire new employees, believes that we are still in an employers’ market. But as far as hiring goes, he sees mistakes as happening on both sides of the process. “I find that a lot of people are doing what will ‘just get them the job,’ but this never works because they’ll eventually be exposed,” said Lawson. “On the other hand, a lot of companies misfire and hire the wrong candidate just because he or she fits certain criteria or a perfect picture that they’ve created. They can certainly limit themselves in that sense.” Lawson believes there is an “absolute art” to the interviewing process that many employers, particularly those without hiring experience, sometimes do not understand. He thinks finding the right person lies not in taking tests or hiring someone who fits a box-like description, but, rather, in asking the right questions. “After I ask a client the basic questions like, ‘How many years of experience
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“There’s a misconception among job seekers that you shouldn’t paint yourself too narrowly if you don’t want to be screened out. Think of yourself as a product. How would you describe yourself? You really want to describe who you are here. Remember, white space is better than words when the words don’t matter.” Rusty Dworkin, Senior Manager of Global Vendor Management Services at HP Enterprise Services
does the position require?’ it’s time to go beyond that and ask things like, ‘What type of person fits in your environment or work culture?’ and ‘Are work priorities key in your company, or are personal and family-related priorities given high importance as well?’ After that, it’s about finding the right kind of personality that will fit within that organization.” While he admits that the application process has, for a long time, been “cookie-cutter” with lengthy online applications and standardized questions, Lawson thinks attitudes on hiring are changing. He sees companies hiring more new employees than they have in a long time, but nevertheless believes job seekers need to maximize the potential of their online applications. “Candidates in general are frustrated with online applications. Things may be more confidential, and they may not have as much information as they’d like,” said Lawson. “I always say it should just be part of the process to research the company, and, if there’s any opportunity to explain why you’re a good fit for a position, then you need to do so. It’s all about the small steps and details.” Ultimately, Lawson believes that both sides—the employer and the jobseeker—should be trying to get a better grasp of each other, whether that means skills or work style, benefits or employee expectations. “At the end of the day, making the right fit has to come down to getting a right sense of the candidate and that candidate having a right sense of the company.” Steven Morrill (BGS 2011, Utah State University) would certainly agree with Lawson. Hired by Pricewaterhouse Cooopers right after his graduation, Morrill remembers going through interviews in September 2011 and the importance of making a connection with his potential employer. “He asked me about a time I had been proactive as an employee,” Morrill said. “Even though I had been in school, I had worked in sales as well. I told him about a time when I noticed my company was tracking numbers a bit nonsensically. I had familiarity with excel and tracking, and I saw how the item numbers were supposed to match up and be ranked.
Relatively on my own, I re-tracked the numbers so that it all made sense.” Morrill mentioned the enthusiasm his story created and his interviewer’s reaction. “I remember that he was very excited and kept asking more questions,” he explained. “Even though my experience didn’t deal with taxes or accounting, it showed I had been proactive as an employee. I had been paying attention, was curious to go on from what I had discovered and had applied my knowledge. From there on out, I think I was on his short list.”
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By: Katherine Davis, BGS Communications Associate
I
t’s Saturday evening, you’re at a dinner party and someone asks, “What do you think of personality testing?” More likely than not, you are going to hear quite a few uninhibited opinions. Respond by mentioning testing within the workplace, however, and you’ve opened up a whole new debate. Author Annie Murphy Paul created something of an uproar in the psychological community when she debuted her book, The Cult of Personality, in 2004. In an article for Boston.com, she even compared personality testing to reading horoscopes. “Personality tests are increasingly popular as management tools, yet many of them are no better than astrology at describing character or predicting behavior. Though we may regard personality tests as harmless fun, or an annoying nuisance, in fact important decisions may hang on their results—making their widespread use deeply troubling.” Paul criticized one of the most popular personality tests, the Myers-Briggs Type Indicator (MBTI), claiming that the test, which is based upon four personality-linked descriptors, is not as accurate as its advocates attest. “The Myers-Briggs, for example, claims to reveal to test takers their inborn, unchanging personality type, but in fact research shows that as many as three-quarters of test takers are assigned a different type when they take the MyersBriggs again.” Donald F. Parker (BGS president, 1998-2000), Sara Hart Kimball Dean Emeritus from Oregon State University, studied tests like the MBTI and the California Psychological Inventory and often used them in his classes. Still, he is quite specific about the context in which such tests should be taken. “Anyone who uses the test must be sure of what [he or she] is trying to measure. This is true for any test,” explained Parker. “Also, by definition, if a test is unreliable, it cannot be valid. So, if we use a test multiple times and get essentially the same outcome, we can conclude there is some reliability.” Parker, who used personality tests with his students to help them develop career plans and focus more on “selfidentification,” believes those are the ideal purposes for such testing.
“I always told my students that it was about finding ‘what makes you tick,’” he said. “If used properly, these tests are a self-assessment. If translated correctly, the information can provide useful insights about a person. That person can then determine how best to use what [he or she has] learned.” He expressed concern over such tests being used in a work environment, particularly in the context of measuring someone’s work ethic. “I don’t really see how they would have much use in the workplace except for self-discovery,” Parker said. “My observation is that hundreds of companies have used the MBTI, and many use it for purposes it was not intended to measure. For somebody who says, ‘I’m going to use the MBTI to decide whether someone will be a good employee or not,’ I’d want to explore exactly what they’re doing and determine whether it is an appropriate use of the instrument.” Parker emphasized the qualifications for such personal psychological assessments. “They should only be used in cases for which they’ve been validated and by people who have the knowledge, training and experience to use them appropriately.” Dr. Todd Harris, director of science with PI Worldwide, has been conducting research on and using the Predictive Index (PI) assessment for over 10 years. He mentioned the stigma associated with thinking of such psychological systems as “tests.” “I think anytime anyone hears the term ‘test,’ they’re transferred back to sophomore year algebra class,” Harris said. “Because there’s an unwritten meaning that a test implies a right or wrong answer, and our tests are not based on right or wrong. We prefer to call it an assessment or ‘the PI system.’” In terms of workplace use, Harris believes the PI assessment, which is based on three separate personality measurements, can be used to determine critical truths about a job candidate or employee as well as that individual’s overall fit. “It’s a tool to really determine fit. We want to ask, ‘How does someone fit within a job?’ ‘How does that person fit with the immediate manager?’ ‘How does someone fit within a team?’ and, lastly, ‘How does a person fit with the
“We want to ask, ‘How does someone fit within a job?’ ‘How does that person fit with the immediate manager?’ ‘How does someone fit within a team?’ and, lastly, ‘How does a person fit with the organization or company culture?’” Todd Harris, Director of Science, PI Worldwide
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organization or company culture?’” Harris points out that the PI System has existed and been researched since 1955, mentioning the importance of ensuring validity with such assessments. He believes that both large and small companies that need to hire and craft excellent teams should use a system like this as an objective tool. “The research behind assessments such as this is pretty unequivocal. If you use a well-validated, well-measured system, you will make better decisions about employees than if you don’t,” Harris said. “It helps managers make as objective decisions as possible. The data or science-proven approach outperforms the gut-instinct approach over time, all the time.” He mentioned the importance of training clients to use the tests properly and understand their context. “Mechanics-wise, we do require some certification courses. We want to make our clients as self-sufficient as possible, so they know how to use or to read the PI,” Harris
said. “We’re not just trying to sell them a test. We want to work with them, and we want the information to live on and continue to be used. Perhaps it’s initially used in hiring someone, but then that information should also be used as the employee continues to work, when the managers are thinking about promotions or projects—it should be continually leveraged over time.” Harris said he is conscientious of the importance in training managers to interpret and correctly use the PI. But he suggests that not every test will have as strict of a certification course or run by the same guidelines. On certain occasions, personality tests have also received legal criticism. In the 2009 case of Wilson vs. Johnson&Johnson, plaintiff Wilson won $4.7 million after proving to jurors that the company caused him irreparable damages of strain, unnecessary scrutiny and grief after multiple personality tests were administered to him in the workplace.
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bgs international exchange Spring 2012 www.betagammasigma.org 9
Too Much or Not Enough (continued from page 9)
But, as the Equal Employment Opportunity Commission (EEOC) points out, employers are legally allowed to hand out psychological examinations as long as those examinations are not deemed medical. According to the EEOC website (EEOC.gov), “Psychological examinations are medical if they provide evidence that would lead to identifying a mental disorder or impairment.” Determining an examination to be medical only requires finding one medical factor within the test. Therefore, if an employer hands out a test, and there is even one question that measures “excessive anxiety, depression, and certain compulsive disorders (DMS-listed conditions),” it earns its respective medical title. The official EEOC statement notes that measuring personality traits alone, without further medical implication, is still legally acceptable. “On the other hand, if a test is designed and used to measure only things such as honesty, tastes and habits, it is not medical.” This means it can be difficult – and sometimes even impossible – for disgruntled employees to prove employerencouraged personality tests were used unjustly, particularly if they adhere to EEOC requirements. Such cases typically call for expensive lawsuits, and most employees do not want to take the risk of losing. But exceptions, such as the Wilson case, do happen. Parker and Harris both point out the importance of distinguishing between accredited psychological assessments and behavioral testing or review. Behavioral testing or interviewing typically determines how someone would act in an ethical dilemma or confusing situation with the intent of predicting how that individual would then behave in the workplace. Bruno Hall (BGS 2007, University of Pittsburgh), owner of a manufacturing company, Agitan, and a past deputy 10 bgs international exchange Spring 2012 www.betagammasigma.org
CIO, believes that behavioral interviewing is a fad. Discussing his belief that HR’s role is being “eroded” as companies need fewer employees and jobs are less exchangeable, he explained that many HR departments feel they must create value within their departments. “Many are fighting for relevance and asking, ‘How do I create value here?’ Behavioral interviewing is relatively new and exotic, so it appeals to the executive suite and HR,” he said. Hall argued that predicting behavior relies upon the psychological theorem that “past behavior tends to predict future behavior.” He thinks there is merit to such psychology and believes the theory behind such interviewing is good. But there are holes. “When someone’s asking about previous behavior, and they want to minimize lying or false answers, they say things like, ‘Tell me about a time when there was a conflict and you had to find a solution,’” he said. “This implies that they want the person to tell a story about leadership or work ethic. My contention’s that behavioral interviewing favors good storytellers. They’re filtering out people who are poor at selecting stories and probably eliminating many people who would still be good at doing the job.” Hall has his own ideas for reviewing a job candidate’s skills and work ethic. “I think companies, especially larger ones, would benefit by having a probation period after a new employee’s hired,” said Hall. “But if they don’t want to do this or want to follow a more conventional approach, they could actually see how that person works and interacts by bringing that person in and letting [him or her] do a day of work.” But even with all of the debate over the accuracy and impartiality behind personality testing and behavioral interviewing, there are still other forms of review that have Continued on Page 12
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Too Much or Not Enough (continued from page 10)
“Behavioral interviewing favors good storytellers. They’re filtering out people who are poor at selecting stories and probably eliminating many people who would still be good at doing the job.”
job applicants worried. Chris Lawson, president of the staffing agency the Eli Daniel Group, said that currently many companies are requiring credit checks on job candidates. “Credit checks have been used by some financial service organizations as a character assessment, particularly for anybody who might have access to sensitive financial data or personal accounts. Or, if someone would be in a collections position, and yet they have debt themselves, the idea is that [he or she] probably won’t be a great collector,” Lawson said. Lawson mentions, however, that only a few of his clients run these checks and that some of those companies are even willing to hear the story behind a candidate’s financial debt. “There’s not a huge percentage of my clients that do this, but there are a few,” said Lawson. “Some are willing to listen to the story behind a person’s bad credit. Others
Job applicants, guard your Facebook page. While the reality of “profile checking” has been around for some time now, usually in the form of employers scanning photos, reading bios or even requesting certain information be removed from someone’s page, the debate over social media privacy has recently moved to its next stage. Companies are now asking for passwords. John Borkowski, Public Relations Manager at social media-marketing company, WebiMax, explained why companies began checking social media sites in the first place. “The trend has really evolved over the past three years, starting out in the past with employers warning employees to make sure they screen their content,” mentioned Borkowski. “In many cases, it started with teachers and public service employees. Some were asked to eliminate the last name on their profiles, so students and others
Bruno Hall, Owner, Agitan
aren’t willing to because that means that individual doesn’t meet the position’s criteria. I’d say, you shouldn’t be shocked if you’re in the banking or financial services world and someone asks you for a credit check. It won’t be every company, but there will be a few.” Credit checking alone has raised concerns, but recently many interviewees have also questioned social media checks. While Facebook, LinkedIn and Twitter pages have been reviewed by employers for years, many are claiming that
couldn’t see their pages. It was about representing the organization well.” He sees companies asking for login information to private social media accounts as the next step in the Facebook- and Twitter-checking trends. “This is just the next progression,” said Borkowski. “Now, even in the interview process, and before someone’s a part of an organization, they’re actually asking, ‘Can we take a look?’” Borkowski added that, while WebiMax is not taking an official side on the matter, the company does not ask for personal login info and doesn’t believe it should. “I think this is what will probably get some privacy laws going,” said Borkowski. “It may be something that continues, but we think it’s going to be the thing that will push the lawmaking forward.” In fact, it seems that both Facebook and various state senators have already been pushing for such litigation. Reuters reporter Gerry Shih noted
12 bgs international exchange Spring 2012 www.betagammasigma.org
that Facebook Inc.’s chief privacy officer Erin Egan had already “posted a note warning that the social networking company could ‘initiate legal action’ against employers that demand Facebook passwords.” Lawmakers in California, Illinois and Maryland have already proposed legislation that would keep companies from asking for Facebook login information. “Employers can’t ask in the course of an interview your sexual orientation, your age, and yet social media accounts may have that information,” Yee told Reuters. Borkowski thinks many of these privacy questions and concerns have arisen in just the last six months. “Consumers are worried about all of this,” he explained. “Not only are there concerns over Facebook and Twitter accounts, but many people are also worried about things like data-gathering from iPad or iPhone accounts. It’s at the point where, eventually, something’s going to have to happen.”
certain companies are now requiring their login information. NPR’s Shannon McFarland reported on Justin Bassett, a statistician who had been asked for the password to his Facebook account during an interview. “Bassett, a New York City statistician, had just finished answering a few character questions when the interviewer turned to her computer to search for his Facebook page. But she couldn’t see his private profile. She turned back and asked him to hand over his login information.“ Bassett denied her access to his private account, but cases like this have started a debate over not only what is appropriate and legal in terms of social media privacy, but also with applicant “checks” in general. PI Worldwide’s director of science, Harris, has one last reminder for those currently hiring. “There’s always one thing to keep in mind. Whether it’s an individual’s score on a personality assessment, a score on a cognitive test or something else, you never want to put too much weight on one particular factor. Job performance is a complex thing. The more you can look at it in a reliable and valuable way, the more you’ll tip the balance in finding a good candidate.”
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He also notes the difficult spot companies like Facebook have now found themselves. “Facebook is in a position where it could ban those companies’ pages or fan pages,” said Borkowski. “But then they might lose revenue and customers that way. It’s almost a catch-22 for them—do you sacrifice your integrity to protect the rights of your users? Or, do you not act at all and let other people generate their responses?” As far as job applicants are concerned, however, he still emphasizes the importance of keeping a relatively clean social media reputation. “For the job seeker, I’d say monitor what you’re involved in with social media, remove tags you don’t feel are necessary,” Borkowski said. With over 800 million Facebook users globally, he said to remember your profile is public.
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Job seekers can hardly find any sort of professional advice without coming across the term “networking.” Certainly, people have been reaching out to useful contacts, dropping important names of reference and asking to have their names mentioned for as long as jobs have existed. Today, a large part of this networking takes place via the web, and for companies, recruiters and job-hunters alike, LinkedIn has become the site of most potential value.
W
ith its professional format, career-oriented groups and a tool that allows application directly through the site, the LinkedIn community continues to expand both in its members and significance. Tony Melo (BGS 2011, Quinnipac University), the director of business intelligence at Tricore Solutions, has been recruiting soon-tobe-grads for positions with his company. While he says he’s come across some excellent candidates, he’s sometimes taken aback by students’ unpreparedness—particularly, from those who know nothing about LinkedIn. “I’m still finding quite a few [candidates] who do not have accounts,” said Melo. “You want to build a network. I always look for the applicants on LinkedIn because I want to see who they are. My attitude is, ‘Here’s my background, and you can see who I am. Now, tell me who you are.’” But out of the numerous resumes and cover letters he receives, he says a small minority of their respective owners actually have accounts. “You have a suit, you have a resume…you should have a LinkedIn account.” Still, most career experts believe there is more to networking than just the social media world. After LinkedIn introduced its apply-online tool last summer, Forbes reporter Susan Adams mentioned both the importance of using the site and continuing to physically reach out to potential workplaces and employers. “For job seekers, I’d say staying active on LinkedIn is a necessity…But don’t get too excited about using the ‘Apply’ button, especially when it comes to tapping your network. Do reach out to any connections you have at a company where you want to work, but use the personal touch, and email your contact directly, or better yet, pick up the phone.”
14 bgs international exchange Spring 2012 www.betagammasigma.org
Even Melo admits that, after meeting a job candidate in person, he is more likely to remember that individual and, hopefully, remember him or her positively. “If I meet someone first-hand and in person, I generally give [him or her] the benefit of the doubt,” said Melo. “There’s importance there. When you have job fairs or informational sessions that you can attend, make sure you go and introduce yourself first. That’s huge.” While we are undoubtedly in a “brave new world” of job-networking and exposure, it seems that the weight placed upon hand-written notes, direct phone calls and in-person meetings has not gone away—in fact, for some employers, these increasingly unique forms of communication have gained all the more value. In her post titled, “3 Clever Ways to Get in Front of Someone You Admire,” top-blogger and social media-savvy publisher Marian Schembari, or “MarianLibrarian” to her readers, made a clever point about the number of letters compared to emails that a person usually receives. “Want to know how many handwritten notes I’ve received this year? One. From my grandma on Christmas. Want to know how many notes that industry idol of yours has probably received? One. From their grandma on Christmas…How many emails do you think they’ve received this year asking for some favor/coffee/Skype/interview? A million billion, that’s how many.” John Sowers, president of Marvel Consultants, Inc. believes that, whether via a LinkedIn message or a phone call, the goal of networking is to reach the person behind the posting. “The feel of a work culture and an employee’s place within it is often even more important to companies than it is to job seekers,” Sowers explained. “They want to find ‘the person’—someone who won’t feel culture shock and who, especially as a manager, can easily gain trust with current employees. That’s why an employer is likely to call up his colleague, ‘Jeff,’ to see if he knows anyone he’d recommend.” He reminds job seekers that, through all types of successful networking, the goal is to establish relationships. “It’s not about the bits and bytes. It’s about the person.”
I
t would be hard to imagine the CEO of a Fortune 500 company or even the owner of a small local hardware store say he or she would prefer sales remain stagnant rather than grow over the next fiscal year. Economic growth is one significant determinant of a successful business. Still, there are other ways in which companies grow, and, many times, such growth stems from the workforce itself. Nehemiah Stone (BGS 2007, California State University, Sacramento), Principal at Benningfield Group, Inc., an energy consulting and software development firm based in Folsom, Calif., has been hiring for over 30 years. He believes that all too often employers and job candidates are not forward enough in their thinking. “The initial contract is just the
very beginning of the process,” Stone explained. “Employees are assets to an employer, and if you’re not investing in your assets, you will fall behind.” Even after hiring ideal candidates and seeing those new employees work well at their jobs, many companies might not see themselves grow, whether in terms of sales, size, industry or something else. Stone sees such development as being two-sided. “Just as much as I expect applicants to think through where they’re going, I expect the firm I work for to think about where it wants to go and help its employees get there,” said Stone. “If we seriously want to hire those who will become leaders in the future, we need to aid them and guide them in that direction. That’s the beginning.” He mentioned that, during interviews, a potential candidate
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“If [he or she] asks, ‘What do you guys do?’ that’s not the type of person we want. If you don’t know what we are, how can you help us? If you’re not thinking about your own growth, you won’t be able to help us grow.” Nehemiah Stone, Principal, Benningfield Group, Inc. receives an “immediate dark X” if he or she has no knowledge of the company. “If [he or she] asks, ‘What do you guys do?’ that’s not the type of person we want,” said Stone. “If you don’t know what we are, how can you help us? If you’re not thinking about your own growth, you won’t be able to help us grow.” Emily Mitchell (BGS 2011, Babson College), a children’s book publisher who’s currently in the middle of a post-MBA job search, found that rethinking her approach to applying and resume-building helped her significantly in finding more appropriate places to apply as well as knowing, personally, what she’d most like to do. “A friend of mine reminded me that, while I’m looking at job postings or searching for jobs, I need to ask, ‘What is the business’s problem here, and how can I solve it?’ That’s really the kernel that made me start thinking how to better craft my resumes and cover letters.” Mitchell believes showing this desire to help the
W H E RE
company improve begins with asking one’s self first, and then making sure to prove that to the potential employer. “Applicants need to slow down and be more thoughtful about what they are doing,” said Mitchell. “I have done this, and because of it, I’ve been able to better tailor my applications to really fit what companies need.” Stone’s recommendations certainly agree with Mitchell’s process of self-assessment. He thinks this should take place before any type of job search. “Before anything else, figure out where you’re going in your life or where you want to go.” He mentions the importance of candidates finding what they can bring value to in a particular workplace and then presenting themselves honestly. “Otherwise, you don’t have a right wasting an employer’s time.”
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he recipe of Baby Boomer + Gen X + Gen Y has existed in many workplaces for years. Still, it is true that questions, misunderstandings, assumptions and opposing work styles often present themselves within multigenerational work cultures. At the fourth annual Diverse Leadership Conference at Emory University in 2009, Hal Logan, senior vice president for strategic planning and industry relations at the automobile auction company Manheim, Inc., spoke about working with multiple generations and the different approaches those generations might have to getting the job done. “The Boomers say, ‘Let’s have a meeting and talk about it,’ while the Generation X attitude is, ‘I’ll do my part. You do yours.’” Logan noted that Generation Y individuals, or the “Millennials,” might instead say something like, “I can. I will. Just let me.” As a managing partner of Source Associates, LLC, and someone who’s recruited for both national and smaller boutique firms, Jim Barton (BGS 1975, Indiana University) “has seen it all” as far as job-hunters, employers and work environments go. He believes that, many times, the multigenerational confusion begins when expectations are misunderstood—or when they are, quite simply, different. “I could see this when my daughter switched jobs. At
first, she was working for Baby Boomers, and they tended to want everything well-documented and planned-out,” Barton said. “At her new company, there was a much younger management, and those individuals often want a quicker turnaround. They don’t want a bad product, but they’re willing to go through the process much more quickly.” He thinks employers and job candidates both have a duty to recognize what’s true about a workplace, the generation or generations of its workforce and how communication can best be encouraged in such an environment. “When you’re hiring, you have to realize these truths about the generation you’re hiring. If you’re hiring Generation Y’ers, those new employees might want to receive emails and texts more than they want to be called,” noted Barton. “These are questions that a job seeker would want to be asking. And from the employer’s perspective, these are realities they should want to tune in to.”
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Many employers believe that employees who feel they are welcome within an environment will be more likely to help a company grow. As job candidates interview with, research and learn more about a potential workplace, they can also pick up on such work culture clues. Finished with her bachelor’s degree in business administration, Amy Skupien (BGS 2010, Saint Louis University) was completing her masters in accounting and working as an intern for FedEx SmartPost. After applying to a number of accounting positions and interviewing with a few companies over the past year, she finally accepted a rotational finance development position with Hospira that begins in June. Skupien admits that one of the key factors throughout her job-seeking process was whether the company made her feel welcome. “I remember interviewing with the Kohler company after my junior year of college,” Skupien explained. “We ate lunch with many of the new hires and current employees and were shown every part of the campus. I think this was an assessment of sorts—they were probably trying to see if we fit in with their culture. But it also made us feel more welcome and relaxed.” She mentions that while Hospira had a bit more traditional approach to interviewing, the people there still placed importance on hospitality and sharing information about the company. “Hospira had a day-long interview with multiple candidates where we were introduced to workers, fed in the cafeteria 18 bgs international exchange Spring 2012 www.betagammasigma.org
and shown the showroom,” Skupien said. “Involving more people is a neat thing—I think it breaks up the tension. Even just interacting with the other applicants is helpful because you might potentially be working with them one day.” Although Skupien acknowledges it might be harder for a smaller company or organization to give such a grandiose tour or conduct multi-person interviews, she thinks that showing someone respect and making that individual feel welcome doesn’t require too much effort. “Even for someone with a tray of cookies to welcome you, or for someone to sacrifice [his or her] time by a half hour just to give you some news on the company, creates something that’s social and welcoming. I think something’s missed when you just say ‘hi,’ go through the interview and then they’re kicking you out of the door.”
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By: Natalie Graf, BGS Associate, Special Projects
H
uman resource departments seek constant improvement in the way they recruit and hire, so it’s not surprising that technology is rapidly transforming this process each year. With so many hiring departments struggling to match the person with the job, many have begun to question the current hiring system as a whole. Is it outdated? Is it irrelevant? Brayden Olson, CEO of Novel, Inc., thinks it is. “It’s this superfragmented market, and everybody is using technology from the 1920s,” he commented. “You need a progressive solution.” Novel brings gaming technology to the recruitment and hiring processes in a way that Olson thinks could enhance, or even replace, the current pen and paper system. The Novel team is certainly breaking the status quo; it’s their greatest success and most daunting challenge. With $1 million secured in venture capital and his first enterprise product set to launch this year, Olson’s idea might be worth something, indeed. Novel’s product is designed to match job candidates with organizations for which they are suited by allowing individuals to display their true colors through a series of real-life game simulations. Through the process, the hiring company gains valuable insight and possibly sidesteps some of the difficulties HR
departments typically face. Hopefully, everybody finds the process a little more fun; after all, that’s what games are for, right? Yes, you read correctly: the strategic solution calls game technology into play. It’s been a few decades since gaming caught on like wildfire in markets across the globe, but the market hasn’t seemed to slow; today, the U.S. videogame industry earns over $25 billion a year. That’s not to mention the hugely popular social games garnering more and more attention, games like Words with Friends and Tetris Battle, which are two of the top-played in Asia. Even some medical and military sectors have developed gamified apps and processes. In fact, Gartner Research announced last year that by 2014, over 70 percent of Global 2000 organizations will have at least one gamified application. Just two years ago, Scientific American called gamification one of its “world changing ideas” for 2010. Apparently, Novel is jumping on a fast-moving bandwagon and it’s plain to see why Olson has a pretty, well, novel idea. “There are more people who play games in the United States than don’t,” Olson said. “Those numbers are even bigger in China and in other areas of Asia. I’m going to grow up in a generation where 97 percent of people play games. The idea of that not impacting how we learn, how we do business, how we govern ourselves, and, of course, how we entertain ourselves seems really funny to me.”
“There are more people who play games in the United States than don’t. Those numbers are even bigger in China and in other areas of Asia. I’m going to grow up in a generation where 97 percent of people play games. The idea of that not impacting how we learn, how we do business, how we govern ourselves, and, of course, how we entertain ourselves seems really funny to me.” Brayden Olson, CEO of Novel, Inc.,
20 bgs international exchange Spring 2012 www.betagammasigma.org
Olson is a gamer himself; he developed an avid interest in the 3D game Asheron’s Call at just 12 years old. He always envisioned becoming a leader in the gaming industry, but didn’t believe he had to ‘work his way up’ before making impactful changes. Olson, a BGS member inducted at Seattle University in 2008, said Novel was borne from an idea shaped while he was still an undergraduate. “I learned in college that if you have an idea about the way things should be—that spark—you have to go take the risks yourself and prove to the world that your idea is worth something,” he said. His idea is gaining momentum, earning the support and curiosity of businesses like Nike and Starbucks. Olson is the youngest member admitted into the Seattle chapter of the Entrepreneurs Organization; this same network also elected Novel the top student-run enterprise on the West Coast. Novel is considered one of the top three emerging businesses in the Bellevue region and the Huffington Post ranked it one of the top 30 underrated innovations in 2010, calling it “the matrix for business.” Right now the Novel team is working hard to launch their product for the U.S. corporate market, set to come out next year. “It’s entirely an online platform. We’re always
thinking about reducing barriers to entry,” Olson explained. “For really significant companies we can do custom packages and integration, but we want to make it the kind of thing where a small- or mid-sized company can be using it within a couple of minutes from deciding they wanted to use it.” The company is also preparing for future joint ventures. Novel would like to launch into the global scene “literally at the first moment we can,” Olson said. “We’re a business that moves photons. I don’t want to underplay the challenges of culturalization, but it is an incredibly low barrier for us to serve the world. That’s very much in our intent.” It’s an exciting but daunting prospect for Novel. The company faces no known competitors, but is also stacked against unique odds. Hopefully, the company can get everyone to loosen up and play around a little—literally. “Our competitor is what people do today and have done for a very long time,” Olson said. “There’s a lot of conservatism around that. HR organizations in all of the companies that we’ve talked to are frozen by a fear of how litigious the society is here. Our biggest challenge is the status quo.”
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Alumni Chapters Giving Back In previous issues of the International Exchange, we’ve told you about the great networking opportunities available through the BGS Alumni Network. There’s no doubt that being part of an alumni chapter is an excellent way to connect with people just like you – the “Best in Business.” What you might not know, is that the BGS Alumni Network can serve as an outstanding avenue for giving back to your community. In celebration of Beta Gamma Sigma’s 100th year, the BGS Gives Back Centennial Service Initiative encourages members to recognize the society’s commitment to excellence by offering their time, energy and skills to different volunteer projects and organizations around the globe. BGS alumni chapters have taken this initiative to heart.
One philanthropic effort currently in the works is the upcoming BGS Community Service Day, set for October 27, 2012. Coordinated locally by each of the Society’s alumni chapters, this day is designed to bring together BGS members around the globe to provide community service in their respective communities, all in a single day. This will be a great opportunity to get to know some of your fellow BGS lifetime members while also doing something good for the world. Because BGS members are truly everywhere, the BGS Community Service Day Event does not serve one particular organization or project. Rather, each alumni chapter will determine where its members’ time and talents will be of the greatest use and provide the most impact.
Alumni Chapter Activities
Some BGS chapters have taken on additional projects in connection with the BGS Gives Back Centennial Service Initiative. One such chapter, the Denver Area Alumni Chapter, has created a yearlong blood drive called “100 Pints for 100 Years.” As the centennial year continues, more chapters will be contributing their members’ time and skills to innovative and valuable service projects around the world. By participating in these efforts, or by contributing with altogether new work and projects, such service-driven activities allow individuals to connect with fellow members, give back to local communities and represent what is best about Beta Gamma Sigma. For more information about the BGS Alumni Network, and to connect with an alumni chapter, please visit: www.betagammasigma.org/alumni.html.
The Alumni Network just got a bit bigger! Beta Gamma Sigma is proud to anounce the launch of the Central and Southern Germany Alumni Chapter – the 27th chapter in the BGS Alumni Network.
Atlanta Area Alumni Chapter
Cleveland Area Alumni Chapter
New York City Alumni Chapter
Phoenix Area Alumni Chapter
March 20, 2012 Speaker Event, Kathryn Lawler, External Affairs Manager of the Atlanta Regional Commission
March 7, 2012 Luncheon Speaker Event, Chris Connor, CEO & Chairman of the SherwinWilliams Company
March 6, 2012 Speaker Event, “The Economy & the MarketsWhat, When and Why? Looking Ahead to 2012”
March 15, 2012 Speaker Series Event, “Bankruptcy 101”
April 17, 2012 Speaker Event, Randy Hain, Managing Partner and Shareholder of Bell Oaks
March 28, 2012 Entrepreneurial Club Meeting and Speaker Series, “Integrating IP Protection to Achieve Business Goals”
April 26, 2012 Speaker Event, “Financial Serial Killers: Inside the World of Wall Street Money Hustlers, Swindlers, and Con Men”
Boston Area Alumni Chapter March 28, 2012 Speaker Event, Moshe Cohen, Market Manger, IBM Charlotte Area Alumni Chapter February 15, 2012 Networking Event March 21, 2012 Spring Wine Tasting Event
Denver Area Alumni Chapter January 18, 2012 Speaker Event, Prof. Charles Patti, “The Customer Experience” February 22, 2012 BGS at the Colorado Avalanche Game Hong Kong Alumni Chapter January 19, 2012 Karaoke Dinner
Chicagoland Alumni Chapter
March 31, 2012 Golf & BBQ, Learn Basic Golf Skills
February 29, 2012 Winter Social Event, “Celebrating 100 Years of BGS”
Los Angeles Area Alumni Chapter
March 21, 2012 Speaker Dinner Series, “Global Risks and How it Affects You”
February 18, 2012 Social/ Networking, Clippers Basketball vs. San Antonio Spurs March 23, 2012 BGS members in LA participate in the Beach Cities Chapter of the Institute of Internal Auditors Annual Professional Seminar
22 bgs international exchange Spring 2012 www.betagammasigma.org
Northern Germany Alumni Chapter April 19, 2012 Hannover: La Traviata Opera and Meet and Greet April 26th, 2012 Roundtable Hamburg at Joh. Albrecht Brauhaus May 3rd, 2012 Roundtable Berlin at Trattoria Libau restaurant Philadelphia Area Alumni Chapter February 2, 2012 Networking Event March 14, 2012 Speaker Event, Irina Baranov, Professional Life Coach, “Resilience – Building the Muscle to Weather Life’s Storms”
Raleigh-Durham Area Alumni Chapter March 29, 2012 Networking/ Chapter Re-vitalization Event Seattle Area Alumni Chapter January 24, 2012 Speaker Series Event, “Fraud – A Growth Industry in a Recession” March 14, 2012 Networking Dinner Switzerland Alumni Chapter June 7, 2012 Summer Tapas, Wine & Networking Event Washington D.C. Area Alumni Chapter February 22, 2012 Speaker Series, “The Intersection of Healthcare Policy and Finance” March 22, 2012 Speaker Series, “Trends & Opportunities in the Venture Capital Industry” April 3, 2012 Speaker Series, “Trends & Opportunities in International Finance”
BGS is Everywhere Photo Submissions
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Submit your own photos featuring Professor Elwell at: betagammasigma.org/ centennial While you’re online, you can also: • Become a fan of the Professor on Facebook: facebook.com/ProfessorElwell • Follow the Professor on Twitter: @ProfessorElwell
1) Professor Elwell tags along on a Texas State University-San Marcos student trip to the Chicago Board Options Exchange 2) Students from Rochester Institute of Technology 3) Professor Elwell likes cake. But who doesn’t? 4) Profesor Elwell prepares to set sail for spring break 5) Students from Stephen F. Austin State University pose with Professor Elwell next to the school’s bronze key 6) Professor Elwell with the officers of the Seattle Area Alumni Chapter 7) BGS President Robert Reid with Professor Elwell 8) Professor Elwell poses with students from Rowan University as well as their school’s mascot the Rowan Owl. The resemblance is striking! What a handsome pair.
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Profiling the Best in Business As the world’s first truly international honor society, Beta Gamma Sigma members can be found all around the globe. BGS members are the “Best in Business,” and represent a wide array of business backgrounds, disciplines and experiences. There is no doubt about it, the Society’s members are a diversely talented and extremely eclectic and successful group. That said, only one member can truly lay claim to, quite literally, being out of this world. As a NASA astronaut for over 30 years, Story Musgrave (BGS 1983, Syracuse University) was sent into space on six shuttle flights, spending more than 53 days outside the earth’s atmosphere. If that wasn’t a strong enough bullet point on his resume, he also: • Designed the spacesuit currently in use by American astronauts;
• Conducted the first shuttle spacewalk during the first flight of the Space Shuttle Challenger; and • Served as the lead spacewalker on the Hubble Space Telescope repair mission. In addition to his time with the space program, Musgrave has accumulated seven graduate degrees in a wide array of subjects including math, chemistry, medicine, physiology, literature, psychology and business. He has also served as an aircraft electrician and air mechanic for the U.S. Marines, has flown more than 18,000 hours in over 160 aircraft, and is an accomplished parachutist with over 800 freefalls. That’s more time spent in the air than me, and I have wings. As if all that was not enough, Musgrave is a medical doctor who from 1967 to 1989, while working for NASA, served as a part-time surgeon at Denver General Hospital. During the same period he worked as a part-time professor of physiology and biophysics at the University of Kentucky Medical Center. Wow! That’s a lot of stuff. I feel like less of an owl in comparison. That said, allow me to introduce you to Story Musgrave - a truly unique and talented, not to mention charismatic and inspiring Beta Gamma Sigma lifetime member.
- Professor Elwell
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Professor Elwell is the official mascot of Beta Gamma Sigma’s Centennial Celebration.
By: Seth Treptow, BGS Communications Director
rom the outside looking in, one might think Story Musgrave has had quite the random life. But spend some time with the man, and you will see that it all makes perfect sense. He is just doing what he does. “My basic mantra is getting the job done,” Musgrave said. “It’s looking at outcomes; looking at results. It’s looking at the finish line and getting the job done. That’s my basic overall theme.” While his life and various career paths would eventually take him to some amazing places, he gives a great deal of the credit to who he was as a child growing up on his parent’s farm near Stockbridge, Mass., where he was “getting the job done since the age of five.” “I’m a farm kid. Being a farm kid was instrumental in what I ended up doing,” Musgrave explained. “People often ask if I always wanted to be an astronaut. Not in the 1930s. I wanted to be a farmer. “I drove everything on the farm by the age of nine. By 12 or 13 I (was operating) heavy equipment. I could keep it going when it wasn’t working exactly the way it should. I became a pretty good mechanic early on.”
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That mechanical ability is a key component of the person that Musgrave would become. It was a skill set that he found particularly useful while serving as a military airplane mechanic. “When Korea came up I ran off and joined the Marines,” Musgrave said. “Eventually I was a crew chief and had my own three airplanes. They were my planes. I coordinated the maintenance on them and I was the one that signed off to go fly. I looked after these planes and I’m the one that certified they were ready to go off to war. I did that at age 18 so I grew up very fast.” Following his service with the Marines, Musgrave enrolled at Syracuse University where, in 1958, he received a Bachelor of Science degree in mathematics and statistics. Upon graduation, he went to work for the Eastman Kodak Company as a mathematician and operations analyst. “I was looking at business problems and reducing them to mathematical formulas that could be dealt with by a computer. That’s what we do all the time now, that’s what the world is, but this was back in 1958. I was into a lot of exotic math, but the basic idea was to look at the real world and convert it to digital.”
From there, Musgrave went on to graduate school at UCLA where he studied operations research as well as system engineering, programming and computer hardware. This would lead to his next career transition. “I got interested in the brain. So I decided to go do the brain. It was a leap off into some other world, which is what I’ve done my entire life, and it works,” he said. Musgrave added a bachelor’s degree in chemistry from Marietta College and, in 1964, received his Doctor of Medicine degree from Columbia University “I studied neurophysiology and neurosurgery,” he said. “Then the space program came along and interrupted my career in medicine. “I could have looked at different windows of opportunity, but the National Academy of Science and NASA started talking about flying people with formal educations, people with a doctorate, into space,” Musgrave said. “When I saw that on the bulletin board of the medical school I said to myself, ‘My goodness, that’s me.’ “You look at everything I had ever done – my flying, my fixing stuff – and I knew that everything I had ever done was leading to this moment.“ In August 1967, two years before Neil Armstrong stepped foot on the moon, Musgrave received word that he would be joining the astronaut ranks. “When I was selected, I was excited. It was a job, but it wasn’t just a job. It was a calling,” he recalled. “At the same time it was just another playing field. That’s all you can ask for in life, a big playing field with huge opportunities and challenges. That’s what you want. You want to be challenged. You want something you have to live up to.” Following his initial astronaut training, Musgrave was put to work by NASA developing various aspects of the Apollo missions, including spacewalk procedures and lunar excursion modules procedures. “I did some of the testing on Apollo, but not a whole bunch because I was only in initial training and we got there fast,” he explained. “In the early days of the space program we did it right and we did it fast. It was project management. Here’s the project. The goal is the moon. What are the requirements? What does the moon impose upon you to get there?” Musgrave would also assist in the design and development
of NASA’s Skylab program and served as backup pilot for the first Skylab mission. Musgrave was instrumental in the design of the spacesuits, life support systems, airlocks and manned maneuvering units that would be used for spacewalks and other extravehicular activity on NASA’s space shuttle missions. For Musgrave, designing something like the spacesuit was just another new playing field. “What are the rules of the game? What do I have to know? How do I get to the goal? I’m always looking at getting the job done. That’s what I do in life. That’s what I teach. Get the job done. It’s an outcome. It’s a result. It’s a goal. It’s a game. So what are the rules of the game and how do I get proficient and how do I get good at this new business and go and do it?” Musgrave credits much of his project management expertise to working with, and learning from, rocket scientist Wernher von Braun, the chief architect of the Saturn V rocket. “I saw the project management he did in the 1960s leading up to Apollo and the Saturn V and I learned along the way. I learned about vision, leadership and all those business principles.” Musgrave would make his first trip into outer space as part of the maiden voyage of the Space Shuttle Challenger in 1983. As part of the mission, Musgrave performed the first spacewalk off of the shuttle using the spacesuit that he had designed. Despite his familiarity with the equipment, it was still an experience that he could only prepare for in his imagination. “There are no simulators for spacewalk. We use a water tank, but it’s a bad simulator,” he said. “When you go upside down in the water you are still carrying all your weight. You are carrying 170 pounds on your collarbone and the blood rushes to your head.” “Only in your imagination does a spacewalk really exist. But it feels spectacular to look at the earth 300 miles below, and it feels spectacular to work and float in that free-fall condition.” Working in space is quite a different experience than working on land. Without gravity, tools and equipment can simply float away, never to be seen again. As such, Musgrave explained that every movement he took had to be carefully practiced and rehearsed. “In a great spacewalk you think about yourself as a ballerina at the opening night of the ballet. You think about the perfect moves, the moves you have to make to get the job done. It’s the moves and the choreography of the tools and instruments and the whole process you have to go through. You hope your imagination got it right. If not you’ll stumble a little bit.”
“What are the rules of the game? What do I have to know? How do I get to the goal? I’m always looking at getting the job done. That’s what I do in life. That’s what I teach. Get the job done. It’s an outcome. It’s a result. It’s a goal. It’s a game.” Story Musgrave, Former NASA Astronaut
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“In a great spacewalk you think about yourself as a ballerina at the opening night of the ballet. You think about the perfect moves, the moves you have to make to get the job done. It’s the moves and the choreography of the tools and instruments and the whole process you have to go through. You hope your imagination got it right. If not you’ll stumble a little bit.” Story Musgrave, Former NASA Astronaut Story Musgrave (continued from page 25)
Musgrave also put his choreography and imagination to the test during his fifth trip to space, on the Shuttle Endeavour, during three spacewalks to repair the Hubble Space Telescope – a repair that was necessitated by a flawed mirror during the telescope’s construction. “Things with the Hubble were going incredibly badly. Congress told us we’re going to look at how you do and if you don’t do well we can’t continue to approve plans for a space station,” Musgrave recalled. “The space station requires 80 spacewalks. You can’t abandon it half way through. Congress needed the confidence to know we knew what we were doing.” Despite the extra weight riding on his shoulders to repair the telescope, Musgrave insists that the pressure was not a factor in performing his task. “Did I feel the pressure? No. I was on the playing field, and I was playing the game. But each move that was made had to be made to perfection. I used to train with Dorothy Hamill, the Olympic figure skater on how to do spacewalks.” Dorothy Hamill? Yes, you read that correctly. “Dorothy knew what she was good at, and she was good at routines. She played with her routines for the Olympics. She played and played and played until she converged on a solution. That’s when she knew what she had to do, and would repetitively practice until she had it down and could pull it off without being rattled by the pressure, not even at the Olympics. “Spacewalking is an athletic event. I don’t care what’s in your head. Only your body does the job. With figure skating, your body is where the grace and execution come from. That’s
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what will win the prize. So no matter what the pressure is, the focus has to be on perfection of the movement. Same with Dorothy. It’s how your body moves. Pressure does not get the job done. The heat is there, but you learn to like the heat, if you perceive it at all.” Musgrave flew his last mission with NASA in 1996 and left the space program a year later to pursue private interests – which, to say the least, have been varied and numerous. He spends much of his time working in his “sandbox” of Orlando, Fla., where he currently operates a palm tree farm and a real estate development company. “I like palm trees. I’ve always liked palm trees. I’m a farm kid. I can grow stuff,” he explained. “I’ve grown almost 15,000 palm trees. You look out the window and here they are. I’ve grown all of them from seed. But I’m good at that.” With his real estate development company, Musgrave works to transform parcels of unimproved land into lots that are ready for home construction. “My basic model is somewhat like a fairway of a golf course. Open space in the middle but on the periphery you have these gorgeous trees,” he said. “Every parcel is different. I work with what’s there to start with. I’m a landscape architect. I’ve been doing this since age five. I know heavy equipment, I know how to maintain equipment and I maintain my own equipment. I’m a tree surgeon. I climb trees with a chain saw and I do what I do. That’s the world I was raised in.” Other entrepreneurial ventures include a production company in Australia that produces books, DVDs and television
programming, and a sculpture company in Burbank, Calif. Musgrave also spends a week per month in California working for Applied Minds, Inc. where he helps “to invent the future for other bigger companies.” Never letting the grass grow beneath his feet, Musgrave does independent consulting work for a variety of companies and performs multimedia presentations on topics such as vision, leadership, motivation, safety, quality, innovation, creativity, design, simplicity, beauty and ecology. “They think they’ll get me to just go and give a talk, but it never ends with a talk. They like the stuff I give them and they want more, so then I enter a relationship. I give them more. I coax them.” Musgrave’s clients come from a wide array of industries, and even include the U.S. Coast Guard. One particular area that Musgrave focuses on is project management, a topic he gained a unique perspective on from his time at NASA. “I teach the project management of the 1960s of going to the moon today to companies in London and New York. That’s aerospace, sure, but great project management is great project management and I don’t care if you are a bank, making cars or whatever else you are doing.” As far as Musgrave is concerned, the lessons are applicable regardless of the audience. “It’s about looking at where you want to go. It’s about getting good specifications on the requirements that the project will impose upon you and then it’s off to the design process. Designing something, that when put together, will do what you ask it to do,” he said. “There are great books on project management, and I know what’s in the books. But I have first hand experience with great project management and horrible project management. I know how to take the great project management of the 60s and the horrible project management that NASA had in the 90s and the new century and I know how not to do it.” Simply put, there is no typical day in the life of Story Musgrave. Between his various projects and ventures, each day presents a new set of projects and challenges. This 76-year-old would have it no other way. “There are many different days. Can’t say there is a typical day. I’ll work in my sandbox from the time the sun comes up. Then I’ll come in at some time and work my businesses. Then I’ll work for the different clients I have.” And the fact that some might consider him to be a bit of a wanderer has not been lost on Musgrave. It’s a notion that he embraces. “I am a wanderer. I am a traveler. I am an explorer. I’m always looking for something that lights up my passions. But it’s important to understand that I bring 100 percent of my past with me. I never ignore anything I ever learned in the past. I take it with me and apply that to what I do today. “People say, ‘How do you do so much?’ I only do one thing. I learn the new game. I put myself into a new playing field by doing it the same way every time. I’m like Windows or Apple – I only have one operating system. I do the same thing every time,” he said. “I fixed farm equipment, I fixed airplanes, I fixed people, and that’s why they put me in space to fix Hubble. Because I was used to fixing things, and that’s a true path.” But regardless of his many life experiences, or wherever life may yet take him, Musgrave still brings it all back to his days on the farm in Massachusetts. Did you know that the Beta Gamma Sigma key “Who I was as a kid, that’s my hero. The kid has been to outer space? In 1985, Story Musgrave brought me to a place in life where I could pursue brought a BGS lapel pin with him aboard Space Shuttle opportunities presented to me. The kid got me there. Challenger. Following the flight, Musgrave sent the key That’s my hero, and that’s the important part of my to Beta Gamma Sigma for safekeeping in the Society’s career. The kid got me to a place in life where I could archives. Musgrave was reunited with the key as part of take advantage of opportunities that came my way. his interview with BGS, and is shown here holding it. In life a door opens, you jump in and go or you don’t. For me, when a door opens, I’m in.” bgs international exchange Spring 2012 www.betagammasigma.org 27
Gifts from Friends Beta Gamma Sigma gratefully acknowledges the support of the following individuals, as well as the organizations listed on page one. Without this assistance, the Society would be unable to continue adding value to the lifetime membership. Governors’ Council $5000+ Saint Joseph’s University The Erivan K. Haub School of Business Chairman’s Board $2,000-$4,999 University at Buffalo, State University of New York Paul F. Eckel University of California, Irvine David H. Blake Marquette University Theodore C. Rogers University of Massachusetts Thomas E. Berube Ohio Northern University James W. Fenton, Jr. The University of Rhode Island James A. Viehland Texas State University-San Marcos Jerry D. Fields Director’s Table $1,000-$1,999 The University of Alabama Marinda J.C. Wood University of Arkansas John M. Norwood Baruch College-The City University of New York William E. Oakley California State UniversitySan Bernardino Anh M. Nhieu Case Western Reserve University Franklin T. Kudo Eastern Illinois University Stephen A. Gosselin Jacksonville State University Carl W. Gooding University of Kansas Larry D. Horner Loyola University Chicago Virginia Stevens Willcox University of Massachusetts John F. Smith, Jr. Miami University Frederic J. Holzberger The University of Michigan John W. Madigan Michigan State University Bruce D. Bottomley The University of North Carolina at Greensboro James K. Weeks North Carolina A&T State University Bernard J. Milano Northwestern University Ernest C. Styberg University of Pennsylvania John C. Hanson University of Pittsburgh Donald R. Beall Richard P. Simmons Sam Houston State University Joe ‘Bud’ Haney Valdosta State University Kenneth L. Stanley Villanova University Debra A. Arvanites Western Carolina University James A. Valkenaar, Jr. Western Illinois University Vicki C. Klutts President’s Cabinet $500-$999 The University of Arizona Robert A. Eckert James W. Grantman Bradley University Robert E. Turner John T. Wholihan Case Western Reserve University Henry Ott-Hansen The Claremont Graduate University John W. Bachmann Drake University John Pappajohn Fordham University Bert W.M. Twaalfhoven The George Washington University John M. Cibinic University of Illinois at Chicago Daniel J. Phillips Indiana University Christopher T. Winkler John Carroll University Jack J. Kahl, Jr. Kent State University George E. Stevens McNeese State University Joe T. Miller, Sr.
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GENEROUS DONORS SUPPORTING BETA GAMMA SIGMA March 1, 2011 through February 29, 2012 Case Western Reserve University Howard A. Glassroth Monsogo Moukwa University of Chicago John T. Baily Thomas G. Baker Thomas W. Davis Denis E. Springer Richard J. Weiland Kuno A. Wyler University of Cincinnati Robert E. Dobbs Thomas R. Reynolds Clarion University of Pennsylvania Dalph S. McNeil Clark Atlanta University Hubert D. Glover Clarkson University Mark J. Stevens Clemson University John P. Harman Ronnie L. Jowers Marvin J. Pinson, Jr. Cleveland State University Craig White University of Colorado at Boulder Makoto Fletcher Robert S. Graham Carol Rydbeck Gruen Virginia G.H. Hammond Katherine L.M. Hart Thomas C. Nelson Velma Annette M. Rose University of Colorado Denver Joanne R. Casper Colorado State University Richard L. Robinson Columbia University Jennifer N. Bater Robert Davidow Rajan Dev Mark W. Grayson Cyril H. Hermele Earle W. Kazis Richard T. Morena Paul P. Morimanno John T. Quinn Diana M. Sattelberger Bartholomew J. Tortella University of Connecticut Robert C. Burrill Lindley M. Franklin Michael Friedman Gregory K. Phelps George G. Roller Wayne Spooner Creighton University Bryan K. Brown University of Dayton Terry D. Carder University of Delaware Larry D. Fitzwater University of Denver Lowell A. Hare Sylvester Houston Stacey E. Kipper John S. McCatharn Marcia C. Newhart DePaul University David Bouvier Thomas E. Deming Howard S. Goss Robert L. Killelea Ellen Miller James T. Schaefer University of Detroit Mercy Kathleen Dul Aznavorian Mark R. Carver Jacob Rehmann Patricia A. Tourney Drake University Erika Chandler Curtis Bruce G. Kelley Frederick N. Peters Daniel B. Peterson Daniel E. Prall Steven J. Roy Duquesne University Petros Christofi East Carolina University William H. Powell Allan K. Shores Kimberly J. Shores Joseph M. Tomkiewicz Eastern Illinois University Greg Bonnell Janet Treichel Eastern Michigan University Michael W. Krell Lisa J. McGrath Susan J. Montgomery Eastern Washington University Clifford D. Davis Emory University Ernest E. Ferguson James E. Herring Solon P. Patterson Lindsey R. Powell Homer E. Smith Fairfield University Thomas J. Tinghitella Fairleigh Dickinson University Norman Sohn
University of Florida John C. Appel George M. Boger John J. Slaboch Walter J. Smith Florida Atlantic University Carlene R. Walker The Florida State University Mark R. Arrigo Lowrie W. Brown David C. Williams Fordham University Annette A. Bandy Monserrate M. Carrero Margaret Duffy Kenneth T. Giebel Ford J. Levy Diane Turner John-Charles Van Essche James R. Weldon The George Washington University Carl W. Anderson Jillian Campbell Edward F. Dube Peter S. Francis Mary M. Lewis Melvin E. Modderman Ibou Thior Georgetown University Robert J. Almerini Kevin D. McNiel The University of Georgia Billy B. Beazley Johnnie L. Clark John J. Ossick Georgia Southern University Ralph M. Andrews Mary F. Hazeldine Martin W. Nesmith Lewis M. Stewart Georgia State University William D. Barker Jay A. Bernath Dale N. Davis Jack J. Edwards John D. Ernst Walter R. Henderson Carol Hunter Jenkins Larry F. Miller Richard S. Novack Vinita Sangtani David Zell Goethe University Jochen Woelpert University of Hawaii at Manoa Hammond S.K. Hu Lance M. Inouye Roger A. Peterson Barry Taniguchi Hofstra University Janet R. Cordano Charles J. Mulhern Ann E. Sutton University of Houston Marilyn M. Falkenhagen Dan Jolly Janet E. Lancon Paul S. Lindholm Anne Thatcher Parrish Virginia K. Simons Kathy J. Welch University of Houston-Clear Lake John M. Kovach University of HoustonVictoria Kazeem A. Adegbola Howard University Docia Hemphill Randolph University of Illinois John H. Barnes Clifford R. Buys Michael E. Fox Thomas W. Hough Thomas B. Sleeman John D. Stein Henry D. Strunk John M. Tucker University of Illinois at Chicago Mary Smoley Blust Sabrina A. Thorne Indiana University Theophilus B. A. Addo John K. Austgen Stephen A. Bodzin Terri L. Clark Donald C. Danielson Clarence H. Doninger Darlene L. Bates Dotson William D. Fischer Ray H. Garrison John D. Grant Thomas S. Hoelle Douglas A. Jentilet Howard Kahlenbeck, Jr. James A. Kayler James M. Krueger Gollakota Surya Kumar Gail E. Mullin Robert G. Nettles David B. Pearson Michael Pierce Franklyn L. Prickett George W. Rohe John V. Thomas Thomas F. Veldman Richard F. Weaver
Indiana University Northwest Dave S. Wilkinson Indiana University-Purdue University Fort Wayne Jonathan B. Dutton Indiana State University James M. Gutting Iona College Devlin L. Lansburg The University of Iowa Jeffrey B. Warner Margaret Macomber Wendt Victor W. Wilson James Madison University Susan K. Floyd John Carroll University Kerry L. Kipfstuhl University of Kansas Janet L. Buttery Edward J. & Helen B. Healy Kansas State University Robert C. Salem, Jr. Kent State University Dallas P. Lutz Clifford D. Shields Pamela A. Stevens University of Kentucky Paul W. Chellgren Richard L. Hooker King’s College David G. Martin La Salle University Susan C. Borkowski Sean T. McKenna James B. Morgan Todd J. Warner Lehigh University Joan B. Cole Sandra Goldfarb Gregg H. Hutchison Aimee P. Jalazo Eugene E. Morath Philip R. Peller University of Louisiana at Monroe Saul A. Mintz Louisiana State University Virginia J. Kahnt James E. Taussig Louisiana Tech University Bruce W. Berry Loyola University Chicago Deborah J. Bowen Nelia D. Castillo Vivian Guang-ying Chiu Gerard A. Swick Maria Tabrizi Kenneth R. Weigand Lisa C. Williams Loyola University New Orleans Brandt J. Dufrene, Jr. Loyola Marymount University Anita G. Aguilar John P. Lambert Loyola University Maryland Michael B. Adams Ronald R. Howell University of Maine John I. Simpson Marquette University Keith O. Hanson David J. Hushek Mark W. Loper Richard A. Romano Robert A. Schneider Lois A. Smith University of Maryland Robert H. Carmack George M. Ray Richard L. Vogel, Jr. University of Massachusetts Paul D. Bodin The University of Memphis Thomas M. Parzinger University of Miami Arthur H. Hertz Monika Nerger Jorge P. Sala The University of Michigan Arthur P. Bartholomew, Jr. John P. Byrne Patrick C. Fischer Norma G. Heller Shawn D. Mindus John C. Morley Richard C. Viinikainen Michigan State University Richard W. Bergson Dennis W. Duquette Steven J. Frisbie Robert E. Gerrie Edward E. Hagenlocker Douglas M. Klein Jack P. Lawson Richard J. Lewis Veronica G. Matejko Alexander C. McKeen James T. Morton Andrew G. Sall Stephen P. Stonestreet Terrence A. Tollefson Middle Tennessee State University Tracey Hoover University of Minnesota Margene Armson Bauhs Norman P. Bjornnes, Jr. Fred R. Friswold Douglas W. Kirk James W. Rustad University of Minnesota Duluth Saleh Abdelbary Bougary
University of Mississippi William E. Berry Lee W. Randall Mississippi State University Nancy L. Anderson Ronnie G. Michaels Ronald D. Niemeyer University of MissouriColumbia Steven P. Kuenzel Howard G. Sholl, Jr. University of MissouriKansas City Joan L. Hartung Richard S. Loraine Nancy Sue Milgram University of Missouri-St. Louis Kenneth M. Mensio David W. Trippe Monmouth University David Wong Montana State University Jack Ostrovsky Montclair State University Frank X. Nelson University of NebraskaLincoln Alan D. Chunka Alice L. Franks Aloysius P. Rieman University of Nebraska at Omaha Patricia L. Davis University of Nevada, Reno Kasey C. Hansen-Davis Gene R. Sheldon The University of New Mexico Kimberly S. Hallatt New Mexico State University Michael J. Lagana University of New Orleans Diana C. Bulot Thomas R. Mataconis Ann E. Vockroth New York University Joseph E. Adiletta Gregory J. Altman Mara Ellen Baror Mario P. Borini Leonard A. Brams Lori Mei Chan Paul Farber Stuart S. Flamberg Alan P. Gallo Miles M. Glantz William A. Heineman Robert C. Larose Lester A. Leight David M. Levine Leroy S. Lowenfeld Joseph P. Martori Sanford J. Moster Richard C. Nerod Richard J. Obetz David K. Owens Steven B. Wolitzer New York University Graduate School of Business Virginia C. Ashcraft Everitt Calvin R. Carver, Jr. Anne Manbeck Chamberlain Daniel E. Davies Matthew T. Feldman Donald E. Foley Lucy Kramer Julia Anne Peloso Elizabeth Ann M. Sherman Barry N. Winograd The University of North Carolina at Asheville Benjamin C. Hamrick The University of North Carolina at Chapel Hill Rajib Ghosh Jack M. Harris Nannette E. McNally Edward H. Nelson William K. Rollins Joel P. Stinson Bradford B. Walters John D. Whitworth The University of North Carolina at Greensboro Gloria L. Keesee Charlotte Roberts The University of North Dakota Lyle C. Kasprick North Dakota State University Randolph E. Christianson University of North Florida Robert A. Humphrey Alvin L. Sack University of North Texas Hugh D. Erskine Gary M. Shultz Patricia S. White Northeastern University Jonathan P. Kutrubes & Lynne E. Martel Charles D. Baker Richard C. Cloran James M. Fowler William F. Krock Stephen P. Schultz Gary H. Stein Northern Arizona University Douglas P. Busch James O. Carnes Daniel F. Stortz
Northern Illinois University Denis M. Desmond Michael E. Marciniak Harman J. Ziev Northwestern University Melvin S. Adess Rudolf Carl Michael R. Hogan William D. Isherwood, Jr. Kurt L. Janavitz James E. Kilponen Lawrence R. Kosinski Jerome Lamet Edward C. Messinger Paul E. Schneider John S. Thode University of Notre Dame Charles B. Ammann Katherine R. Crow Thomas J. Gyure Elmer D. Martin III Dennis C. McInerney Oakland University C.S. Bud Kulesza Ohio University Larry R. Webb The Ohio State University Barry S. Feldman Stephen E. Houck Bonnie L. Kaser Steven M. Katko Thomas W. Kramer Charles J. Lano William B. Patrick The University of Oklahoma John R. Barnes Nancy L. Gray Cheek Michael F. Farren Lucille Ann Poniatowski Sandy Harland Singleton Cynthia Bingman Smith Robert L. & Katherene P. Terrell Oklahoma State University Paul A. Porter Oregon State University Joan Austin Ken Austin University of Oregon Kevin W. O’Neill Thomas M. Swain University of Pennsylvania George Akel William R. Asher Ian M. Comisky Anthony J. Deleon Noreen Quinn Fisher Albert Greenbaum Frank M. Hatheway Clayton R. Jones Edward R. Koch James A. Maritz Thomas L. Markl Lawrence J. Marks Edward A. Schrag Kathleen Ann Walters S. Robert Winstanley The Pennsylvania State University Mark G. Elter John T. Fogarty James B. Miller Joseph L. Motz Paul H. Yeagle The Pennsylvania State University Great Valley Grete B. Greenacre Pepperdine University Thomas Dudley Kyle C. Murphy University of Pittsburgh John R. Davies Jens T. Jung James A. Maochi Richard S. Pizzedaz University of Portland Robert B. Pamplin Portland State University Ronald D. Johnson Purdue University Sigmund L. Cornelius Robert G. Gibson Anne E. Painter Kenneth J. Wilson Queens University of Charlotte Catherine S. Eason The University of Rhode Island Louise A.H. Bookman University of Richmond Hector Alonso John D. Robbins Robert S. Ukrop Rider University Michele S. Kelley Robert Morris University Kristina A. Fausti Patrick J. Litzinger Rande Somma University of Rochester Gary P. Johnson Christine M. Palamone Paul R. Ratoff Nicholas D. Trbovich Bruce H. Watkins Rochester Institute of Technology Cathleen M. Hagen Herbert W. Jarvis Rollins College Peter T. Davison Rutgers-The State University of New Jersey Camden John Marino-Deabler
Rutgers-The State University of New Jersey Newark Julie Schwartz Bold Michael T. Bucci Elizabeth J. Longendyck Sandra L. Wepprecht St. John’s University Anthony M. Deluise Margaret M. Healy Theresa Spreizer Kontogianis Graceann C. Laforgia Mary E. Lynch Deborah M. McDermott Anne Montalbano Christopher A. Pappas Lorenzo T. Vanore Saint Louis University Ellen Harshman Arthur L. Meyer Sam Houston State University Charles E. Amato Samford University Paul Dixon San Diego State University George G. Callaway Victoria E.J. Condos Carla M. Kuhns Charles M. Medvitz Barry J. Shillito University of San Francisco Aaron Miki George W. Parkerson Louise Chee Ping Wong San Francisco State University Helen Mah Catherine A. Sousa Melvin Yamamoto Kenneth Zee San Jose State University Dave L. Coles Roxanne V. Harbor Santa Clara University William W. Allman Robert J. Emmons David W. Gervais Mary D. Niemiller Seattle University Terrence C. Kabanuck Carol Schueler Seton Hall University James Malgieri Michael J. Swantic Shippensburg University Jonathan C. Moats Sonoma State University Wallace M. Lowry University of South Alabama Sheryl Breaux Daniel University of South Carolina Elmer F. Frick Travis A. Heneveld Ruth A. Moyer Harold P. Pruitt A. Eugene Rountree Bjorn B. Thaler University of South Dakota Charles A. Jacob University of South Florida Susan L. Clark Loretta S. Loftus Noreen B. Murga Wondel Smith Jane K. Whitney University of Southern California Robert S. Brezovec Edward M. Casselman Steven D. Crowe Robert R. Dockson Jay H. Grodin David E. Hale Terrence O. Hughes James D. Leewong James Muller James H. Olds Shuhui Peng Richard Phegley David M. Rich Jason White
Southern Illinois University Carbondale Roy A. Causey Southern Illinois University Edwardsville James A. Morrell Southern Methodist University Ashley Arendale Robert W. Calloway Robert E. Henderson Christopher C. Loy Stephen A. Titcomb Richard C. Ware Stephen F. Austin State University Cadence R. Morris Shannon E. Dunbar Oliver Christopher Simard Craig G. Townsend S. Ann Wilson Suffolk University Susan O. Olivier Susquehanna University James App Marvin J. Rudnitsky Syracuse University Michael A. Dritz Richard A. Frank, Jr. Charles E. Kunkel The University of Tampa Craig C. Lewis Laura M. Simon Temple University Daniel R. Bradford Daniel R. Burkus Charles J. Davidson Arnold Glaberson Ronald S. Gross Saniah M. Johnson Lindsay J. Marsh Gary Mozenter Simon P. & Barbara Shore Pines The University of Tennessee at Knoxville Cheryl A. Butler R. Gale Manley Barry P. Sebralla Tennessee Technological University Martin L. Medley The University of Texas at Arlington Vicki L. Goodwin Mark C. Hensel, Jr. Ye Liu The University of Texas at Austin Orville A. Armstrong Donald R. Broadland Donald G. Calhoun Earl C. Huse Vicki G. Keiser Owen R. Messenger Carol A. Shepherd The University of Texas at Tyler Jack L. Phillips Texas A&M University Randall C. Present Texas Christian University David E. Bell Forrest H. Goodall Texas Tech University Coburn A. Buxton Gene H. Johnson Patrick J. Killman University of Toledo Robert E. Hansen William M. Ligibel Borge R. Reimer Tulane University Paul E. Baker, Jr. Lance B. Young University of Utah Francis A. Madsen, Jr. Vanderbilt University Sergey Alekseychick
Villanova University Abigail Butkus Richard P. Caporaso Christopher C. Carey David B. Crowley Jeffrey P. Evans Stephen C. Adams Robert P. Black University of Virginia Andrew E. Bowles George P. & Martha B. Buckey David E. Houseman W. Frederick Thompson Thomas H. Wilson Virginia Commonwealth University David B. Wright Virginia Polytechnic Institute & State University Hermann Buerger Michael J. Gronsky Edward M. Mazze John G. Rocovich, Jr. Muzzo Uysal John E. Wilson Wake Forest University Ellen J. Glazerman Washington University John F. Danahy William R. Dodd William P. Donovan B.C. Downs Sam Fox Diane E. Harrison Howard E. Lovely Robert E. Markland Raymond W. Paulsen John H. Renth Rowland Ricketts, Jr. Gary W. Rust Maria W.G. Schweizer Henry L. Seifert Joe E. Strawn, Jr. John K. Wallace University of Washington Philip R. Bogue Donald W. Gonzales Robert E. Hallowell Washington and Lee University Reid T. Campbell Robert C. Gammon Floyd D. Gottwald, Jr. Julian B. Mohr Robert W. Moorhead Glenn O. Thornhill, Jr. Wayne State University James C. Fyffe Eugene R. Morabito Mark D. Schmidt The University of West Florida Stephen J. Basel Arup Mukherjee University of West Georgia J. Mark Miller West Virginia University George G. Bauernfeind Richard M. Gardner Patrick C. Mann Western Michigan University Jeffrey S. Fecko Matthew F. Gonzales Quenten T. Wilber Western Washington University Wenderly J. Porterfield
Wichita State University Melvin L. Bird Arthur A. Winquist College of William & Mary Rosemary Leach Spell Hays T. Watkins University of WisconsinMadison Merri Berger Beckfield Bruce R. Ellig James Fetek David Geraldson Daniel L. Goelzer Roger S. Hoffman Gary E. Lessuise James Schommer Anton T. Vanek University of WisconsinMilwaukee Lea E. O’Day University of WisconsinOshkosh Daniel A. Bollom Larry R. Koeppen University of WisconsinWhitewater James A. Karpowicz Wright State University Frank James University of Wyoming John D. Stiles Youngstown State University Kristin B. Hawkins Matching Contributions AIG Matching Grants Graceann Laforgia Amgen Foundation Wolfgang K. Goetzinger AXA Foundation Jay Johnston Bank of America Beverly D. Bodine Michael Lamb Chevron Humankind Kenneth Zee Clarkston Consulting Marie R. McDonald Coach Anthony J. Galvin Conoco Phillips Sandy H. Singleton Gate City Bank Dennis J. Elbert GE Foundation Abigail L. Butkus James Nuttall Houghton Mifflin Diane McGinn Intuit Foundation William B. Hollis JP Morgan Chase Foundation Iris Altilio Macy’s Foundation D. Moran Monsanto Fund James Morrell PCS Administration (USA) Inc. R. Luzwick Pfizer Denise T. Wakim Pfizer E. Thomas Thurber Saint-Gobain Corporation Joseph Sullivan
Thank You!
FOR YOUR GENEROUS SUPPORT
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Participants of the Winter 2012 Beta Gamma Sigma
Student Leadership Forum February 2-5, 2012
Charleston, SC