Using Multi-Rater (360) Assessments to Drive Business Outcomes Shane Douthitt, Ph.D. Scott Mondore, Ph.D.

Learning Objectives • How to use multi-rater assessments for senior

and front-line leaders • Key process steps for effective implementation

of a multi-rater assessment • How to link competencies to business

outcomes—Calculate ROI • Identifying key training needs for the

organization • How to drive development at the systemic and

individual level in your organization

SMD Publications

Published by SHRM (2009)

Published by SHRM

(2011)

#3 Bestseller for 2011

HR People & Strategy has awarded SMD The Walker Prize for their article on Talent Management Analytics. “The Walker Prize is given to the article that ‘best advances state-of-the-art thinking and practices in human resources.’"

About SMD: Driving Business Results Through Talent Management

Our Platform • Implement Talent Management processes based on analytics, linking

people to critical business outcomes • Partner with our clients to create and execute people strategies that drive

business outcomes and maximize ROI

Our Results • Linkage of Talent Management (e.g., engagement

survey results, training, performance ratings, competency assessments) to a variety of business outcomes: ▫ Operations Metrics (e.g., operating margin) ▫ Financial Metrics (e.g., sales dollars, productivity) ▫ Customer Satisfaction ▫ Turnover/Retention ▫ Employee Safety

• Significant bottom-line improvements and return-on-investment for our clients.

Connecting Employees to Business Results • HR Strategy & Planning • Human Capital Measurement • Talent Management • Leadership Development • Executive Assessment & Coaching • Organizational Effectiveness

Presenter Bio Scott Mondore, Ph.D. Scott has over 15 years of experience in the areas of strategy, talent management, measurement, customer experience and organizational development. He has internal and consulting experience across a variety of industries including transportation, healthcare, manufacturing, pharmaceuticals, utilities, and hospitality. Scott is currently a managing partner of Strategic Management Decisions (SMD). Before SMD, he served as East Region President for Morehead Associates, a healthcare HR company. Before joining Morehead, Scott worked as a Corporate Strategy Director at Maersk, Inc. He also worked as an Organizational Effectiveness Leader at UPS, focusing on employee assessment and measurement as well working as a consultant to large and small organizations in both the private and public sector. He is the co-author of “Investing in What Matters: Linking Employees to Business Outcomes” and has published several articles on various topics, including employee turnover, employee safety, coaching, litigation and leadership. Scott is also an Adjunct Professor of Psychology at the University of Georgia, Fairleigh Dickinson University & the University of North Carolina-Charlotte. Scott holds a master's degree and doctorate in applied psychology from the University of Georgia.

Presenter Bio Shane Douthitt, Ph.D. Dr. Shane S. Douthitt is a co-founder and managing partner of Strategic Management Decisions (SMD). He has more than 18 years of experience in the areas of measurement, talent management, executive assessment and coaching, and organizational development across a variety of industries. Before SMD, he was the SVP of Sales and Product Management at Morehead Associates—a healthcare HR consulting company. Before joining Morehead, Shane worked as a Senior Vice President of Human Resources & Leadership Development at Bank of America. Shane also worked as a consultant for Towers Perrin and IBM. Shane is the co-author of “Investing in What Matters: Linking Employees to Business Outcomes” (SHRM, 2009) and “Business-Focused HR: 11 Processes to Drive Results” (SHRM, 2011). In addition, he has published several articles in leading journals on a variety of topics, including HR strategy, measurement, teams, individual differences and diversity, employee selection, group dynamics, and careers, and leadership development. Shane holds a master's degree and doctorate in applied psychology from the University of Georgia, as well as a master’s degree in industrial/organizational psychology from the University of Tulsa.

RETHINK Your Approach to HR! Make HR a Profit Center • Quantify the impact of employees on business outcomes • Calculate an expected ROI for investments in employees • Define the relationship between HR processes and business outcomes

Connect Key HR Processes • Provide a single, integrated view of key HR processes • Reduce your HR related costs through integration and strategic alignment • Connect HR processes to business results

Spend More Time Driving Results • Align HR professionals, organizational leaders, & employees to focus on actions

that drive results • Provide customized analytics and simplified reporting through business-focused

scorecards

Talent Link Key HR Processes

Business Outcomes

Performance Management

Selection

Employee Survey

360 Feedback

Succession Planning

Competency Builder

Career Development

Training

Examples of Business Outcomes

People • Turnover • Employee engagement Service • Customer satisfaction • Wait times Quality • Clinical outcomes • Product Defects Finance • % to budget • Cost reduction Growth • Sales growth • Margin growth

Key HR Processes in One Place

Agenda • Using Multi-Rater Assessments • Communicating the advantages of multi-rater

assessments • Executing the process • Linking results to business outcomes • Comprehensive Case Study • Driving development and buy-in across the

organization • Timing to execute

What Our Clients Are Saying…

“We can’t make the business case to do it.”

“I’ve had trouble in the past getting employees to do anything with the results.”

“We don’t have the resources for these types of analytics.”

“We say our people are the key but we don’t invest much in them.”

“The information can be very insightful.”

Uses for Multi-Rater Assessments • Senior Leaders: ▫ Common: Individual Development; Senior Team Functioning ▫ Cutting Edge: Incorporated into a comprehensive leadership

development program; linked directly to business outcomes • Front-line Managers ▫ Common: Individual development ▫ Cutting Edge: Linked directly to business outcomes &

performance metrics; training needs assessment • Front-line Employees

▫ Common: not usually done ▫ Cutting Edge: customers (external or internal) included in the

process and linked to performance metrics

Sample Leadership Program Overview Phase 1 Design Program

•Build leadership strategy •Define program objectives and create “blueprint” •Select and build customized program components •Build customized leadership assessment process •Match & train assessors

Phase 2 Assessment & Feedback

•Kick-off program and orient participants •Participants and assessors complete assessments • Multi-rater • Follow-up Interviews •Personality Assessment

•Aggregate assessment data and produce an overall leadership team report •Provide feedback and build development plan

Phase 3 Group Learning

•Execute group learning sessions including: •Business strategy and organizational alignment •Effective leadership skills •Creating an effective development plan •Aggregated assessment results and leadership team development

•Execute learning action team projects •Observe and provide feedback & coaching

Phase 4 Coaching

•Provide coaching during periodic 1:1 meetings •Participants have, as needed, access to coaches throughout the process •Wrap-up program •Evaluate program effectiveness

Advantages of Multi-Rater Feedback

Accuracy Face-Validity Richer Insights

Open Communication

Practical & Cost-effective

Commitment to Performance

14

Multi-Rater Assessment Process

Define Objectives

Define Competencies

Develop Tool & Pre-

Launch Process

Launch & Administer

Deliver Reports & Feedback

Conduct Systemic Analysis

Step 1: Define Objectives • Answer the following questions: ▫ What business objectives are we trying to achieve? ▫ What business outcomes are we trying to drive? ▫ Which employees will participate in the process and

when? ▫ How will reports be delivered and feedback

facilitated? ▫ What competencies/behaviors will be assessed? ▫ What role will the managers of participants play? ▫ How will raters be selected? ▫ How will the overall process be communicated?

Objectives of Multi-Rater Assessment

• Performance feedback from multiple sources to drive individual development; Review of changes in performance over time for Sales reps who participated in 2009.

• Systemic analysis of all assessment data to identify macro-level strengths/development needs and adjust company-wide training strategy based on results.

• Linkage analysis to reveal the specific competencies, skills, and behaviors that directly drive market share movement and script writing behavior.

25 competency items 4 overall ratings 1 open-ended item 7-point response scale

Evidence-Based Selling Skills Managed Care Expertise

Relationship Building Advanced-Level Selling Skills

Product & Disease State Expertise Account Management Consultative Selling Skills

Sales Force Differentiators

Needed to be Successful

Must have to do the Job

Step 2: Define Competencies

Selling Skills Assessment Sample Items Competency Sample Item

Account Management Responds with appropriate urgency to requests that require follow up

Advanced-Level Selling Skills

Engages in discussions with healthcare providers that are relevant and interactive

Evidence-Based Selling Skills

Easily discusses concerns about bias in XYZ’s clinical studies

Accurately answers questions about clinical study methodology

Product & Disease State Expertise

Articulates all potential effects that XYZ can have on patients depending on therapy paradigm and patient profile

Managed Care Expertise Effectively finds solutions to managed care challenges and restrictions

Relationship Building Comfortably builds rapport with healthcare provider’s office staff

Consultative Selling Skills

Asks pertinent and insightful questions during interactions to identify customer needs

Step 3: Develop Tool & Pre-Launch Process

• Create the on-line survey • Provide sufficient communications to key

stakeholders in advance of the survey launch • Effective communications will: ▫ Reduce participant anxiety ▫ Clearly state the purpose of the process ▫ Align the initiative with organizational strategy ▫ Improve the response rate ▫ Clearly outline project timing

Rating Scales 5-Point Scales

Agreement: 0 = Cannot Answer 1 = Strongly Disagree 2 = Disagree 3 = Neither Agree or Disagree 4 = Agree 5 = Strongly Agree Frequency: 0 = Cannot Answer 1 = Never 2 = Rarely 3 = Sometimes 4 = Often 5 = Always

6-point Scale Agreement: 0 = Cannot Answer 1 = Strongly Disagree 2 = Disagree 3 = Somewhat Disagree 4 = Somewhat Agree 5 = Agree 6 = Strongly Agree Frequency: 0 = Cannot Answer 1 = Never 2 = Almost Never 3 = Sometimes 4 = Frequently 5 = Almost Always 6 = Always

7-point Scale Agreement: 0 = Cannot Answer 1 = Strongly Disagree 2 = Disagree 3 = Somewhat Disagree 4 = Neither Agree nor Disagree 5 = Somewhat Agree 6 = Agree 7 = Strongly Agree Frequency: 0 = Cannot Answer 1 = Never 2 = Seldom 3 = Rarely 4 = Sometimes 5 = Often 6 = Very Often 7 = Always

Screenshot

Step 4: Launch & Administer Survey

Tips for Increasing Customer Responses 1. Employees should personally invite customers to provide feedback, communicating

the following:

• Emphasize the organization’s continuous efforts to improve customer service, meet customers’ needs and gather customer feedback and input

• The organization and the employee value his/her input

• His/her feedback will be used to improve the employee’s performance, as well as guide organizational development at a macro-level

• Confirm the contact information of the customer

2. After the survey process is completed, employees should provide the customer with a summary of the developmental feedback received and the developmental activities planned to address the feedback.

Step 5: Deliver Reports & Feedback • Individual reports are generated for each

participant . ▫ Provide detailed feedback to participants on their

strengths and development needs. ▫ Reports provide scores for overall competencies (e.g.,

consultative selling, product/disease-state knowledge), as well as individual behaviors, skills, and knowledge (e.g., the sales professional accurately answers questions about clinical study methodology).

▫ Rater group scores (e.g., healthcare providers) are broken out separately when three or more ratings are received (except for the manager and self rating which is provided based on a single submission).

Impact on Revenue (Beta Weight)

Perf

orm

ance

Prioritizing Interventions:

360 HeatMap: Revenue % Effective

Linked to Your LMS

Step 6: Conduct Systemic Analysis • Conduct a systemic analysis utilizing the

aggregated data set. • A linkage analysis, using structural equations

modeling, can be conducted that links competencies to business outcomes (e.g., market share).

• The analysis allows an organization to prioritize individual behaviors that contribute to the desired outcome.

• The analysis allows organizations to prioritize training & development interventions.

Participation Results

• 139 Reps participated in the Assessment

• Total Number of Reviews Completed: 994

▫ Manager Reviews: 139

▫ Physician Reviews: 717

• Average of 7 reviews per participant

• Highest number of physician responses was 18

28

Competency-Level Results

Competency Overall Average** Self Manager Physician

Relationship Building 5.57 5.75 5.50 5.75

Account Management 5.55 5.70 5.30 5.73

Product & Disease-State Expertise* 5.55 5.48 5.28 5.73

Managed Care Expertise* 5.55 5.53 5.40 5.70

Evidence-Based Selling Skills* 5.53 5.80 5.97 5.70

Sales Representative Overall 5.52 5.48 5.25 5.53

Advanced-Level Selling Skills 5.35 5.43 5.03 5.55

Consultative Selling Skills* 5.31 5.25 5.98 5.58

Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree

*Denotes key drivers of Script Writing and Market Share Performance. **Overall Averages Exclude Self Ratings.

Green and Red shading denote statistically significant differences between the rater group (i.e., Self, Manager, or Physician) and the Overall Average.

Overall Highest Scoring Items

Competency Item Overall Average*

Account Management Effectively works with the entire office (e.g., all healthcare providers, office manager, nurses) to meet patients’ needs

6.70

Account Management Respects the policies and procedures of the healthcare provider's office 6.70

Advanced-Level Selling Skills Responds with accuracy to questions pertaining to XYZ and the disease state

6.70

Consultative Selling Skills Provides education and clinical information, and is viewed as a trusted pharmaceutical representative

6.70

Product & Disease-State Expertise Possesses broad knowledge of the testosterone replacement market 6.70

Product & Disease-State Expertise Effectively differentiates XYZ from other products in the male hormone replacement category

6.70

Managed Care Expertise Articulates the formulary advantages and status of XYZ 6.70

Relationship Building In addition to discussing the male hormone replacement market, is well rounded and can effectively converse on various topics

6.70

Relationship Building Comfortably builds rapport with healthcare provider's office staff 6.65

Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree

*Overall Averages Exclude Self Ratings.

Overall Lowest Scoring Items

Competency Item Overall Average*

Advanced-Level Selling Skills Gains commitment from healthcare providers to take specific action (e.g., write more scripts, try XYZ)

6.05

Consultative Selling Skills Gains commitment from stakeholders across the healthcare provider's office to take specific action (e.g., try XYZ)

6.10

Consultative Selling Skills Asks pertinent and insightful questions during interactions to identify customer needs

6.25

Advanced-Level Selling Skills Effectively listens to and addresses healthcare providers' needs and concerns 6.40

Consultative Selling Skills Understands physicians' unique approaches to treating the disease state and provides solutions based on needs

6.40

Managed Care Expertise Effectively positions vouchers in the correct situations 6.40

Advanced-Level Selling Skills Engages in discussions with healthcare providers that are relevant and interactive

6.45

Sales Representative Overall The sales representative is a highly valuable resource to healthcare providers' offices

6.45

Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree

*Overall Averages Exclude Self Ratings.

Competency-Level Results by Region

Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree

*Denotes key drivers of Script Writing and Market Share Performance; Averages Exclude Self Ratings.

Green and Red Shading denote differences of +/- 0.10 from the Overall Competency Average..

Region Account Management

Advanced-Level Selling

Skills

Consultative Selling Skills*

Product & Disease-State

Expertise*

Evidence-Based Selling

Skills*

Managed Care Expertise*

Relationship Building

Sales Representative

Overall

201 5.55 5.43 5.49 5.49 5.34 5.48 5.53 5.35

202 5.81 5.59 5.70 5.70 5.57 5.81 5.81 5.59

203 5.55 5.41 5.51 5.51 5.35 5.50 5.52 5.55

204 5.73 5.55 5.55 5.55 5.55 5.55 5.55 5.55

205 5.50 5.35 5.55 5.55 5.38 5.51 5.55 5.52

205 5.49 5.55 5.55 5.55 5.58 5.71 5.55 5.45

207 5.73 5.54 5.53 5.53 5.51 5.52 5.55 5.48

301 5.59 5.47 5.42 5.42 5.55 5.45 5.52 5.47

302 5.75 5.57 5.50 5.50 5.49 5.57 5.77 5.59

303 5.58 5.53 6.61 6.61 6.52 6.63 6.76 6.59

304 6.79 6.64 6.74 6.74 6.65 6.75 6.82 6.72

305 6.48 6.38 6.29 6.29 6.37 6.46 6.55 6.41

306 6.68 6.71 6.64 6.64 6.68 6.68 6.73 6.65

307 6.68 6.63 6.58 6.58 6.46 6.57 6.59 6.51

308 6.53 6.48 6.63 6.63 6.57 6.57 6.67 6.54

Overall 6.64 6.53 6.56 6.62 6.51 6.60 6.68 6.55

Cohort Comparison: Competency Ratings

Competency General Rep Average**

(N = 132)

North Star Rep Average

(N = 7)

Difference (NS - General)

Significant Difference***

Account Management 5.53 5.88 +0.25 Yes

Advanced-Level Selling Skills 5.53 5.71 +0.18 No

Consultative Selling Skills* 5.55 5.79 +0.26 Yes

Product & Disease State Knowledge* 5.51 5.79 +0.18 No

Evidence Based Selling Skills* 5.50 5.75 +0.25 Yes

Managed Care Expertise* 5.50 5.77 +0.17 No

Relationship Building 5.57 5.83 +0.26 No

Sales Representative Overall 5.54 5.71 +0.17 No

Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree

*Denotes key drivers of Script Writing and Market Share Performance. **North Stars (i.e., top performing Reps) were identified by Sales Directors based their track record of delivering results in a manner consistent with Auxilium’s values. ***Differences were considered statistically significant at the 0.10 level.

Identifying Drivers of Sales Performance

Linkage Analysis Methodology: Structural Equation Modeling (SEM) Traditional data analysis methods include: • Qualitative analysis or gap analysis (strengths/weaknesses) • Correlation • Regression

Advantages of SEM: • Allows you to assess multiple independent measures (e.g.,

competencies) & dependent measures (e.g., sales performance outcomes) simultaneously.

• Implies causality and allows you to calculate the ROI

SEM is commonly used in other industries (e.g., econometrics, market research)

Linkage Analysis Results:

Overview of the Full Model

Evidence-Based Selling Skills

Consultative Selling Skills

Managed Care Expertise

Product & Disease-State

Expertise XYZ Script Writing

Market Share 0.10*

0.29*

0.54*

0.16*

0.19*

0.60*

*Higher path values indicate a stronger impact based on a 0.0 to 1.0 scale.

1

2

3

4

Circled numbers indicate the development priority based on the magnitude of the relationship with script writing & market share.

Findings & Implications: • Evidence-Based Selling Skills are a significant, causal driver of Script Writing and Market Share. • Evidence-Based Selling Skills, in turn, are driven by Product & Disease State Expertise, Managed Care

Expertise, and Consultative Selling Skills. • Prioritizing initiatives that target the key drivers listed above will lead to improvements in sales

performance among XYZ Sales Representatives.

Linkage Analysis Results:

Overview of Critical Item-Level Drivers Priority* Competency Item

Evidence-Based Selling Skills

Easily discusses concerns about bias in XYZ’s clinical studies

Accurately answers questions about clinical study methodology

Product & Disease State Expertise

Possesses broad knowledge of the testosterone replacement market

Articulates all potential effects that XYZ can have on patients depending on therapy paradigm and patient profile

Managed Care Expertise

Understands the specifics of managed care plans

Effectively finds solutions to managed care challenges and restrictions

Consultative Selling Skills

Understands physicians’ unique approaches to treating the disease state and provides solutions based on needs

Asks pertinent and insightful questions during interactions to identify customer needs

1

2

3

4

*Priorities determined based on the magnitude of the relationship with script writing & market share.

Comparison of 2009 and 2011 Assessment Results

Competency-Level Change in Performance

Competency 2011 Average**

2009 Average**

Difference (2011 – 2009)

Significant Change

Account Management 6.65 6.64 +0.01 No

Advanced-Level Selling Skills 6.55 6.59 -0.04 No

Consultative Selling Skills* 6.59 6.47 +0.12 Yes

Product & Disease State Knowledge* 6.65 6.51 +0.14 Yes

Evidence Based Selling Skills* 6.56 6.34 +0.22 Yes

Managed Care Expertise* 6.64 6.42 +0.22 Yes

Relationship Building 6.70 6.64 +0.06 No

Sales Representative Overall 6.61 6.53 +0.08 No

Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree

* Denotes 2011 key drivers of Script Writing and Market Share Performance. ** Averages calculated for XYZ Sales Representatives who participated in the assessment in 2009 and 2011 (N=84); therefore, 2011 averages reported here differ slightly from 2011 averages presented previously. All averages exclude self ratings.

Taking Action on the Assessment Results

Key Drivers of Sales Performance*:

1. Evidence-Based Selling Skills

2. Product & Disease State Expertise

3. Managed Care Expertise

4. Consultative Selling Skills

The Key Drivers are levers that can be invested in to:

• Improve Script Writing Performance

• Grow Market Share

• Enhance Sales Representatives Overall Performance

Prioritizing opportunities and maximizing return on investment Low Scoring

Items Market Share

Drivers

Manager/Customer Comments

Prioritizing Interventions

Manager

Sales Rep

Post-Assessment support should inform all levels:

• System

• Manager

• Individual

Organization

Region

Rep

Rep

Rep

Region

Rep

Rep

Rep

Region

Rep

Rep

Rep

Organization

Systemic Interventions

Individual Develop. Plans

Improving Behaviors Across the Organization

Using the Results

• Deliver workshops on interpreting report and building a development plan

• Developed a training resource guide – organized by competency available for all employees and managers

• Incorporate results into training strategy and plans for Product XYZ sales force

• Adjust brand strategy to align with key learnings • Used the ROI to gain organization-wide

buy-in

Individual Prioritization

2011 Selling Skills Assessment: Individual Development Priorities and Action Plan

Rep NAME: John Doe REGION: 304

Individual Development Priorities*

Competency Item Performance/ Priority Level**

Evidence Based Selling Accurately answers questions about clinical study methodology 1 Evidence Based Selling Easily discusses concerns about bias in XYZ's clinical studies 1 Consultative Selling Asks pertinent and insightful questions during interactions to identify customer needs 2

Consultative Selling Provides education and clinical information and is viewed as a trusted pharmaceutical representative 2

Consultative Selling Gains commitment from stakeholders across the healthcare provider's office to take specific action (e.g. try XYZ) 2

Consultative Selling Understands physicians' unique approaches to treating the disease state and provides solutions based on needs 2

*Priority competencies/items identified based on the magnitude of their relationship with XYZ Script Writing and Market Share; Focusing on development actions that target the competencies/items listed above will contribute directly to improvements in bottom line sales performance. **Performance/priority based on rep's performance on the 2011 Selling Skills Assessment; Red = Low Performance; Yellow = Average Performance; Green = High Performance.

Development Action Plan Competency/Item Development Action Target Date 1.

Practical Execution Tips • Use the linkage analysis to secure management buy-in • Assess Organizational Readiness • Create a Valid and Reliable Instrument • Set Clear Objectives for the Process • Select and Coach Raters • Coach Employees on Interpreting Their Ratings • Train Employees on Creating Development Plans • Formalize a Goal-Setting Component • Implement the Process on a Routine Basis • Use the Process for Development Purposes Only • Align Ratings with Observed Behaviors • Present Data in Multiple Forms in Reporting • Focus on Task/Skills Improvement • Evaluate the Effectiveness of the Entire Multi-rater Process

Timing

Step Time to Complete

Identify 360 target population Define measurement/process objectives Define critical competencies and behaviors

2 weeks

Finalize tool and pre-launch process 2-3 weeks

Launch and administer 3-4 weeks

Deliver reports and feedback process 2 weeks

Present systemic analysis 2 weeks

Total Time 11-13 weeks

What We Have Covered • The most effective uses for multi-rater

assessments • Advantages of multi-rater assessments • The process for effectively executing a multi-

rater assessment • How to link the competency assessments to

business outcomes • How to leverage the multi-rater assessment to

conduct a systemic training needs assessment • Driving development at the systemic and

individual level

To Contact Us:

Shane Douthitt, Ph.D. Managing Partner

sdouthitt@smdhr.com (704) 975-6820

Scott Mondore, Ph.D. Managing Partner

smondore@smdhr.com (404) 808-4730

www.smdhr.com