Rosen Group Expands to Offer HR Technology Consulting Services

  • -

Rosen Group Expands to Offer HR Technology Consulting Services

New consulting service enables organizations to maximize their HR function with ideal HR tech

Philadelphia, PA (January 12, 2021) – Rosen Group, a leading national staffing and coaching firm specializing in HR, has expanded its suite of services by offering HR technology consulting through its partner, HRComputes.

Now mid-sized and enterprise organizations throughout the country have a single source for securing vital HR support. The new service from Rosen Group allows HR leaders to get more out of existing HR and Payroll systems, select a new system to match their evolving needs, and then implement the new system to transform the HR function for optimum performance.

“For over 20 years, Rosen Group has been the trusted source for hundreds of companies when it comes to HR staffing and individual HR career coaching,” said Scott Rosen, president of Rosen Group. “Through our proven partner, HRComputes, we can now help our clients ensure the backbone of their company – their HR technology – is performing in an ideal way to meet their organization’s challenges.”

“We’re thrilled to partner with Rosen Group,” said Morris Yankell, founder of HRComputes. “Their reputation for bringing high quality solutions to their HR clients is aligned perfectly with our decades-long success with HR teams.” Kristina Kohl, president of HRComputes, added, “We’re able to bring a transformational perspective to the management of human resources – ensuring each organization’s systems and processes are optimized to get the most out of its HR infrastructure. Partnering with Rosen Group means HR professionals have greater access to extraordinary HR solutions.”

About Rosen Group

Rosen Group provides direct hire and contract placement of Human Resource professionals at all experience levels, specializing in recruiting, compensation, benefits, HR technology, payroll, labor relations, training & development and employee relations. Its network of talent consists of thousands of highly qualified, prescreened talent ready to hit the ground running. In addition, the company offers HR career coaching services and, through its partner, HRComputes, the company provides HR technology consulting services.

About HR Computes

Since 1990, HRComputes has helped clients manage complex issues relating to human capital management systems. They’re known for: providing a valuable, independent second opinion; mentoring and development of their clients’ current and new staff; and provide expertise to bridge between HR, IT and HR technology vendors.

For more information about HR technology consulting services offered through Rosen Group, visit the Rosen Group website.

  • -

The Propel Diversity and Inclusion Program- 2020

By: Stanley J. Sherman, Principal Consultant and Coach , The Propel Consulting Group


The global response to recent acts of racial injustice has affected businesses directly and indirectly. In the wake of this national reckoning, people are primed for the next level of discourse around diversity and inclusion – one aimed at actual solutions.

Companies today realize that championing diversity, equity, and inclusion is essential to long-term growth. They cite the following pillars of a business case:

  • Improving financial performance: Research undertaken by McKinsey (2012) found that companies with diverse top teams exceeded others by 56% in operating results and achieved 53% higher returns on equity.
  • Attracting and retaining talent: Current employees and job seekers are raising the bar, asking what companies are doing to promote diversity and inclusion. 
  • Reflecting the marketplace and building reputation: Studies have shown that greater diversity equates to higher levels of corporate social responsibility.
  • Increasing innovation and performance: Research by Scott E. Page has shown that business innovation depends less on IQ and more on diverse people working together.

Companies have invested time and resources in diversity and inclusion programs, yet challenges persist. Common mistakes include assuming the root cause of a D&I gap is strictly related to D&I; going for easy fixes over a comprehensive approach; promising something impossible; aiming for best-in-class prematurely; and focusing on representation rather than the talent pipeline, a report by management consultant Korn Ferry suggests.

Our Thoughts

The Propel Consulting Group recognizes that the subject of diversity is nuanced. Every company has distinct challenges and needs. We offer this resource for organizations as they develop their D&I programs.

We are seeing great work being done in D&I and have identified some actionable steps to bolster these efforts. We believe D&I programs are most effective when new behaviors and organizational practices are ingrained in the corporate culture and “baked-in” to everyday business operations.  

Whether starting or growing a D&I program, sufficient collection and analysis of data are key to developing a baseline. For example, recruitment data and employee satisfaction surveys provide insights that can be used to help identify gaps and ensure that employers avoid unconscious bias.  

We advocate for a fully integrated learning experience in which D&I coexists with all development and training activities. A recent presentation by Independence Blue Cross, a civic and community leader recognized for its expertise in D&I, states, “Diversity and Inclusion is not an initiative separate from human resources and learning and development –it is ingrained in the fabric of those entities.”

The unique nature of the learner’s experience should be considered. While content is important, people are even more important. “Learners need an inclusive space to feel supported, explore new ideas, and grapple with complex issues,” according to Independence Blue Cross.

Formalize Internal and External Strategies

A diversity pledge is one tool that can help organizations signal their commitment. Some examples include:

  • Uniqueness is powerful. Be yourself. We like it that way. Diversity fuels the Un-carrier spirit.
  • Our commitment to inclusion across race, gender, age, religion, identity, and experience drives us forward every day.
  • We are inclusive. We celebrate multiple approaches and points of view. We believe diversity drives innovation, so we’re building a culture where difference is valued.
  • We take a holistic approach. We’re always growing our network of people, programs, and tools all designed to help employees grow and manage their careers. We foster both a top-down and grassroots approach. This gives us the freedom to address the broadest set of initiatives.
  • We focus on corporate diversity, equity, and inclusion; health equity; economic equity; and leadership in social justice.

Here are some other things companies are doing to support a dynamic and diverse workplace culture:

  • Make learning resources – books, movies, podcasts, articles, trainings – available to employees through an online D&I Resource Center.
  • Establish employee resource groups to foster a sense of belonging.
  • Organize Reverse Mentoring and Mentor Matching programs.
  • Pilot lunch-and-learn sessions that offer education and a safe space to discuss D&I topics.

It is important to note that these are not quick fixes. The best measures are those that are implemented with intention, reinforce key learnings, and honor the contributions of everyone involved.

Foster High-Performing Teams

Teams that are high performing are also diverse, inclusive, safe, and courageous. Without a real, ongoing concentration in D&I, there is a risk that teams might not operate at the level near their highest potential.

We also believe that people need to have some skin in the game to make them hungry for change. We believe there are a few factors that motivate someone to change, especially when an individual might not see the need to. Such change can be subtle yet spark a ripple effect.

Perhaps it’s a new experience that takes someone outside of his or her comfort zone. Travel or another transformational experience is one example, rather than the occurrences that hit us over the head, like a tragedy or health warning.

Encouraging employees to give D&I-related feedback and assessing their performance on D&I measures can also be effective.

We want to develop motivation to ensure that people have the skills, commitment, and conviction to create a safe, equitable, and transformed workplace.

The Propel D&I Program

Sun Tzu, in The Art of War, writes, “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.”

Achieving a diverse, equitable, and inclusive organization requires a strategic approach marked by new styles of leadership, engagement, and planning. There is no way to shortcut this process. It is a developmental progression that requires a commitment to systemic change over a sustained period.

When people feel that they are being treated fairly, that they have a voice, and that their uniqueness is valued and they have a sense of belonging, then they will feel included.  Leaders who are highly inclusive, heart-based, emotionally intelligent, and courageous are best equipped to empower people and harness the power of diverse perspectives.

In the words of executive leadership coach and author Marshall Goldsmith, “What got you here won’t get you there.” In most academic and professional courses, the exposure to diversity and inclusion programming is minimal to nonexistent. Leaders are now being challenged to educate themselves on D&I and share these learnings within organizations.    

A commitment to a diverse and inclusive organization is a long process. No one has all the answers and change won’t happen overnight. It is crucial to approach diversity and inclusion with humility, vulnerability, and authenticity. Missteps along the way are inevitable, and part of the process of getting it right.

Stage 1-Discovery:

During the Discovery Stage we will begin to assess the current state of your organization. This stage includes an audit of current D&I programming and interviews with leaders, teams, and associates. We genuinely want to understand where the organization is today and where it wants to be in the future. This step will ensure that we are moving in the direction of creating the change at the highest place possible.

Stage 2- Insight:

During the Insight Stage and based on the information collected in Stage 1- Discovery, our team of organizational experts, D&I trainers, and facilitators will begin to create an Action Plan that is balanced, effective, and aligned with the organization’s goals and commitment. Understanding that this is not an overnight process, we will balance depth of design with recognizable value to catalyze sustainable change. In addition, we strive to amplify all voices and include a range of viewpoints to drive innovation and problem-solving. These insights, along with our Action Plan, are then presented to the leadership team for review.

Stage 3- Action:

The path to inclusion is a chain reaction and we believe that everything big starts small.  Building a solid business case for the need to change is essential at this stage to create buy-in and a hunger for learning.

Examples of Action Steps could include:

  • Creation of a diversity pledge, if one does not exist, to ensure everyone on the team is aligned around a common vision.
  • Administration of our Group Development Questionnaire (GDQ), a unique team analysis tool that helps measure the level of current team engagement and performance.
  • Administration of a D&I appraisal to help participants uncover potential gaps or blind spots.
  • Development of a specialized series of micro-learnings to facilitate the transition from the current state to the desired future state. Possible training topics include:
    • How to have the D&I conversation – Do’s and Don’ts
    • Emotional Intelligence (EQ) and how it impacts D&I
    • Unconscious Bias
    • Deep Listening
    • Key Behaviors of Inclusive Leadership
    • The Diversity Wheel
    • And more

Our experience is that change takes time, persistence, and dedication. All of us at The Propel Consulting Group understand that this is a process and not an event. We have participated in hundreds of events over the years and have witnessed what is possible on many levels. Our entire team is committed to helping individuals and organizations transform at the appropriate pace for their unique situation. There’s not one big finish line, there are many, and each one is important to long-term victory.

For more information on our D&I Program or other Leadership and Team programs please contact us at or call direct at 610-766-1209


Beilock, Sian. “How Diverse Teams Produce Better Outcomes.” Forbes, 4 Apr. 2019, Accessed 8 Oct. 2020.

Goldsmith, Marshall. What Got You Here Won’t Get You There. Hachette Books, 2007.

The Korn Ferry Institute. (2020). Five Classic (And Overlooked) D&I Mistakes: What D&I Diagnostics Have Taught Us. [White paper].

Miller, F.A. & Katz, J.H. (1995). The Path from Exclusive Club to Inclusive Organization: A Developmental Process [White paper]. The Kaleel Jamison Consulting Group.

The Diversity Pledges came from Genentech, T-Mobil and IBX

  • -

How HR Leaders Can Adapt to Uncertain Times

By Sue Bingham, Harvard Business Review

August 4, 2020

Grant Faint/Getty Images

Human Resource departments had a difficult job prior to the pandemic. In 2019, more than 50% of HR leaders struggled to ensure that employees had the skills necessary to navigate an increasingly digitized workplace. But, admittedly, this “future of work” had always seemed a safe distance ahead — far enough, at least, to thoughtfully prepare for.

My company, HPWP Group, has been leading discussions surrounding the future of work and how it impacts HR professionals for the past 15 years. We can tell you that Covid-19 has changed the playing field. Today, HR leaders are working around the clock, taking unprecedented measures to keep their employees safe and ensure that their organizations survive. They are navigating furloughs, layoffs, and reductions in force. They are adjusting to mass remote work. They are creating business continuity plans, drafting emergency communication procedures, and preventing the spread of germs in the office.

All of these issues are being addressed through a familiar process: defining the problem, addressing the variables that make it complicated, and agreeing on the best way forward. But when we consider that today’s greatest challenges are ones that many leaders have never faced before, it becomes clear that they are not just complicated (predictable) but complex (unknown). Traditional problem-solving, which is aimed at addressing the complicated as opposed to the complex, will not establish the most effective solutions.

As we’ve seen through our work, many HR teams aim to resolve issues by developing new policies and procedures. Unfortunately, once created, those same policies are rarely revisited, ultimately leading to additional problems — especially now, when the landscape is changing so fast. At the same time, a “one-size-fits-all” approach won’t allow for the kind of individual thinking and creativity that result in the most innovative solutions.

To be truly effective in this “new normal,” then, we believe HR leaders need to adjust and develop a new core capability: a complexity mindset. Read more

  • -

Have This Friday Afternoon Meeting With Your Employees To Immediately Reduce Their Burnout And Increase Their Optimism

Forbes, Mark Murphy, Senior Contributor- Careers

Back view of Asian business woman talking to her colleagues about plan in video conference. Multiethnic business team using computer for a online meeting in video call. Group of people smart working from home.

Employees, whether working from home or in a pandemic-remediated office, are feeling stressed, burned out and a bit (or a lot) pessimistic. But if you’re willing to conduct a Friday afternoon meeting with your team, you can quickly and significantly reduce some of that burnout and pessimism. And this meeting can be combined with ones that you’re already conducting.

Essentially, you’re going to ask each person on your team four questions. You’ll ask the first question and have everyone answer. Then you’ll ask the second question and have everyone provide an answer. And so on.

Here are the four questions you’re going to ask:

Question #1: Share an example of at least one success from this week.
Question #2: What was your biggest frustration from this week?
Question #3: What accomplishment are you most proud of from this week?
Question #4: What’s one lesson from your successes this week that you’re going to bring into next week?
Now let’s explore the science behind each of these questions (and why they’re so important).  Read more

  • -

HR’s Compelling New Role In Response To The Coronavirus

Tracy Brower Contributor, Forbes

June 7, 2020

Hand holding big tree growing on green background with sunshine. HR new role amidst the coronavirus--to drive business success and the work experience.
HR has a new role amidst the coronavirus–to drive business success and the work experience. GETTY

The coronavirus pandemic has caused tremendous disruption in lives and in business, and human resources (HR) is key to supporting companies and catalyzing changes in the workplace. Organizations must rethink, reimagine and reconsider how they foster talent, deliver services and strengthen their organizations through a forward-thinking HR strategy—how they deliver the most compelling work experience.

The issues are complex—including employee support, leadership development, pay and benefits and shifts and strategic partnerships across the organization. Here are some of the most important ways HR can lead, partner and drive for the best in their organizations.

Reimagining The Organization

Systemic thinking. To survive, businesses must adapt to the future of work, and the capability to move with speed and agility is a critical capability HR can influence. HR is in arguably the best position to see overall processes and offer a systemic viewpoint, ensuring coordination, communication and collaboration across units, functions, business groups and silos. HR can facilitate dialogues that help ensure the right amounts of reinvention, re-proportioning and re-prioritizing of business goals to adapt to shifting customer demands and markets in response to the crisis created by Covid-19.

Company cultureOrganizational culture, too, is a critical contribution area for HR. With employees who have been sent home, culture is context for decisions and work ethic. It guides choices and actions—and must be managed intentionally. Julie Stich, CEBS, Vice President, Content, at the International Foundation of Employee Benefit Plans (IFEBP) agrees, “As we create a working environment—be it in the office or home offices—employers need to consider how the company culture is impacting their teams.” HR can conduct culture assessments and close gaps between current culture and desired culture—helping to manage the myriad variables that affect culture. They can help prioritize where to focus and how to sustain culture through disruptive times. Change is significant, and HR is in the best place to catalyze transformation and motivate shifts that will reinvent organizations.

Leadership. Brilliant leadership will ensure success for organizations and there is no room for mediocre leadership during difficult times. HR has a key role to play in developing leaders, ensuring they are successful and holding them accountable. According to Amy Leschke-Kahle, vice president of performance acceleration at The Marcus Buckingham Company, an ADP Company, “As stewards of the organization’s talent, HR has a responsibility to create the practices that maintain focus, create connectivity and ensure continuity between the most critical partnership in the world of work: that between the team leader and the team member.” Leaders require new and enhanced skills in managing from a distance, motivating employees toward a vision in the midst of ambiguity, providing calm and clarity, aligning work among team members and building community.  Read more

  • -

Meditation can help calm your pandemic worries. Here’s how to start a practice at home.

by Kelly O’Shea, Updated: June 3, 2020, The Philadelphia Inquirer

Meditation can help calm your pandemic worries. Here’s how to start a practice at home.

As the Philadelphia area moves toward reopening after weeks of stay-at-home orders to contain the spread of COVID-19, one thing is clear: this summer will look much different than in years passed.

Though we will soon be lifting many restrictions, our routines will still be disrupted in all sorts of ways, and there is much we don’t know about the future. Will there be a second wave of COVID-19 cases? When will a vaccine be available? Will schools open in the fall?

Take a deep breath. These questions could go unanswered for months. That’s why it’s important right now to focus on improving your mental health and learning how to accept the uncertainty of the future. Meditation is a great way to do that.

“Because we aren’t able to give ourselves a break in the way that we normally would, such as by going out to a restaurant, now is a good time to spend some time with yourself and use that as a way to support you,” said Michael Baime, a physician and director of the Penn Program for Mindfulness in the Perelman School of Medicine at the University of Pennsylvania.

If you’re new to meditation and mindfulness practices, Baime shared tips for how to get started at home and common pitfalls to avoid: Read more

  • -

7 things not to do when coronavirus lockdown and quarantine end

For most of us, life won’t return to normal right away.

Jessica Dolcourt May 11, 2020 CNET

Quarantine may loosen, but some restrictions could stick around.

A phased approach to lifting lockdown restrictions has already begun in the US and around the world, but that doesn’t mean the deadly coronavirus has gone away. In the US, over 79,000 people have already died from the COVID-19 disease, and the numbers are growing. We know that life will look different when cities and states reopen as local leaders attempt to restart the economy while trying to keep a second wave of coronavirus infections at bay.

As we count down the days until you can hug your friends, throw a party, file into a stadium and board an airplane, just remember that even as some restrictions loosen, that there’s still much we don’t know about the long-term behavior of this particular coronavirus strain. 

“The worst that can happen is that we make a misstep and let our emotions get ahead of the facts, and we have to go through this again,” said New York Gov. Andrew Cuomo in a daily press conference last month.

In countries and cities that are beginning to reopen, the warning is clear: If cases surge again, the lockdowns will return. Reopening society may be a little different everywhere, but here are some common-sense codes to keep in mind.  Read more

  • -

3 ways HR leaders can build new capabilities during COVID-19

Upskilling, virtual learning and other necessities during this pandemic.

By: Jeanne Meister | May 6, 2020  HR Executive

(Photo by Carl Court/Getty Images)

As businesses worldwide cancel in-person training due to the coronavirus, they are overwhelmingly turning to virtual learning. Whether that means upskilling the front line or adding new capabilities to managers, most leaders agree on one thing: They must continue to provide myriad ways to add new skills while keeping employees safe.

Collaborative social learning was already on the rise before the COVID-19 pandemic. In fact, what we are seeing is more Chief Learning Officers experimenting with new ways  to deliver training, such as re-imagining virtual learning and offering online coaching from firms such as BetterUp and Thrive Global, as well as integrating online visual collaboration tools such as Miro and Mural to enable remote teams to participate in online design thinking sessions.

Here are three suggestions for building capabilities, based on what I am seeing from our clients as they re-invent learning and development during  these uncertain times. Read more

  • -

7 best practices for supporting employees during Covid-19

Getting culture right is crucial at any time—but it’s particularly important in times of crisis.

By: Diane Adams | May 1, 2020 , Human Resource Executive

“People always remember how you make them feel.”

During the hardest times, this quote is especially true—people always remember how you make them feel. In 10 or even 30 years, people will remember the coronavirus pandemic and how their companies made them feel during this unprecedented time.

I work at a company that has a cultural value of “treating employees like family.” As COVID-19 continues its spread across the globe, the health and safety of our employees is our top priority. This has been our guiding principle in making difficult decisions. Taking lessons from my current role and previous experiences, here are seven things companies can be doing now to boost employee happiness and wellness during the coronavirus pandemic: Read more

  • -



At a time of great uncertainty, many human resources departments are putting more emphasis on happiness and employee morale than ever—and that may be raising the role’s long-term value.

Thanks to COVID-19, HR departments find themselves in an interesting position these days.

To put it simply, they are tasked with helping to build normalcy at a time when little feels normal, and that means not only helping employees to navigate the benefits that their company offers, but also helping to maintain overall mood and distribute important communications to people on staff.

And that makes the role of the chief people officer (or whatever your HR chief goes by) increasingly valuable, notes The Economist, which recently compared the role to that of a chief financial officer during the 2008 financial crisis.

“The duties of chief people officers, as human-resources heads are sometimes called, look critical right now,” the magazine wrote last month. “They must keep employees healthy; maintain their morale; oversee a vast remote-working experiment; and, as firms retrench, consider whether, when and how to lay workers off. Their in-trays are bulging.” Read more