Question:
What do you think about personality tests? Are these tests appropriate for selecting employees? Which ones are good? What do I need to know before I start using personality tests?
Answer:
This is a timely question, because personality tests are back in vogue with the rise of competency models, the EQ (i.e., Emotional Intelligence Quotient) phenomenon and an increasing emphasis on behavior in the workplace. Best selling books such as "First, Break All The Rules," "Now, Discover Your Strengths" and "Soar With Your Strengths" have helped make personality testing more visible.
In response to your question, let me first point out that according to the Equal Employment Opportunity Commission (EEOC), a test is, "Any measure or combination of measures or procedures used to make an employment decision." Taken literally, then, almost anything you are currently doing to screen employees is analogous to testing them. So, in that sense, personality testing is not much different than conducting an interview, reviewing an application blank, etc.
Yet, personality testing has been controversial because some of them ask seemingly strange questions that have little relationship to the world of work.
The point is that any selection device (e.g., tests, application blanks, interviews, reference checks, work samples, assessment centers, etc.) must be relevant to the context in which it is administered. If the test tells you nothing meaningful about a candidate’s capabilities, you have to ask yourself the question, "Why are we bothering with this anyway?"
For maximum utility, selection devices must measure attributes that relate to job success. These elements (some call them KSAPs – Knowledge, Skills, Abilities and Personal attributes) must be job-based (i.e., so-called Bona Fide Occupational Qualifications-BFOQs), not person-based (e.g., you are related to the company president, you belong to the same college sorority as the hiring manager, etc.).
Furthermore, for maximum utility, selection devices must be reliable and valid. To deem a selection device to be one that "works," there should be evidence that people who do well on it also do well on the job. Also, the reverse should be true – people who do poorly on it tend to be poor performers on the job.
So, how do personality tests measure up against the other selection devices that are available? Well, depending upon whose research you are reading, they stack up well to very well. The current thinking is that well-constructed, well-applied personality tests are valid predictors of job success for virtually all occupations. In fact, some research studies have shown that personality tests are the best predictors of job success, even better than intelligence tests.
Before you run out and find where you can lay your hands on a personality test, though, let me offer a few cautionary notes.
First, not all personality tests are appropriate for work settings. Many, in fact, are not appropriate and potentially illegal to use in making employment judgments. These would be clinical personality tests that measure emotional well-being and mental health. These personality tests are appropriate where the work involves BFOQs having to do with public safety or access to dangerous material (e.g., police work, air traffic control, nuclear power work, etc.).
Clearly, you can see that making sure someone is mentally healthy is important when the public’s safety is at stake.
Unless your organization carries out work that poses a risk to the public, non-clinical personality tests are the best ones to use. These tests generally view personality as what is manifested in a person’s day-to-day behavior.
There are many non-clinical personality tests from which to select. The best ones tend to be built upon what has come to be known as the "Big Five" model of personality:
á Stability
The extent to which a person displays a steady, even-keeled demeanor.
á Extraversion
The extent to which a person is others-oriented and sociable.
á Openness
The extent to which a person is open to new experiences and changes.
á Agreeableness
The extent to which a person is a positive thinker and optimistic.
á Conscientiousness
The extent to which a person is achievement-oriented and task-focused.
Generally speaking, conscientiousness and extraversion have proven to be the most robust predictors of job performance. These factors seem to be the foundation for success in a variety of work settings.
My second cautionary note is that you need to be careful in selecting which personality test to use, even when choosing among the ones that measure the "Big Five."
As an example, the most popular test of everyday personality is one called the Myers-Briggs Type Indicator (MBTI). It is based on Carl Jung’s model of personality and has been administered for a half-century. However, the MBTI has not been well-studied in terms of its relationship with job performance. So, while it provides meaningful insight into someone’s "personal style," it would be stretching the tool to use it for making hiring or promotion decisions. Better to use it for career development, personal effectiveness counseling, or team building.
My third cautionary note is that to do a good job of using personality tests, you need to know something about testing and test interpretation. Normally, this means holding an advanced degree in a behavioral science or having obtained proper experience and/or certification. Most reputable vendors of personality tests will not sell their products to individuals who lack proper credentialing.
This leads to my fourth cautionary note that is based on the observation that we live in an Information Age. Among other things, this means that if you type in "personality test" into an Internet search engine, you will get about 1 million hits. There is no shortage of personality tests out there in cyberspace. Many times, the only criterion these vendors are concerned with is, "Will you be using Visa or MasterCard today?"
So, you need to know who is your test publisher. Will they stand behind their product? Will they offer customer support? And so on.
Let me close by noting that, in case you haven’t picked up on it, I believe that personality testing is serious business. But, in today’s litigious society, so is using any selection device. So, you need to be an informed consumer when you venture into this area. My best advice is that to get the most out of personality tests, you need to develop a relationship with an expert in their use – namely, an industrial/organizational (I/O)
psychologist.
In the final analysis, a personality test is only as powerful as the person who is using it. So, when using this sophisticated "tool," make sure your employment selection "mechanic" has his or her "tool box" in order.
Daniel Schroeder, Ph.D., of Organization Development Consultants, Inc. (ODC) in Brookfield provides "HR Connection." Small Business Times readers who would like to see an issue addressed in an article may reach him at (262) 827-1901, via fax at (262) 827-8383, via e-mail at schroeder@odcons.com or via the internet at www.odcons.com.
June 25, 2004, Small Business Times, Milwaukee, WI

Rick Smith, president of Brookfield-based R.A. Smith and Associates Inc., says creativity, flexibility and loyalty to employees are the keys to his company’s success.
"I always tell people to come up with one or two alternatives," he said. "It might take more time, it might cost more, we will probably suffer in profitability, but the long-range benefits far outweigh the loss in profits."
Last month, the civil engineering firm opened its first office outside of Wisconsin in Pittsburgh. Such growth is, in part, due to a continuous effort to receive client feedback, Smith said.
"What we try and do is stay ahead of the market by anticipating what people’s needs are going to be in the next year to five years and start to develop those services in the organization so we can truly be a help," he said.
Therefore, his company is malleable, always adding new services, constantly changing.
"We have added landscape architecture, IT Services, 3D visualization, training classes, we develop some software within the organization, we have a GPS system," Smith said.
The company works to understand the long-range objectives of clients and is even willing to refer a project to another firm, if that’s what is best for the customer, Smith said.
"We see if a different approach or alliances we have with other companies might not provide a better solution," Smith said.
One of the most unique aspects of the company is its ability to diversify, Smith said.
"We wanted to diversify so we wouldn’t be dependent on any one market sector, and I worked on cross training employees so they could do private and public sector work," he said.
Treating employees with respect, honesty and integrity has driven his company’s success more than anything else, according to Smith.
"People are our greatest resource," he said.
Chuck Stevens, the marketing director for the company, said he feels part of a team under Smith’s leadership.
"[Rick Smith] values your input, your thoughts, your ideas, suggestions, he seeks it out constantly," Stevens said. "He has a very open policy to invite participation to the firm."
Smith said he is discovering that as his company’s success is becoming more visible, more people are seeking jobs at R.A. Smith and Associates.
"To have professionals seek out this company as their first choice of employment is tremendous to me as a business owner," Smith said.
The company also has had no problem retaining employees, said Tim Barbeau, director of the public works division for the firm.
"That doesn’t happen in the engineering and surveying industry all that much," said Barbeau, who has been an employee for more than 11 years.
The employees appreciate the company’s ability to create a balance with their home and personal needs, Stevens and Barbeau said.
"I think it’s an emphasis of the firm to create a life-work balance, which is so important today with so many demands on everyone’s time," Stevens said.
"Rick encourages family activities, encourages people to have the time to coach baseball, participate in kids activities," Barbeau said.
In addition, community service is a major aspect of the firm’s philosophy, and many of the senior staff members volunteer at community organizations, serving as role models for other employees, Stevens said.
Development and empowerment programs have also been incorporated into the culture of the organization.
"I was able to take part in a management training program in 2003," Stevens said. "It really helped me build an awareness of what is possible for making a successful company."
R.A. Smith has increased the staff every year the firm has been in business, and the company again is reaching out to add to its staff.
"We are doing a lot of recruiting now on college campuses," Smith said. "We are looking for the best talent to join our organization. I feel proud of the people I represent."
June 25, 2004, Small Business Times, Milwaukee, WI

For more than eight years, Scott Nissen used staffing services to help his company, which manufactured neon displays, find employees.
"We would go from 50 to 130 employees, and it was through that experience that I really learned how effective staffing can be for a business," he said.
In 1997, Nissen started his own staffing service company, Nissen and Associates Staffing Continuum.
Nissen said his company is able to stand out in an industry with more than 130 local competitors by delivering superior talent.
In 2002, the Wisconsin Association of Staffing Services named Nissen and Associates a top recruiter of talent.
Nissen and Associates also has been recognized as the 15th-largest Milwaukee-area staffing service.
The firm’s ability to recruit top talent is a result of the firm’s unique company-client relationship, Nissen said.
"We have a peer-to-peer relationship between the associate, the client and our company," Nissen said. "Our strength is in being a solution-provider."
David Lopez, a career consultant at Nissen and Associates, said the staff is willing to go the extra mile for a client.
"We genuinely care about the people that we place," Lopez said.
That extra mile can mean going out of his way to pick someone up for work.
"If they need a ride to work, I’ll pick them up at their home and give them a ride to work. I have no problem with that," Lopez said.
Nissen said the staff takes extra measures to ensure lines of communication remain open between his employees, the workers they are trying to place and the businesses looking for employees.
"We need to be a business that is easy to do business with," he said.
Lopez said all of his clients and associates know how to reach him at any time on his cell phone.
"I check in on a daily basis with the head associate and clients’ supervisors," Lopez said.
Nissen said he has a great deal of appreciation for the lengths his staff will go, and he said they are the primary reason his company has been so successful.
"It has been one of the most satisfying aspects – to be as fortunate and blessed to have the staff that I do," Nissen said.
Nissen said he does not come up short on employee benefits, as he provides flexibility and job-sharing.
"We always want to position ourselves as an employer of choice," Nissen said.
That philosophy helps to create a positive working environment for staff members of Nissen and Associates, Lopez said.
"We will do whatever it takes to help each other out," Lopez said. "If I have a situation where I’m troubled, I can always lean on them to back me up."
The company’s success is also derived from its use of referral networks, Nissen said.
"We are a reputation business," he said.
Nissen and Associates has established relationships with 76 community-based organizations.
"We are working with community-based organizations to grow a relationship so they are motivated to refer quality individuals back to us," Nissen said.
Furthermore, Nissen said his company is committed to helping community-based organizations meet their goals and missions.
Nissen said his company has been able to develop
relationships through respect and honesty.
"We are not a cookie-cutter operation. We are not producing a managed product. We cannot design an individual’s talents," Nissen said. "Flexibility is how our business will grow and our associates will be successful in their careers."
June 25, 2004, Small Business Times, Milwaukee, WI

After working on a variety of projects with West Bend Mutual (WBM) over the last couple of years, it became clear to me that the company is serious about fostering a culture where individual and corporate learning is highly valued throughout all divisions within the organization.
"The process of learning has been so institutionalized at West Bend Mutual that we have incorporated learning into our objective setting throughout the company," said Tony Warren, president and chief executive officer of the firm. "Our company, although 110 years old, has a history of continuous improvement. In fact, the continuous improvement process is so engrained within West Bend Mutual that we have actually identified continuous improvement as a core value … We also know that continuous improvement involves education."
Organizations that have a true culture of learning place great value on the collective wisdom of their employees – the in-house consultants. High performing companies such as WBM find innovative ways to tap into the creativity and insights of their associates.
In fact, a couple months ago, a representative group of WBM’s associate team was asked to come together for one day to gather their insights regarding both strategic and operational issues. With this effort, the executive team at WBM was able to gather valuable insight into the continuous improvement process.
Of greater significance, however, is the fact that the WBM executive team has placed a high priority on learning from within and throughout all divisions within the organization.
This belief system creates energy and enthusiasm within companies, but more importantly, is representative of a larger cultural issue. The process of systematically gathering associate input and insights is a clear indication that an organization values the collective wisdom of their employees – the in-house consultant.
To enlighten readers of Small Business Times, I recently posed some questions to Warren about WBM’s evolution.
Question: Why is creating a culture of learning important to WBM’s corporate success?
Warren: "Our vision is to become the premier insurance company in the markets we serve. Our agents expect us to deliver quality property and casualty products in a timely, error-free environment. At the same time, they demand an ever-increasing array of services that allow them to respond to their customers’ needs in an efficient and reliable fashion. We must outperform our many competitors and compete from a price and total value perspective. If we are not continually improving our company, our relationships and services, we will not be the preferred carrier within the agencies that sell our products."
Question: Identify some of the ways WBM has created and perpetuated a culture of learning within the organization.
Warren: "We provide learning opportunities for our agents and their employees. Every year, we provide training for several thousand agents in various aspects of our business, from agency management issues to specific product instruction. In addition, and as a result of listening to our agents, our IT division created Framework University, which allows us to deliver on time, on budget automation solutions that meet our customer’s needs.
"Another example of how our culture of learning has assisted our company is our benchmarking process. Over the years, we have developed a series of performance benchmarking exercises which allow us to measure our success in improving our operational performance. Each division has a series of defined benchmarks that track our success in meeting ongoing objectives. This type of measurement creates the critical dialogue, which fosters a culture of ongoing learning and growth.
"We have also created the book club for all of our officers. Twice a year, a book is selected for review. All officers meet after hours to discuss key take-aways from their reading. This has been a great way to foster improved relationships, new ideas and creative problem solving on the part of the officer group. This practice also fosters common direction, teamwork and a sense of community within our leadership team. The officer team enthusiastically supports this type of activity, and they share lessons learned within their own divisions."
With Warren’s thoughts in mind, now look in the mirror. In the search for knowledge, no stone should be left unturned. This is the mantra of organizations that truly have a culture of learning.
Action plan
In the spirit of continuous improvement, you can assess your company’s culture of learning by answering the following questions:
1) Do your employees act as if there is much to learn from other departments within the organization?
2) Does management seek out and value new ideas throughout all levels of the organization?
3) Do most people within your organization make a conscious effort to solicit feedback from other colleagues to uncover best practices already utilized within the organization?
4) Does your company provide meaningful ongoing opportunities for formal or informal company-wide sharing?
5) Does management honestly know how the employees feel about the strategic direction and critical priorities of the organization?
6) Does your organization actively seek client feedback in an effort to further enhance the value of the product or service you provide?
7) Does your company actively look outside the organization to find ways to enhance its internal base of knowledge and understanding in areas critical to your organization?
If you answered no to two or more of these questions, it is likely your organization is not realizing its full potential. Enhancing your company’s ability to learn will likely have a positive impact to the bottom line of your organization.
As you work toward improving the culture of learning within your organization, according to each of the above assessment questions, establish a goal to build an action plan for each item where you answered "No."
Be sure to leverage your team and ask for their help with this endeavor.
Philip Mydlach is the owner of Mydlach Management Advisors, a corporate planning and performance improvement consulting practice in New Berlin. He can be reached at (262) 785-5552 or pmydlach@aol.com.
June 25, 2004, Small Business Times, Milwaukee, WI

Optimism among Milwaukee-area businesses remains strong, but it is slipping a bit from the previous quarter, according to the new Business Outlook Survey conducted by the Metropolitan Milwaukee Association of Commerce (MMAC).
Of the businesses surveyed, projections for sale and employment in the third quarter dropped slightly from the previous quarter.
"Expectations toward the coming quarter are not quite as robust as they were for 2004’s second quarter," said Bret Mayborne, the MMAC’s economic research director. "But the level of optimism expressed by Milwaukee area businesses is one that you would expect to see during a period of economic expansion and employment growth."
The Business Outlook Survey, conducted by the MMAC, contains responses from 117
Milwaukee area firms, both large and small, employing more than 43,250 people.
The optimism among local businesses is being tempered by rising expectations about inflation and labor costs.
In the survey, 70 percent of the surveyed businesses are predicting rising real sales levels for the third quarter, down from the 74 percent who forecast second-quarter gains. The percentage of businesses predicting quarterly sales increases has now reached 70 percent or better for the third consecutive quarter, something that has not occurred in more than five years (since 1998’s fourth quarter).
Currently, 8 percent see declines in third-quarter sales levels, while 22 percent expect no change. Manufacturers were somewhat more confident of improving third-quarter sales levels than non-manufacturers.
Seventy-three percent of manufacturers see third-quarter sales increases, while 69 percent of manufacturers see such gains. An even larger expectation gap exists among large (100 or more employees) and small employers. By employment size, 79 percent of large companies surveyed see third-quarter sales gains, compared with 61 percent among small companies.
Profit expectations held steady for 2004’s third quarter. Sixty-three percent of all businesses surveyed see increases in third-quarter profit levels (vs. year ago levels), matching the total who predicted second-quarter gains. Conversely, 14 percent see declines in third-quarter profits,
while 23percent expect no change.
The survey results suggest that the local employment trend may return to growth in 2004’s third quarter. Businesses forecasting third-quarter 2004 employment increases (37 percent) vs. year-ago levels outnumber the proportion expecting job declines (13 percent) by nearly a three-to-one margin.
This marks the fourth consecutive quarter in which this situation has applied, a time over which persistent year-over-year job declines have diminished.
Manufacturers are slightly less likely to forecast third-quarter employment increases (34 percent see increases vs. year-ago levels) than non-manufacturers (where 38 percent see such gains). However, in both cases the number of businesses expecting quarterly job declines (16 percent in manufacturing and 12 percent in non-manufacturing) is considerably smaller than those expecting job gains.
Fifty percent of manufacturers and non-manufacturers see no change in third-quarter employment levels.
Sales expectations for calendar year 2004 have become more conservative as the year has moved forward. At the year’s halfway point, 69 percent of all businesses surveyed see real sales levels increasing for 2004 as a whole, down from the 75 percent who forecast a yearly real sales increase at the beginning of 2004.
Currently, 16 percent expect sales declines and 16 percent predict no change.
Profit expectations followed a similar path. Sixty-six percent of businesses predict profit
increases in 2004, while only 15 percent see declines (the remaining 20 percent predict no change). The current percentage expecting profit increases for the year is down from the 71percent who opened 2004 expecting profit gains.
Survey results suggest that job growth is likely for 2004 as a whole. Those forecasting
employment increases in 2004 for their local operations (44 percent) outnumber those who expect job declines (12 percent) by nearly a four-to-one margin. Forty-four percent also see no change in employment levels. Current calendar year expectations are down from forecasts made at 2004’s start, when 48 percent predicted 2004 job gains and only 11 percent saw declines.
Currently, manufacturers are more likely to forecast annual increases in employment, sales and profits than non-manufacturers. This may be more a reflection of the manufacturing sector finally showing signs of life after years of sluggishness than any lack of optimism among non-manufacturers surveyed, Mayborne said.
Employers are now slightly more optimistic toward capital spending plans than at the beginning of 2004. The largest group of employers (44 percent) see annual capital expenditure increases in 2004, while 38 percent see no change. Only 19 percent expect capital spending declines for the year. The percentage seeing increases is up from the 41percent who saw annual capital expenditure increases at the beginning of 2004.
Inflation expectations have notched upward in recent quarters. Presently, 73 percent of those surveyed see price inflation of 3 percent or higher in 2004, up from the 61 percent of respondents who predicted this level of inflation at the 2004’s start.
Expectations toward wage and salary increases held steady. A 2.7 percent increase in per employee wages and salaries is projected over the next 12 months, matching the percent increase forecast three months ago.
Small employers and non-manufacturers predict higher wage and salary increases over the next year. Smaller employers see a 3 percent gain (compared with the 2.5 percent increase predicted for large employers), while non-manufacturers predict a 2.9 percent rise (vs. 2.3 percent for manufacturers).
June 25,2004, Small Business Times, Milwaukee, WI

Grandview Management Inc. has been named the Top Small Business of the Year in the annual Top 10 Small Businesses of the Year Awards program of the Waukesha Area Chamber of Commerce.
The Waukesha-based company has grown from one small family-style restaurant to a multi-tiered restaurant and hospitality corporation.
Grandview Management was named the overall winner during an awards luncheon held by the chamber June 24 at the Country Inn Hotel and Conference Center.
The annual awards program recognizes companies that are headquartered in southeastern Wisconsin, not just in Waukesha County.
A panel of business people affiliated with the chamber judged the entries.
Applicants were judged on their ability to meet criteria based on company growth,
employee relations, service to the community and commitment to good
business practices.
The 2004 Top Ten Small Business Award winners are:
– Amerihome Mortgage
– Avicom Marketing Communications
– CL&D Graphics, Inc.
– Grandview Management, Inc.
– IDL Solutions, Inc.
– Joseph Douglas Homes
– Nissen & Associates Staffing Continuum Inc.
– R.A. Smith & Associates, Inc.
– Stowell Associates SelectStaff Services,Inc.
– Sunset Bank & Savings

Rick Fessenbecker has been promoted to managing director in sales and marketing at Northwoods Software Development in Brown Deer. He has been with Northwoods since its inception in both administrative and business development roles. John Piechowski has been promoted to the position of managing director of services.
Valoree Dye has joined Park Bank’s Capitol Drive office in Milwaukee as a personal banker. Dye has nearly 25 years of experience in the financial services industry, including real estate, insurance, mortgage lending and personal banking. Dye is a graduate of Cardinal Stritch University, where she earned a bachelor of science in business management.
State Financial Bank announced several staff promotions. Linda August has been promoted to vice president of audit. August joined State Financial Bank through the acquisition of Richmond Bank in 1997 and has more than 18 years of experience in the financial industry. Jason Brink, support services specialist in corporate technology, has been promoted to support services manager. Brink has been with the company since 2001. Marcie Bomberg has been promoted to assistant vice president, branch manager for State Financial Bank’s downtown Milwaukee branch. Most recently, Bomberg served as training manager and directed special projects. Don Buechler, loan review officer, has been promoted to assistant vice president, loan review. Buechler joined State Financial in 1989. Megan Liebmann, marketing coordinator, has been promoted to public relations and events manager. Liebmann joined State Financial in 2001 and has more than four years of experience in event planning and bank marketing. Aaron Moeser, branch manager in downtown Milwaukee, has been promoted to commercial banking officer at State Financial’s Glendale branch location. Moeser started with the bank in 2001 as a personal banker. Jack Spoerl has been promoted to vice president of commercial lending at State Financial’s Muskego branch location. Spoerl joined the bank in 1980. Liz Swanson, human resources manager, has been promoted to assistant vice president of human resources. Swanson joined the bank in 2000. Jeni Tiedeman, human resources manager, has been promoted to assistant vice president of human resources. Tiedeman joined State Financial in 1992.
Inland Companies, Milwaukee, announced the recent addition of the following associates: Mark Schnoll, partner; Don Schmidt, industrial leasing; Kristina Morton, office leasing; John Halaska, project manager; and Zang Thao,
property accountant.
Gaylene Stingl recently joined Scribner Cohen and Co., Milwaukee, as manager, providing accounting, tax, business valuation and divorce consulting services.
Rogers Memorial Hospital, Milwaukee, Oconomowoc and Kenosha, announced that Lynn Adams has been promoted from director of nursing to vice president of patient care. Adams joined Rogers Memorial in January of 2002 and holds a master’s degree in health services administration.
Plunkett Raysich Architects has announced the hire of Gary Billington as vice president for its Milwaukee office. Billington brings more than 20 years of sales and marketing experience to Plunkett Raysich Architects. He was formerly president of USAV Corp., New Berlin and past president of the Sales and Marketing Executives of Milwaukee. Billington received his bachelor’s of applied science degree in electrical engineering from the University of Waterloo, Ontario.
Erin Jende has joined Catral Doyle Creative Co., Milwaukee, as a business development associate. Jende is a 2003 graduate of UW-Madison, where she earned bachelor’s degrees in history and journalism-strategic communications. Jende gained professional experience working as an intern at public relations, marketing and advertising firms in Madison and London. She will conduct market research for Catral Doyle Creative.
Landmark Credit Union has promoted Scott Schmick to assistant vice president of the credit card department. Schmick joined Landmark in September 1992 as a collector and has been supervisor of the credit card department since 1997. He has worked 17 years in related industries, having held jobs at finance companies for five years before joining Landmark. Schmick has a bachelor of science degree from UW-Milwaukee.
Jennifer Anadell has been named art director for Ellingson Brady Advertising, Milwaukee. Anadell is a graduate of the Milwuakee Institute of Art and Design (MIAD). She received a bachelor’s degree in fine art with a minor in marketing and advertising through the school’s partnership with Marquette. Anadell has been an intern for Octane and BVK, and worked for Nonbox Eisner before joining Ellingson Brady Advertising.
Joe Gliniecki has been hired to assist in marketing and sales activities at the Pettit National Ice Center, Milwaukee. Prior to joining the Pettit National Ice Center, Gliniecki was an account executive for the Milwaukee Wave. Gliniecki is a 2002 graduate of UW-La Crosse with a degree in sport management.
Staff One, Milwaukee, has announced the appointments of Patti Panfil as manger of business development and Meganne Latus as staffing coordinator for its health care division.
Welch Hanson Associates, Delafield, has hired Jason Eckhart as an engineer-in-training. Eckhart earned his bachelor of science degree in civil engineering at UW-Milwaukee, with an emphasis in geotechnology. He previously worked as an engineering assistant for the Village of Whitefish Bay.
Kahler Slater Architects, Milwaukee, announced that Robert Willmas has joined the health care team as an architectural intern. Willmas graduated from UW-Milwaukee with a bachelor of science degree in architectural studies and urban planning.
Von Briesen & Roper, Milwaukee, announced the addition of Thaddeus C. Stankowski to the firm’s intellectual property and litigation sections. Stankowski joined the firm as an associate. His litigation experience involves technical fields such as mechanical, electrical and chemical arts. He also advises clients on patent, trademark and trade secret infringement. Stankowski received his bachelor of science degree from MSOE and his law degree from Marquette University.
Hi-Liter Graphics, Burlington, announced the promotions of Angela Damon to vice president of finance and Lynn Breunig to information systems manager. Damon has been with Hi-Liter since 2000 and Breunig since 1996.
Schenck Business Solutions, Appleton, announced that James S. Tarala, has been named as the first chief information and technology officer of the organization. Tarala, a shareholder of Schenck, will also continue as chairperson of the firm’s internal technology committee. Tarala has more than 15 years of technology-related consulting experience. Tarala has been with Schenck since 2000.
Amanda Dalley has joined the staff of Marcus Promotions, Milwaukee, in the position of sales executive. A 2002 graduate of the University of Miami, Dalley received a bachelor of science degree in sociology with a communications minor. She is a former disability insurance agent for Pennsylvania Marketing of America.
Steve Borgwardt has been promoted to IT division general manager for Brown & Martin, Waukesha. Borgwardt joined B&M in 1999 as a software and new media developer and was later promoted to operations supervisor. Prior to joining B&M, Borgwardt was a quality assurance technician for Omni Tech, a computer manufacturer.
R.A. Smith & Associates, Brookfield, has added Brian Turk as a planner in the municipal engineering division. Turk brings an expanded capability to R.A. Smith & Associates in the areas of comprehensive planning, site planning and design review, park design, economic development, and tax increment finance. Turk brings more than 13 years of planning expertise to R.A. Smith & Associates, most recently employed as the director of planning for the city of Muskego. He has also held positions as the city planner and director of planning and community development with the city of Hartford and director of acquisitions and development for Brookstone Homes/The Fortress Group, Janesville. Turk has a bachelor of science degree in public affairs/urban and regional studies with an emphasis on local government administration and a master’s of public administration, both from UW-Oshkosh.

Feb. 6, 2004 Small Business Times, Milwaukee