OD Network Singapore | Facilitating Wholeness in a Disruptive World: Pearls from East and West

Program Description

The wholeness crisis is more relevant today than ever. Despite a more globalized world, there is increasing fragmentation. Technology is a game changer. Job security is at the lowest. Organizations scramble to deal with change. People work longer and harder. Global stress levels have increased.

None of these make us whole. Singapore’s engagement scores are the lowest in the Asia Pacific region, again. Yet the role of (OD) organization development is to facilitate wholeness in individuals, teams, and communities so that the human spirit and technical systems synergize to bring about sustainable contribution.

As Einstein says, we can’t solve the problem at the same level of consciousness that created it. Perhaps we could reconsider our thinking. Western management tends to separate and manage parts, whereas Eastern thinking integrates and focuses on the whole. This session explores how OD practitioners can facilitate wholeness in today’s disruptive world.

The session explores:

  1. East and West ways of thinking in guiding our work
  2. Being whole ourselves to be a clean instrument
  3. Facilitating wholeness in meeting, one room at a time
  4. Creating space for both triangle and circular ways of working


Program details

Date: 7th September 2017

Time: 6.30 pm to 9 pm

Address: The CO, 75 High Street Singapore 179435

There will be light dinner provided from 6.30 to 7 pm.


Facilitator’s Profile

Wendy Tan

A consultant, author, and speaker, Wendy Tan seeks to learn and bring forth ideas to help us act with wisdom for greater good.

Wendy has co-founded Flame Centre, a talent development practice based in Asia. Their work in integrating pedagogy and technology for learning advantage has recently won the InnovPlus Spark and HRO Today Thought Leadership Awards. An OD Masters graduate (Pepperdine University), she was formerly a police psychologist and an OD practitioner in GlaxoSmithKline. She recently obtained her Certified Professional Speaker (CSP), a designation conferred by National Speakers Association as the profession’s international measure of professional platform competence. She is also the author of

She is also the author of the book, “Wholeness in a Disruptive World: Pearls of Wisdom from East and West”.

Don’t miss out this opportunity to connect and sign up here!

  Wendy Tan   Aug 23, 2017   Uncategorized   Comments Off on OD Network Singapore | Facilitating Wholeness in a Disruptive World: Pearls from East and West   Read More


What happens when you are pulled in all directions?

Who misses out when you don’t show up at your potential?

What is the antidote to fret, fragmentation and frenetic pace?

This engaging keynote talks to a quest for more wholeness at work, so we act with wisdom for greater good. The twin forces of globalization and technology impact our lives and work dramatically, leading to fragmentation in our attention, achievement and authenticity.

To keep up with an increasing frenetic pace, we try to do more, run faster and be more efficient, leading to a thinning of what truly matters – our health, relationships and sense of meaning. Wholeness is an antidote to this fragmentation.

Wholeness in our being, thinking and actions connects us to the core of who we are and our wisdom, so we achieve individual and collective well being. This presentation brings together Eastern philosophy and Western thought to help you do that.

Be, Think and Act Whole to Do Our Best Work

Wendy Tan, keynote speaker, at HR Summit 2018,
“Wholeness: Sustaining Engagement, Productivity and Achievement in a Disruptive World”

Wendy Tan, keynote speaker, certified professional speaker

This keynote is structured around the ABCs of Wholeness At Work:

  • Anchoring: Be Whole in our Heart
  • Balancing: Be Whole in our Thinking
  • Clearing: Be Whole in Our Action

Quotes from Wholeness at Work

“Wisdom is whole, not East or West, but East and West”


Wholeness in a Disruptive World AnchoringAnchoring
“The roots of a tree anchor it and hold it steady despite strong winds. Similarly our anchor keeps us steady despite life’s tribulations.”



Balancing, Mobius StripBalancing

“Balancing is not a 50:50 compromise.
It’s 100:100 over time.”




Wholeness in a Disruptive World, Clearing, Emptying ourselves


“Empty ourselves to access three As: Awareness of what the situation calls for, Acceptance with non-judgement and Action with wisdom.”

“The antidote to exhaustion is wholeheartedness” – David Whyte

  Wendy Tan   Aug 16, 2017   Uncategorized   Comments Off on Wholeness@Work   Read More

Career Coach: New Boss? Here’s how to manage the transition

If there is one thing Washingtonians know, it’s that no leader sticks around forever. This is true no matter the sector. At work, there are ways to make any transition to a new leader or manager much smoother – whether you’re a team member or that new manager coming in. It all boils down to being tuned in and proactive.

Organizations would do well to select new managers who are more proactive and change-oriented than a former leader to achieve an effective leadership transition, with minimal disruption This advice is rooted in research. Along with three co-researchers, I recently studied leadership transitions of mid-level managers and how teams responded to them.

So what can a new manager do to be successful in his or her role?

1. Win over your team

Hold off on implementing all of your new big ideas and focus on getting ‘in’ amongst the team. Your first priority when taking over a new role is to gain team members’ trust and also to help ensure that the team’s beliefs and values are consistent with yours as the leader. When a highly proactive new leader is paired with team members who are also high in proactivity, they will tend to “sync” with one another. Seek out ways to get to know each individual on your team better. Set up one-on-one meetings with each member to understand their role, goals and any challenges or concerns. Be perceptive – you need to understand the group’s culture and team dynamics and how individuals work together (or don’t) before you can be effective.

2. Know who came before you

It is critical that you understand the type of manager who led the team previously. If you are new to an organization, the leaders who hired you can help shed light on these details. Your one-on-one meetings with your team members should also fill in some information. Your ability to push through changes in an organization depends on how the former leader was viewed by the team, and also how you view the former leader. Use that information to rally support from the team. If you are replacing a popular manager who will be sorely missed, understand why that person was so beloved by team members and leaders and try to emulate some of his or her traits and continue his or her successful policies. And if you are replacing an unpopular manager, you likely won’t have a hill to climb to gain the team’s favor.

3. Ask for support

Sometimes, extra support from the top down could really bolster your success as a new leader. Ask your organization’s leadership to communicate with your team to help convey your commitment and emphasize your unique positive, proactive characteristics.

4. Now get ready to roll out your changes

Once you have hopefully gained your team’s respect and trust, it will be much easier to get them on board with any new ideas or changes you want to implement. Getting buy-in from the people who will actually be carrying out your vision will make it a lot easier to motivate them and make the efforts more successful.

But what if the new leader is your boss. Here are some ideas on how to cope with a new manager:

Be open-minded

You may think your new manager won’t be able to fill the big shoes of a favorite boss who left. Or he or she may provide the breath of fresh perspective your team really needs. Regardless of the manager who came before, give your new boss a chance without making a snap judgment.

Let your voice be heard

Make sure you are proactive about communicating. Your voice will never be heard if you don’t speak up. Offer to meet up with the new manager or suggest grabbing coffee or lunch together. This can help build your relationship and establish a level of trust between you and your new boss.

Be honest

Give your new manager a true understanding of how your team worked with the previous manager. What worked well and what didn’t? Having this information can help your new manager work better with you and other team members.

Get ready for change

Any new leader is going to have new ideas. Prepare yourself to do things a bit differently and be flexible. Having already established open lines of communication will help you provide feedback to your new manager when he or she does implement something new.

As we all know, change is inevitable, regardless of where you sit – as the new manager of the team member with the new boss. Be proactive to embrace the change and make the transition as smooth as possible.

By Susan Taylor on Washington Post

  Wendy Tan   May 14, 2017   Uncategorized   Comments Off on Career Coach: New Boss? Here’s how to manage the transition   Read More

The Future of Workplace Learning: Being a Learning Architect

The Future of Workplace Learning: Being a Learning Architect


With the development of new educational theories and technologies, many innovations have changed the landscape of work and learning. How has learning adapted and changed with the transformation of the workplace? What do we need to do to learn effectively in the digital age?

Learning Landscape Now and 30 Years Ago

There are important changes in workplace learning – learning through new technologies, an unprecedented availability of information on any subject (although not all of it accurate or professional) and social exchanges of information. Let’s take a look at some of these.

Untitled1Mobile Learning. With increasing broadband connectivity, mobile and web-based learning are gaining more traction. Online courses can be viewed anytime and anywhere on the computer or the smartphone. Along with this trend and the short attention span in today’s digital world, learning content is increasingly micro-sized and modularized. Snippets of reading materials, vignettes and videos are often condensed into a few minutes’ worth of learning material.

Google as the World’s Knowledge Management System. Learning nowadays goes beyond structured courses. With unprecedented access to information and knowledge, we have plenty of opportunities and resources at our fingertips. Search on google and blogs, vlogs (video+blog), YouTube channels, articles, websites, infographics and social media posts pop up. There are even Q&A websites that invite us to ask a question and receive a specific answer. The possibilities are very open with a lot of information on any subject. Often, learning something does not require a trip to a bookshop or any in-depth investigation, but just the first couple of results from a search engine.

Social Learning. Learning has also become a more social process. People share information they are passionate about and make available resources for others to consume and use freely. Social media or Q&A sites, amongst others, also allow us to get a quick answer to any questions they might have. Just type any question on Facebook and receive a myriad of answers. We can learn from anyone in our network anytime and anywhere. Certainly, these answers are not always accurate, but often are spot on.

Opportunities and Challenges with this Digital Learning Landscape

There are huge opportunities in this changing landscape. Employees have the chance to learn any subject and improve their capacities, with many resources at their fingertips. The company can offer cost-effective courses that are convenient for the employees as well, being available anytime on the computer or smartphone. There is information to learn new competencies, skills, theoretical knowledge and many other things, presented in different formats, from video lectures to book-sized web pages.

However, there are a few challenges to consider. Firstly, information found on the Internet outside of a professional environment can lack accuracy and structure. This information might not always be up-to-date or reflect the current state of affairs in specific scientific or technological fields, especially those that advance very fast or are very narrow or specialized. So we need to decipher, discern and distill the wheat from the chaff.

Another challenge with this instant availability of resources is learning becomes more superficial. We may not bother to learn a subject in depth or to focus very much on it at all and choose to just bookmark the webpage instead.

Being a Learning Architect in this New Digital Age

With these opportunities and challenges, we need to be our own learning architect to leverage these resources productively. Here are three principles to guide us – own our responsibility, possibilities and actions.

Untitled2Own our Responsibility. Typically, from kindergarten to university life, our preparation for working life follows a pretty structured and well-planned path. We have collected the required diplomas and certificates along the way. When we enter working life, the learning structure is less clear. Taking responsibility for our learning means getting clear about what we want to learn, taking initiative to access the relevant learning resources and applying it. How about conducting a “learning audit” to look at the new knowledge, skills and mind-set that we have gained? What shifted for us? What have we learned and done differently?

Own Our Possibilities. Career paths are evolving along with the twin process of globalization and technology. We need to imagine new future possibilities in the world of work – how jobs will change and the skills that will become important. How about identifying new skills and capabilities with the changes in your industry or organization? Envision new roles in your career. With these possibilities in mind, we can seek a holistic learning experience. This means approaching content with child-like curiosity, seeking out new experiences, and critically thinking about what we read, watched and learnt.

Own our Actions. Without actions, the possibilities we envisioned would be just a dream. Actions translate to behaviors that over time become our habits. We learn through our actions. Experiment with something new. Reflect on the results. Adjust the next action. This will also help us validate ideas from the web or our network. Action learning is not new, but as Alvin Toffler, the futurist says, “the illiterate of the 21st century are not those who cannot read or write, but those who cannot learn, unlearn and relearn.” On whatever you chose to learn, how about listing out what you can do, where can you learn it, what are the reliable sources and who can teach you? Keep a learning log to reflect on your learning. And just do it, starting from tomorrow.


Written by

Lee Kang Yam

Chief Learning Curator



Further Reading



  Wendy Tan   Aug 11, 2015   Uncategorized   0 Comment   Read More

Flawless Consulting Part 2: Discovery

Flawless consulting

Even the best of consulting relationships can get difficult when we decide to move ahead with a project and gather the data we need to solve the business problem. Our problem: we often ignore the political system we are operating in and focus on just data and facts. We view the personal complaints from people in the system as distractions. We also intuitively realize that what the client wants won’t solve the problem. So how do we tell the client what we know they do not want to hear?

Too often, we take the easy road and ignore the underlying issues.

This workshop, designed by Peter Block helps internal consultants provide real feedback in ways that build the client/consultant relationship and build trust. Rather than living as if we are trapped by the political system, we develop the skills to become advocates for our clients’ own self-discovery and self-sufficiency. This workshop will focus on:

  • Discovery Phase
  • Probing to Discover the Underlying Dimensions of the Problem
  • Using Interviews to Understand the System and Build Relationships
  • Organizing the Data into Critical Issues
  • Dealing with Resistance in Interviews and the Feedback Meeting
  • Constructing Descriptive, Non-evaluative Feedback Statements

In this workshop, participants will…

  • Practice a data collection or discovery model
  • Conduct interviewing meetings to collect data around a business issue
  • Deal with resistance in the data collection process
  • Gain skills in turning recommendations into a decision to act
  • Conduct a successful feedback meeting
  • Identify methods for mapping out action steps with client prior to implementation
  • Increase client commitment

The Flawless Consulting Workshops are highly interactive. You will become deeply immersed in the material through interactive simulations with one or two other attendees. The workshop also includes written exercises to apply key concepts to your own unique situation. In addition, video-recording and peer feedback in small groups help participants gain confidencein using the new skills. Finally, you will have the opportunity to experience a full feedback meeting. In addition, you will work as part of an actual consulting team to practice contracting meetings, data collection interviews and feedback meetings. Brief lectures are used to present initial key concepts.

Pre-requisite: Attend Flawless Consulting® Part 1 – Contracting.

  Wendy Tan   Jun 04, 2015   Uncategorized   0 Comment   Read More

Wholeness in Integration of West/East Perspectives

by Wendy Tan

Is Western Management Thought dying? I asked 15 conference attendees this question. Thirteen from Asia said no. Two said yes; both were from the West.

Western Management Thought has reigned for the last 80 years. This way of thinking has emphasized rationality, efficiency, and technical processes as the primary means of getting results. A recent IBM study (2012) involving 1,700 global CEOs suggests that as the world gets increasingly more connected, traditional thinking about competitive advantage such as optimization of processes and supply chains will no longer be sufficient. Instead,
there is a call for greater collaboration, partnership innovation, and engagement of customers as unique individuals. These all point to relationships as a source of competitive advantage, rather than technical processes.

At the same time, the global economic crisis, plus the rising importance and confidence in Asia have resulted in a quiet search for alternatives in management thought. Whilst Asia has benefitted from Western thought tremendously, there is also an increasing interest in the wisdom from ancient Chinese philosophy. China alone has much to offer from its 5000 years of history.

All these suggest that perhaps a time for an integration of West and East perspectives is near. This article focuses on three questions:

  1. What are the West and East perspectives?
  2. How are these two perspectives different?
  3. How can integrating the two lead to wholeness?

I will use my experience to describe and contrast the West and East perspectives, and subsequently describe ideas of its integration. My hypothesis: the coming together of Western and Eastern perspectives brings wisdom and wholeness. We need to understand better how to hold two seemingly opposing ideas at the same time whilst still functioning productively.

Organization development practitioners operating in cross-cultural contexts, especially in Asia, may find this article useful in adapting Western management ideas in Eastern environments. To OD practitioners in general, it is hoped that this reflection on West and East perspectives will help us draw on the wisdom of both.

Being Chinese, raised in Singapore, and schooled in Western thinking, I need to qualify that when referring to the West I mean the United States and Europe. When I say East, I primarily refer to countries with strong Confucian influence such as China, Hong Kong, and Singapore.

Western Perspectives in Management

Just as Western meals usually proceed in a step-by-step manner (soup, main dish, dessert, and coffee or tea), so does Western Management Thought. Leaders define strategy, key performance indicators are set, departments receive priorities, employees develop work plans, and we measure obsessively. Balanced scorecard, management by objectives, and business process re-engineering form the backbone of modern organizations.
Reducing the whole to parts and then managing parts is a hallmark of how Western Management Thought works. An output is systematic structure and processes to achieve results efficiently. These enable continuous improvement and have paved the way for the development of the present mega multinational corporations.
At the same time, this mechanistic and reductionist approach assumes control and predictability over outcome.

A CEO remarked that every year after the (stretch) targets are set, we work like mice on the treadmill to meet the numbers. We achieve the numbers. We start all over again. We are like a machine within a large machine. You may be familiar with his experience.

What is the result of all this focus on efficiency? Some leaders tell us about their disenchantment, disempowerment, and disengagement. Some high level executives feel trapped in their roles. Statistics show increased stress levels and reduced engagement. Training and books to increase resilience, engagement, and a sense of meaning are proliferating.

But rather than dethroning Western Management Thought, this article urges the coming together of Western and
Eastern perspectives. Let us look into the Eastern perspectives.

Eastern Perspectives in Management

In a Chinese meal all the dishes are placed in the middle. People are given a bowl of rice and from the dishes in the middle, they take what they want, the amount they want and when they want it. In contrast to sequential dishes in traditional Western meals, without a systematic process comes space for flexibility and emergent responses.

Chinese thinking is flexible and emergent, rather than linear and logic-based. The Chinese phrase

  Wendy Tan   Mar 31, 2015   Uncategorized   0 Comment   Read More

Managers Can Be Your Talent Development Power Players

By Beverly Kaye and Lindy Williams

Managers have power. They can motivate, inspire, and lead. They can develop the talent organizations need to remain competitive and face tomorrow’s challenges.

But managers are busy people.

“The rate of change is daunting. The pressure is on like never before. Often, we are helping managers lead, facilitate and manage continuous change. The ability to establish a relationship with an employee, let alone talk with them about career (which is quite personal) is a challenge.” says Lynn Gauthier, VP Human Resources at Philips Healthcare where a major career development initiative is underway. The Philips Career Enhancement Program is designed to educate managers and employees in the “how to’s” of career conversations and to deliver a message from senior management that they advocate this responsibility globally. The initiative responds to survey scores that indicated career development is key to engaging and retaining talent.


Every manager knows the “business” reasons for developing the employee talent base; most corporate value statements say something about nurturing and growing talent. Talent is (and always has been) the key to remaining competitive in a rapidly changing world. But what’s in it for an individual manager? Here are four answers to that question.

A manager’s job becomes easier when direct reports are performing at peak and peak performance only occurs when people have the skills and tools to do their jobs well. Performance is enhanced when they are challenged to stretch and learn and when the right people are in the right roles.

Talent stays engaged when they know their contributions are valued. An AON-Hewitt global study (2011) named career opportunities as one of the global engagement drivers and notes that it was ranked in the top three for the past three years. However, employees too often report that they don’t have candid conversations with managers about their careers. They don’t feel managers appreciate what they have to offer or care about their career aspirations.

Job satisfaction increases when employees can see their future in the organization’s future. Managers are instrumental in helping employees take a broader look at the options available to them. A 2011 BlessingWhite survey of 11,000 respondents globally reports that opportunities to apply talents, career development and training are top drivers of job satisfaction.

Talented people want to work with talented people. Employees who work in a surround of learning are equipped to achieve the organization’s goals, mission and vision. The bonus? The word gets out. Talent will want to join the teams – and organizations – that are being developed for the future.


Learning leaders must educate managers about how to apply practical skills to on-going development-focused dialogues. Building managerial competency in the following areas will have pay-offs in increased engagement as well as commitment:

Uncovering Talent

Do your managers know what they have? While most managers believe they are fully aware of the skillsets of direct reports’, a Career Systems International (2009) survey of 1275 respondents reported a stunning 80% of employees say they have skills that are not being utilized. Managers who uncover these hidden skills and learn what motivates and energizes employees have what they need to match employees to the work and develop talent in ways that best serve the organization and the individuals.

Through active listening (taught in every management 101 course) managers can uncover a range of hidden talents. This means being curious and building an ongoing dialogue with employees.Development dialogue encourages self-discovery, and doesn’t have to take hours. A few honest, authentic exchanges can reveal a lot and begin to build the trust necessary for a development partnership. Questions like “what part of that project did you find most rewarding?” or “what was most challenging about that assignment?” open the door to understanding more about that individual.

Providing Feedback

If active listening was taught in management 101, then it’s sidekick was feedback. The manager who provides feedback doesn’t avoid the tough conversations. Employees need to know where they are hitting the mark and where they need to focus and improve so that they are more able to put an appropriate development plan in place for themselves. Providing feedback may not always be comfortable; however, a few words of specific, actionable feedback can help an employee make the course corrections needed to stay on track. Employees need to know how they are perceived in the organization in order to make informed choices about how they will manage their professional reputations. Talent savvy leaders help employees select truth-tellers – the individuals in their career audience who see them in action and can provide the feedback they need. If managers ask their employees whose feedback they most value in the organization and why…it will trigger the beginnings of this important conversation. Employees can’t grow if they don’t know what to keep and what to change.

Offering Information

Managers can help employees make informed development decisions because they often have a wider view and access to more information about the forces and trends that will shape the organization’s tomorrow. Managers who share their view of upcoming changes, point employees to information sources and invite discussion about the industry, the organization and the culture, build a team that is aware of factors that will impact their career decisions. If employees are expected to be proactive in a chaotic world, they need opportunities for candid discussion and the ability to tap into one another’s networks.

Encouraging Options

Employees must identify and own their career goals, but managers can encourage them to explore multiple directions so they’re not discouraged when a path of choice is blocked and help them recognize opportunities to enrich their current role through developing. Pointing employees first at the current job as a terrain that can be further explored for growth may provide a way to move more quickly on the learning identified. Providing information about upcoming opportunities and resources during informal as well as formal employee discussions helps align plans with organizational directions and industry trends. Gauthier points out, “If you ask a manager to define career development, they will eight times out of ten think ‘up.’ Therefore, if I don’t have a promotional opportunity for my employee, avoiding the conversation is the path of least resistance. When they adjust their mindset to the notion that career development is about many options and their role is that of a coach, they feel relief.” An actionable goal includes contingencies for shifts and changes that arise and links directly to the organization’s strategy.

Recommending Resources

When employees know what they want and what they need they can more easily craft solid development goals. The manager’s focus now is to connect them to people, and resources that will support goal achievement. A manager who shares a network of contacts inside and outside the organization creates an interactive web of people that supports development, communication and connection. As managers create communities of learners and promote continuous learning, development-focused work environments multiply.


Managers offer a variety of reasons for losing their development focus. Three major barriers are clear:

Lack of Time

There is little on managers’ To Do lists these days that is not important. The key to addressing the time issue is to identify ways to build the conversation into existing interactions. Multiple opportunities exist at the start and end of assignments and projects.  Managers who use development questions frequently and will demonstrate that the organization values development and learning.

Unreasonable Expectations

The more frequently managers provide this information at the time of performance and link it to goals that have been set, the less chance individuals have to form expectations that are off base. An objective review of why the manager’s perception differs from the employee’s view opens the door for gathering more input from others in the individual’s career audience. Ultimately this helps individuals set more realistic goals.

Fear of the unknown

Career conversations though are unpredictable. Preparing managers to enter into these conversations confident that they don’t have to have answers, but rather are there to help employees discover what is best for them and for the organization sets the stage for a discussion about possibilities.

It’s the Relationship

Central to the talent development relationship is trust.  Individuals need to believe that their managers care about their growth.  Although the responsibility rests squarely on their own shoulders, the manager’s perspective, insight, network and continued dialogue is essential to their engagement.

Managers have the power to build the relationships and partnerships that will develop today’s talent for tomorrow. Learning leaders will need to hold managers accountable for having these conversations and provide the learning solutions that make the task less arduous.  If talent is the ultimate competitive edge, then preparing managers to build development dialogues needs to be a fundamental part of the overall learning strategy.

When Managers…

Uncover Talent They:

  • Match talent to business needs.
  • Discover hidden or underutilized skills and abilities.
  • Check their assumptions about individual capabilities.
  • Motivate employees more effectively.

Provide Feedback They:

  • Communicate more effectively with employees
  • Prepare employees to gather feedback from a variety of sources.
  • Guide employees to leverage strengths and develop in ways that support their growth.
  • Offer frequent, timely guidance as part of how they lead and manage.

Offer Information They:

  • Prepare employees for changes on the horizon.
  • Share which skills and abilities are essential to the organization’s future.
  • Define organizational norms and culture more clearly.
  • Help employees make informed development decisions.

Encourage Options They:

  • Encourage employees to work on several career goals simultaneously.
  • Connect development plans to the organization’s strategy.
  • Identify options for enriching jobs and careers.
  • Provide reality checks as goals are defined.

Recommend Resources, They:

  • Provide ideas for learning on the job.
  • Monitor progress and step in to help if things get off-track.
  • Identify barriers that might derail employees’ plans.
  • Offer connections that support career goals.

Lindy Williams is a Senior Consultant with Career Systems International.  In her corporate career she led a global career development effort for American Express.

Beverly Kaye is the Co-CEO and Founder of Career Systems International and co-author of Up Is Not the Only Way and Love ‘Em or Lose ‘Em: Getting Good People to Stay.

Click here to download the PDF

  Wendy Tan   Mar 31, 2015   Uncategorized   0 Comment   Read More
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