W. J. FLYNN & ASSOCIATES Human Resources Consultants

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"people are not the most important asset of a company, they are the company." - Adrian Levy

At W.J. Flynn and Associates, we operate on the belief that companies are successful because of great employees supported by positive and productive Human Resources practices.

Since 2000, we have offered a wide array of Human Resources services to organizations that require sophisticated assistance in strategic, tactical and operational Human Resources initiatives and problem solving.

We serve clients from a variety of industry sectors, especially including healthcare, not-for-profit, higher education and banking. We welcome the opportunity to address your organization's needs and work with you in achieving your Human Resources objectives.

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Core Competencies

W. J. FLYNN & ASSOCIATES Human Resources Consultants

Welcome

Core Competencies

Services

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Articles

Events

HR Tools

About Us

Core Competencies

For over a decade, W.J. Flynn and Associates have been offering our clients a variety of services. We have identified key areas of Human Resources management and utilized our experience and expertise to assist our clients in improving their organization's Human Resources practices. Our Associates will work closely with your HR staff to not just resolve any immediate concerns but assist them in implementing the policies and procedures that will provide overall improvement to your HR program. Our core compentencies include the following:

■Human Resources Strategic Planning

■Human Resources Department/Program Effectiveness Assessments

■Executive Compensation and Benefits Planning and Implementation

■Management and Staff Compensation and Benefits Planning and Implementation

■Search Facilitation

■Employee Relations Programming

■Compliance Program Development

■Executive Staffing Assistance

■Seminars and Workshops on Human Resources and Management Topics

■Human Resources Hotline (on-demand telephone and email HR support)

Organized Learning

Copyright © 2011 WJ Flynn & Associates. All rights reserved. Privacy Policy

Services

W. J. FLYNN & ASSOCIATES Human Resources Consultants

Welcome

Core Competencies

Services

News and Articles

Articles

Events

HR Tools

About Us

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Services

Our experience has proven that a strategic and comprehensive HR plan is vital to successfully managing employees as well as the workplace environment.

An effective Human Resource function enables employees to contribute productively to the direction of the company and accomplishment of the company's goals and objectives.

Our services add value to your existing Human Resources department. If your organization does not have a Human Resources department, we can provide individual services or act as your virtual Human Resources department.

HR Program Assessments

HR Program Assessments

A core offering of our consulting practice are HR Program Assessments. We have helped our clients determine where improvement can be implemented, including developing priorities and an overall HR strategic plan. Specific steps in our process include:

■Fact finding interviews

■Review the written aspects of the HR program

■Conduct a best practice evaluation and gap analysis

■Presentation of the evaluation, findings and recommendations

Upon completion of the HR program assessment, we can assist key leaders of the organization in prioritizing and implementing our recommendations.

Compensation and Benefits Planning

Compensation and Benefits Planning
Attracting and retaining skilled, committed employees is vital to the success of your organization. A market-based total compensation program, that includes competitive wages, benefits and, if appropriate, incentive pay programs, is critical to meeting your organization’'s management and employee recruitment and retention needs. We have significant experience and expertise in the customization of compensation and benefit plans for executives, management and staff. We have developed numerous market-based compensation and benefit programs that have enhanced the ability of our clients in their recruitment and retention initiatives.

Search Facilitation

Executive Staffing Assistance and Search Facilitation
Our firm has extensive experience in managing search processes. Unlike the typical search firm, we approach search as an HR consulting project, recognizing that each search assignment is unique and that there are various ways to facilitate the process. We believe, and our clients agree, that our creative approach increases the value-proposition of our search facilitation services.We routinely customize our process for each search we facilitate; however, our core process includes the following steps:■ Developing and/or updating the position description ■ Developing a position profile ■ Advertising and networking to develop an applicant pool■ Evaluating and screening the applicants relative to the position profile■ Presenting qualified candidates to the employer■ Facilitating candidate interviews■ Conducting background checks, including the verification of credentials■ Facilitating the selection decision■ Presenting the job offer

Employee Handbook and HR Policies

Developing Employee Handbook and HR Policies
An Employee Handbook offers a reliable information resource for your employees, as well as, serves as an avenue of communication between your organization and your employees. We can help your organization in the development, implementation and communication to your employees of a “best practice” Employee Handbook.Our Employee Handbook development process is highly participative to insure that the final product truly reflects your organizational culture and accurately codifies your relationship with your employees. The process typically includes the following steps:Review of the existing Employee Handbook, if one exists, to determine opportunities for improvement.■Provide a “best practice” Employee Handbook template to use as a source document for the revision process.■Convene and facilitate a series of meetings with a steering group of directors, managers and supervisors to assist in identifying new or revised HR policies and practices; new initiatives; modifications and/or enhancements that should be codified in the revised handbook.■Develop a final draft of the Handbook for publication that includes updated information and best practice enhancements, formatted in a manner to provide optimum readability.■Assist in presenting the revised/new handbook to the leadership and staff by conducting the roll-out meetings or providing outlines for those presentations to HR staff or managers.

Training and Seminars

Training and Seminars

Our workshop curriculum for management and supervisory development can be presented in individual units or as a series. These are customized presentations for your staff delivered at your facility. A sampling of curriculum topics include:
Employee Issues - A broad overview of workplace issues facing managers and supervisors, including EEO Law, FMLA, Wrongful Discharge, Harassment Prevention and related compliance issues. Management Responsibilities - A discussion of the critical fiduciary responsibilities facing supervisors and managers in the workplace. Special emphasis is placed on the need for managers to understand how their actions, decisions and communications can create significant liability for their employer. Cultural Sensitivity - A presentation on how rapidly changing demographics in the U.S. are impacting the workplace. This presentation will lead to a discussion on management styles, communication styles and customer service delivery in a multicultural environment. Recruitment and Selection - A highly interactive workshop detailing a step-by-step “Best Practices” selection process. Topics will include; Job Analysis, Recruitment, Legal Aspects of Selection, Analyzing Applications and Resumes, Conducting an Evaluative Interview, Reference Checking, Making the offer, Initial Orientation.Performance Management - A presentation on coaching, counseling and developing performance improvement plans. The presentation will lead to a discussion on making discharge decisions that are legally defensible, including developing the appropriate paper trail if the discharge culminates in litigation or compliance agency review. Retention Initiatives - A presentation designed to be a reality check for supervisors and managers on how their interactions and communication styles impact on employee satisfaction and retention. The presentation will also include ideas and techniques on improving satisfaction and the quality of the employees’ work life. Preventing Workplace Harassment - This workshop takes the participants through a series of workplace examples of quid pro quo and hostile environment harassment. The workshop is designed to underscore the importance of zero tolerance approach to the management of harassment in the workplace.Conducting Performance Appraisals - A presentation on the “nuts and bolts” of conducting employee appraisals, focusing on both the importance and process of performance review. The emphasis is on conducting practical, simple and honest performance reviews consistent with your organizations policies.

Other Services

Other Services

Our firm also offers a wide range of other valuable strategic and tactical HR services including:

Employee Attitude Surveys

HR Hotline

HR Investigations

Compliance Program Development

HIPAA Compliance

Employment Screening

Services Main

HR Program Assessments

Compensation and Benefits Planning

Search Facilitation

Employee Handbook and HR Policies

Training and Seminars

Other Services

Copyright © 2011 WJ Flynn & Associates. All rights reserved. Privacy Policy

News and Articles

W. J. FLYNN & ASSOCIATES Human Resources Consultants

Welcome

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News and Articles

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News

There are always changes and new developments in Human Resources topics. Our associates are pleased to provide you pertinent and time sensitive information regarding HR topics. Please check back routinely as articles will be added often. If you prefer, we can send articles directly to your inbox, to sign up please contact Kelly Kneflin at kelly.kneflin_wjflynnandassociates.com

Articles

Employers - Health Care Reform Bullets You Cannot Dodge

Background Checking

An Employment Process that Works

Don't Become Another EEOC Statistic

HR: Is Your Social Media Antennae Up?

Copyright © 2011 WJ Flynn & Associates. All rights reserved. Privacy Policy

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Health Care Reform Bullets EMPLOYERS: 5 Health Care Reform Bullets You Cannot DodgeBy: Gina FranklinFuture market for health care will include health insurance exchanges with subsidies and employer mandated coverage. Understand exchanges, to whom and how subsidies will apply and the effect of an employer’'s voucher on subsidy eligibility. Also, employers will need to determine whether their coverage amounts place them into the no coverage OR unaffordable / low value coverage penalty category.To achieve this, you will need to create cost models for the coverage you intend to provide your employees and assess the impact reform will have on your intended coverage. Your analysis will need to cost out the price of not offering coverage and taking the no coverage penalty, for example. Remember: health care benefits are a part of your total compensation package thus integral to attracting and keeping key talent.By 2012 employers will be responsible for reporting summaries and values of their health coverage on W-2’s for the government to determine the cost and extent of health care in our country. Benefits personnel need to be trained to capture and complete this information.Review you plan documents and summary plan descriptions to confirm that they are consistent in their descriptions of updates taken as a result of 2010 compliances: grandfathering, elimination of lifetime limits on essential benefits, coverage of adult children to age 26, etc. Remain informed on how health care reform will be modified, amended or repealed. The cases before several state courts contest the constitutionality of mandated coverage and although it will take time for the Supreme Court to address these challenges, there are a number of lesser provisions under repeal and/or revision. Regardless of the court’s determination, there are on-going developments in regulatory guidance related to reporting, disclosure, definition of full-time employees and the meaning of essential health benefits.The bottom line…...remain informed and refer to us for guidance.

Background Checking Background CheckingBy: Walter J. Flynn, SPHRReprinted with the permission from Employee Benefits Planner, published by Minnesota Physician PublicationsTo background check or not to background check? Or better said what type of background checking is prudent to protect the organization form hiring the “wrong” individual. Every employer or manager with hiring responsibilities is confronted with these questions.Clearly the costs of failing to check an applicant’s background may be high. Employment attorneys consistently advise that the employer’s liability, if any, hinges on how well it investigated the applicant’s background and credentials.What is best practice? How does an employer truly protect itself from a negligent hiring incident? The answer is not simple; the employer must weigh a number of issues, including: type of position, volume of hires and turnover, the cost-benefit of background checks, and the relevance of certain checks, especially as it relates to the Equal Employment Opportunity Commission’s (EEOC) selection guidelines.Types of position:Positions with personal contact with customers or patients pose a particular vulnerability. Healthcare workers, day care workers and even delivery or service personnel with access to homes require exceedingly high standards of trust. Criminal histories involving violence or sex should be carefully evaluated.Positions with significant money handling or access to financial data require consideration of applicants without criminal histories involving crimes of theft or poor personal credit histories.Senior-management positions, which involve broad decision-making, financial management and organizational contractual commitment authority, require consideration of applicants without criminal histories involving theft, embezzlement or misrepresentation.The key is to evaluate the organization’s vulnerability and make prudent decisions on what types of crimes would be relevant to one, know about and two, to disqualify an otherwise qualified applicant if they had such a record.High volume hires and turnoverOften times the employer is faced with the dilemma of high volume hiring of service-level or clerical personnel that also experience high turnover. Is it truly important to check the backgrounds of casual employees?Prudence would dictate some level of risk assessment to determine the liability (if any) and the minimum-level of checking.Cost-benefit analysisOne negligent hiring lawsuit could result in hundreds of thousands of dollars to defend and if the plaintiff is awarded damages the amounts could rise significantly. Added to those costs are the costs of negative publicity, lost customers or patients and employee morale and productivity issues. Paying a professional investigation firm or staffing an internal position to do background checks could easily be justified based on your assessment of risk and potential liability?Relevant checksThe EEOC requires employers to evaluate only relevant information in disqualifying potential applicants. To avoid potential discriminatory decisions based on background checking, an employer is compelled to use only that information that is relevant to the position. As an example, disqualifying an applicant for a daycare worker position who has been convicted of a child abuse crime would be legally defensible.Generally, a logical analysis of the position’s requirements/responsibilities should yield the types of check to be performed, examples include:Position requirements/responsibilities Check performed Handling money Criminal Care of patients Criminal Special training Education Previous experience Previous employment Operation of Company vehicles Bureau of Motor Vehicles Accounting/investment Credit history“Best Practice”A best practice approach is to utilize a basic background check as a baseline and then, based on the position, do additional checks (if any). Specifically, they will conduct a series of basic checks for all employees, regardless of position, and additional checks for applicants in certain positions requiring higher standards or who have specific employment requirements.As an example:Baseline County Criminal (5 to 7 year history) State Criminal (5 to 7 year history) Highest level of education attained Previous employment verification (not reference)Additional (based on position) Credit report Former residence trace Motor vehicle record Worker’s Compensation check Professional license or certification check Military record verification Previous employment reference checkConclusionBackground checking is no panacea, whether you buy the service from a professional investigation organization or utilize internal staff; there is no guarantee that you will absolutely avoid a negligent hiring incident. However, the employer’s customers, patients, employees and shareholders trust that owners and managers are doing the “right” thing in hiring the best, safest and most qualified individuals possible. Doing comprehensive background checking goes along way in meeting their trust. In addition, Courts and juries apply the same standard. If the employer can demonstrate that it conscientiously conducted relevant background checks on its applicants the employer is in a much more defensible position if a problem employee is hired and an issue leads to litigation.Background check? Yes!Employer NightmaresNew YorkA nine-year-old girl was locked in a city park playground equipment room and repeatedly raped by a park’s department employee. The worker had an extensive criminal record, including several rape convictions. The court awarded $2.5 million for Negligent Hiring.CaliforniaA bookkeeper with an extensive criminal record stole $2.5 million from 15-20 businesses over a twelve-year period. An accomplice, whom he met while doing time for fraud, gave glowing recommendations to anyone who called the number listed on the resume.Washington, DCSchool officials hired an escaped convicted murderer who taught at the middle school for over a month while they waited for the results of a fingerprint check.FloridaAmong the finalists listed by a search firm for a top county job was a psychologist, who had her license revoked for having a social relationship with a patient, and a man forced to resign a job for lying on his resume.StatisticsFalsified Applications:In a survey of 501 executives by Ward Howell International, Inc., an executive search firm, 17% said their new hires had misrepresented job qualifications. 9% had inflated their salaries.Source: Wall Street JournalThe Cost of MishiringMis-hiring a $100,000 per year manager costs the employer about $300,000. These loses are based on wasted salary, benefits, severance pay, search fees, training costs and hiring time.Source: U.S. Department of LaborAnnual Turnover Costs U.S. Companies $1 BillionEmployee turnover and retraining costs amount to $1 billion annually.Source: HR Magazine

Employment Process An Employment Process That Works By Walter J. Flynn, SPHRIn today’s complex labor market, a carefully designed selection process that is conscientiously followed is the key to making successful hiring decisions.A “best practice” selection process includes the following components:Job Analysis – the development of an accurate job description detailing position duties, responsibilities, qualifications and requirements is critical to truly know what the job entails and requires in the way of skills, education and experience.Develop an Applicant Pool – advertising, networking, internal postings and school contacts are all approaches to developing a quality applicant pool. The larger and more qualified the applicant pool the more likely a qualified individual will be identified. As a rule of thumb, having a minimum of 3 to 5 qualified applicants to screen will yield a successful candidate.Screening Applications and Resumes – this is a very important process component, the value of which is frequently overlooked. Careful evaluation of both the content and the form of a completed employment application or a resume is a very important part of the process. The way the applicant presents themselves such as their neatness, completeness, use of grammar; spelling and thoroughness are all indications of how they will represent your organization. Certainly the content of their completed application and/or resume is very telling and should be carefully evaluated as this reveals what they think about their skills and abilities.Conducting a Legal, Evaluative Interview – an interview should be very purposeful and focused on evaluating the applicant’s education, experience and personal characteristics relative to the position responsibilities, duties and qualifications. The interview must be conducted in compliance with federal, state and local laws that relate to equal employment opportunity.Checking References – checking previous employment and criminal records is important to ensure that the applicant has accurately and honestly represented themselves. Even if employment references cannot be obtained, verifying previous employment is very useful.Making the Offer – once the best most qualified applicant is identified, extending the offer in a manner that increases the likelihood of acceptance is crucial. The work invested in getting to this point can all be for not if the applicant rejects the offer. Making the offer with a positive, respectful attitude and a welcoming approach, mindful of the needs of the applicant will increase the likelihood of the applicant accepting the position.New Employee Orientation – after a successful recruitment effort and applicant acceptance, the start of a positive employment relationship is facilitated by an informative orientation. The orientation should include information about the organization, department, job, benefits and working conditions.Consistently following a selection process as described above will increase your ability to predict the future job success of a new hire and start the employment relationship off on the right foot.

EEOC Don’t Become Another EEOC StatisticBy: Gina Franklin2010 was a record year in terms of the number of complaints filed with the EEOC: 99,922 to be exact; up 7.1% over 2009. The sheer number of filings pales when you consider the second number which is the “monetary benefits” paid: Over $404 million, the largest in the agency’s history. Even more startling is that the number of complaints filed for discriminatory retaliation surpassed the number filed for race discrimination: 36,258 filed under all non-discrimination statutes the EEOC enforces. This trend will likely increase as the EEOC saw a budget increase in 2010 adding 200 more investigators with an additional 100 in 2011.What Can We Learn From The NumbersThis number of filings, this amount of payout and the substantial increase in retaliation claims tells us there is work to be done on how employers are responding to employees who have made any sort of complaint whether informally, orally and/or in writing.Retaliation claims can be brought when a person experiences an “adverse employment action” (firing, discipline, demotion, etc.) in reaction to a “protected activity”: 1. Filing a discrimination charge2. Complaining to the employer about discrimination3. Participating in a discrimination proceeding, such as an investigationTo defend a claim, employers must be able to show the adverse employment action occurred for a valid, nonretaliatory reason.To avoid becoming an EEOC statistic, we have three words for you:POLICIES TRAINING DOCUMENTATIONHave clearly articulated anti-retaliation policies and practices along with an open-door compliant policy. Respond promptly and thoroughly to all complaints.Train and retrain line managers and supervisors on acceptable and unacceptable responses to an employee’s complaint of discrimination or harassment. Monitor the treatment of employees who complain of discrimination or who provide information related to discrimination complaints to ensure they are not subjected to retaliation.Make certain that supervisory personnel keep records that support their legitimate reasons for employment actions.If you want assistance with policies, training and/or an investigation, our firm is prepared to assist you.

Social Media HR: Is Your Social Media Antennae Up?By: Gina FranklinAs with so many areas of Human Resources management, HR plays both a strategic and proactive role. This role cannot be any more essential than when it comes to the development and enforcement of a social media policy. No one has to tell you that we are in an electronic age with employees posting on Facebook, U-tube and Twitter what they are thinking and doing on a daily basis. Some of this exchange involves opinions about the workplace and for whom they work. Inevitably something said may reflect poorly on the organization and put your company’s public image at risk.Where To Begin In the case of social media policy, one size does not fit all. If your organization does not have a policy, begin by answering the question: What do we want the policy to do? Is it to restrict use of electronic media during work hours? How about after hours postings? Is it to avoid the release of customer and client data, trade secrets, confidential and/or proprietary information? Is it to screen applicants or have a mechanism for disciplining employees who bad mouth the company? How about regulating company owned or provided communication devices (computers, cell phones, PDA’s, tablets)? Remember, this is an emerging area of law in terms of free speech, privacy and workers’ rights to discuss wages, working conditions and unionization (NLRA). Also, Minnesota is one of a handful of states that limits an employer’s right to regulate off-duty conduct or activities. So do your homework before crafting a policy. Here are some tips to get started:Review your existing policies to determine whether any already apply to social media use.Define what social media is and what should be the employee’s expectation of privacy.Decide how your workplace will balance the legitimate reasons to limit and monitor use of social media with legal and practical limits.Establish guidelines on acceptable personal and professional use.Address privacy, confidential information and intellectual property issues.Last, but not least, contact us at WJ Flynn to assist you in this process.

Events

W. J. FLYNN & ASSOCIATES Human Resources Consultants

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Contact Walt Flynn at walt.flynn_wjflynnandassociates.com to schedule a training for your organization.

Upcoming Events

Past Events

Please check back often for pre-scheduled events.

Health Reform for Employer Sponsored Health Plans Webinar

Sponsored by Twin Cities Human Resources Association

Presented by: Walt Flynn

December 8, 2011

Realizing Diversity; Best Practices in Recruitment & Retention

Sponsored by Wells Fargo Insurance Services

Presented by: Gina Franklin

December 8, 2011

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HR Tools

W. J. FLYNN & ASSOCIATES Human Resources Consultants

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Human Resources Management requires a focus on detail and documentation. All to often minor documentation issues explode into serious problems because the necessary forms or "paperwork" were not completed. We are pleased to provide this resource of "tools" for you in an effort to make the maze of necessary paperwork a bit easier to navigate. Check back frequently as we will continuously add more tools to this section of our Web site.

We encourage you to download the following documents:

FMLA - Medical Certification for Employee Health Condition.pdf

FMLA - Notice of Rights.pdf

Conducting Investigations Guidelines.pdf

Employment Application Generic.pdf

Position Description Template.pdf

Applicant_Assessment_Form.pdf

Exit Interview.pdf

EEO Job Classifications.pdf

Employee Information Form.pdf

Copyright © 2011 WJ Flynn & Associates. All rights reserved. Privacy Policy

About Us

W. J. FLYNN & ASSOCIATES Human Resources Consultants

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Leadership and Associates

Leadership & Associates

Our team is comprised of individuals with a broad range of experience and expertise. Each with a focus on serving our clients needs whether strategic, tactical or operational.

Leadership and Associates

Walt Flynn

Gina Franklin

Kathy Carlton

Kelly Kneflin

Walt Flynn

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Walt Flynn, SPHR

651.287.2370

walt.flynn_wjflynnandassociates.com
Walt has over 25 years of human resources leadership experience in healthcare, banking, and higher education. Prior to developing his consulting practice, his career positions included: Vice President, Human Resources for Cincinnati’ Children's Hospital; Personnel Director for the Central Trust Co., now PNC Bank (located in Cincinnati, Ohio) and Managing Consultant for R.J. Kemen and Associates (Human Resources consulting firm). In addition, Walt holds an adjunct faculty appointment at Northern Kentucky University and St. Mary's University of Minnesota. He has held faculty appointments at the University of Cincinnati, The Carlson School of Management, University Of Minnesota, and Thomas More College. His expertise is recognized in strategic human resources management; organizational problem solving; employee communications; benefit and compensation plan designs and board/senior management counsel.Walt's education includes an M.B.A. from Xavier University, Cincinnati, Ohio, a B.S. in Psychology from Northern Kentucky University, and advanced work in strategic HR management, quality management, diversity awareness, and executive practices. In addition, he has attained the Senior Professional Human Resources (SPHR) designation from the Society for Human Resources Management (SHRM). Walt is co-author of the only comprehensive healthcare human resources management textbook in current publication, titled: Healthcare Human Resource Management, first edition published in 2003 and a second edition in 2006.

Gina Franklin

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Gina G. Franklin, Esq., SPHR

651.287.2371

gina.franklin_wjflynnandassociates.com
Gina is an experienced HR professional with over 25 years experience in management and administration of both not-for-profit and for profit organizations including: Executive Director of the Minnesota County Attorneys Association, the statewide professional association for all eighty-seven Minnesota County Attorney Offices; Senior Administrator for a private national corporation administering settlements in complex class action lawsuits; and, In-house Counsel and Operations Manager for a family-owned home construction company. Gina provides HR leadership, consulting and high impact training to a wide variety of organizations. In addition to her human resources background, her leadership competencies include, culture development, performance measurement, conflict resolution, employee relations, workplace investigations, leadership development and employment law.Educational and Professional DevelopmentGina is a licensed Minnesota attorney and a mediator under Rule 114 of the General Rules of Practice. She holds a master’s degree in counseling psychology and a Senior Professional Human Resource Certification (SPHR) from the Society for Human Resource Management.Her 20 years of continuing legal education have focused on Federal and State workplace regulation and the court’s interpretative applications. She is a member of the Minnesota State Bar Association’s Employment Law Section along with the Twin Cities Human Resource Association and Healthcare Human Resources Association of Minnesota.

Kathy Carlton

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Kathy Carlton

612.922.8458

kathy.carlton_wjflynnandassociates.com

Kathy is a highly skilled office manager with over 20 years of accounting, office administration and supervisory experience.

Prior to joining W. J. Flynn and Associates, LLC Kathy held positions with Fairview Health System, Procter and Gamble and Berg & Co., Ltd. (a regional Accounting firm). She has attended Thomas More College and Normandale Community College.

Kelly Kneflin

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Kelly Kneflin

952.290.6106

kelly.kneflin_wjflynnandassociates.com

Angie Guillaume

Angie Guillaume

612-701-2297

angie.guillaume_wjflynnandassociates.com

Copyright © 2011 WJ Flynn & Associates. All rights reserved. Privacy Policy

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W. J. FLYNN & ASSOCIATES Human Resources Consultants

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Angie Guillaume

612-701-2297

angie.guillaume_wjflynnandassociates.com

Kathy Carlton

952-221-8458

kathy.carlton_wjflynnandassociates.com

Walter J. Flynn

651.287.2370

walt.flynn_wjflynnandassociates.com

Gina Franklin

651.287.2371

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W. J. FLYNN & ASSOCIATES Human Resources Consultants

Privacy Policy

W. J. FLYNN & ASSOCIATES Human Resources Consultants

Privacy PolicyW.J. Flynn and Associates, LLC has created this privacy statement to demonstrate our firm commitment to fully disclosing the information collection and use practices applicable to this website. This privacy statement discloses what information we collect via this website and how we use it.General Principles In general, you may visit this website without identifying yourself or revealing any personal information.As you browse our website, the site collects log file, IP address of your computer, and other standard tracking data we use to evaluate site traffic and usage patterns. Such information is aggregated with tracking data from all site visitors. We will use the information to personalize the site according to your preferences based on the aggregated information. We also use the aggregated information to evaluate products and services we may offer to you. Some portions of this website may require you to give us personally identifiable information such as your name, job title, company, physical mailing address, e-mail address, telephone and fax numbers (Personal Information) and, if applicable, financial information such as your credit card information (Financial Information), for, without limitation, (i) registration for attendance at certain W.J. Flynn and Associates, LLC conferences and events; and (ii) subscriptions to our publications. If you communicate with us by e-mail, post messages to any of our chat groups, bulletin boards or forums, or otherwise complete online forms or surveys, any information provided in such communications may be collected as Personal Information.If you elect to provide us Personal Information, we use it primarily to deliver the service you requested.If you submit Financial Information, we use that information primarily to verify your credit and collect payments for your purchases, orders, registrations etc.Information SharingWe may share your Personal Information with W.J. Flynn and Associates, LLC’s affiliates and partners and third parties unless you have opted-out and specified that you do not wish us to share any information. We do not rent e-mail lists compiled from e-mail addresses gathered from this website.Except as otherwise provided in this privacy policy, we will keep your Personal Information and your Financial Information private and will not share it with third parties, unless such disclosure is necessary to: (a) comply with a court order or other legal process; (b) protect our rights or property; or (c) enforce our terms of service.Information on ChildrenAs a business-to-business company, we do not knowingly collect information from children. On-line registration and web site usage is restricted to adults who are professionally engaged in the businesses we serve.Third Party and Affiliated LinksOur websites contain external links to other websites including suppliers, advertisers and affiliates. We have no control over, and are not responsible for, the content of, or information gathered by, these other websites. We do not endorse any of these websites or the products or services associated with such websites merely because they are linked to our website.Cookies A "cookie" is a bit of data sent by a website through the browser to the computer of the user visiting the site, and enables the site to return the results the browser expects. W.J. Flynn and Associates, LLC uses temporary, session-specific cookies to ensure visits to its website are smooth and customized for the visitor. Such cookies allow us to provide a visitor's browser with information tailored to the visitor's preferences and needs. W.J. Flynn and Associates, LLC also uses permanent or persistent cookies that remain on a visitor's computer after the visitor leaves a W.J. Flynn and Associates, LLC website.If you do not want your browser to accept cookies, you can turn off the cookie acceptance option in the browser's settings. However, disabling the cookie support function of the browser will prevent our website from functioning properly and you may not be able to utilize fully all of the site's features and information.Opt-out Option Visitors to this website can decide if they want to receive targeted promotional information from W.J. Flynn and Associates, LLC. On login and registration pages, prospective visitors can choose to request W.J. Flynn and Associates, LLC not to e-mail them advertising and promotional information. Should visitors accept promotional email from W.J. Flynn and Associates, LLC any email they receive will include instructions on how to be removed from W.J. Flynn and Associates, LLC promotional email list.Security and Encryption This website takes commercially reasonable precautions to protect your information. We use SSL encryption technology on our website and a secure server to encrypt information transmitted between your browsers and our server. As a result, data you submit to our website such as credit card and payment information is transmitted securely over the Internet.Notification of ChangesW.J. Flynn and Associates, LLC reserves the right, at any time and without notice, to add to, change, update or modify this privacy policy, simply by posting such change, update or modification on the website. Any such change, update or modification will be effective immediately upon posting on the website. Your Acceptance of these TermsBy using our website, products or services, you signify your acceptance of the terms of the W.J. Flynn and Associates, LLC Privacy Policy. If you do not agree to the terms of the W.J. Flynn and Associates, LLC Privacy Policy, please do not use the website, products and/or services and exit the site immediately.Return PolicyBooksBooks purchased from W.J. Flynn and Associates, LLC may be returned for a refund subject to the following conditions:Book(s) includes only printed and bound literary compositions or Audio CD ROMs, physically shipped to an W.J. Flynn and Associates, LLC customer. The definition of ‘book(s)” does not include purchased digital or audio (downloadable) content such as research, data, reports, documents, audio seminars, webinars delivered electronically to an W.J. Flynn and Associates, LLC customer. A book or Audio CD ROM must be returned in its original condition, meaning the condition the book/audio CD Rom was in at the time of the customer’s receipt of the product along with a written request for a refund. CD's, videos and other electronic disk products must be returned in the original protective packaging or no refund will be given. (Defective CD's, videos, and other electronic disk products will be replaced.).Customer must: (i) return the product in accordance with the terms of this Return Policy; (ii) return the product to the return center address:W.J. Flynn and AssociatesATTN: Product Returns4660 Slater Road, Suite 225 Eagan, MN 55122Returns must be made within thirty (30) days of customer’s invoice receipt.Refunds will be made to a customer in the form of the original payment method within sixty (60) days of W.J. Flynn and Associates, LLC receipt of the returned product.Digital Products (downloadable)If you are not completely satisfied with your purchase, you may return the item to us within 14 days for a full refund (minus shipping/handling). All refund requests for Digital Products (downloadable) must be submitted in writing by fax to 651-281-2374 or mail to: W.J. Flynn and Associates, LLCATTN: Product Returns4660 Slater Road, Suite 225 Eagan, MN 55122If you purchased a downloadable electronic document, please wipe it from your computer's hard drive and destroy any printed copies. Then send a signed letter to the address above indicating you have done so and requesting a refund. Your letter must be postmarked within five business days of the date you placed your order for your refund request to be honored.SPECIAL TERMS (downloadable articles): Any reproduction of the contents of these articles in whole or part is strictly prohibited without permission. The views and conclusions expressed in any product herein are those of the authors and do not necessarily reflect the perspectives of W.J. Flynn and Associates, LLC. No liability can be accepted in any way. As every precaution is taken to ensure accuracy, the publisher and or reseller accepts no responsibility for the accuracy of information supplied in the products herein or for any opinion expressed. The information provided does not constitute legal advice.W.J. Flynn and Associates, LLC CONFERENCES and WEBINARS:CONFERENCE and WEBINAR Payment - All registrations must be paid in full by credit card. If you wish to pay by check, please download the event brochure and follow the instructions on registration form for submitting by fax or mail. Registrations received without payment will not be processed.CONFERENCE and WEBINAR Cancellations/Substitutions - Your registration may be transferred to a member of your organization at any time. Each event has a unique cancellation date, please see event brochure for specific dates. All cancellations are subject to a processing fee. W.J. Flynn and Associates, LLC reserves the right to cancel an event. W.J. Flynn and Associates, LLC is not responsible for any airfare, hotel, or other costs incurred by registrants. Speakers are subject to change without notice. Any questions, please contact us at 651-287-2371