Jill is a native of Utah residing in Salt Lake City.  She is a Human Resource Consultant to organizations throughout the Western and Southern regions of the Country with many of her clients located in Utah along the Wasatch Front. Her primary customers are nonprofits, government, education, regulated industry, community banks, and cooperatives.  Jill’s areas of expertise are employee and organizational development and compensation. She has been working in Human Resource Management for the past 28 years and in the capacity of a Consultant with her own Company for the past 21years. She has a master’s degree in public administration and a bachelor’s degree in political science from the University of Utah.  Jill teaches management and leadership skills, team building, communication essentials, motivation, recognition and rewards, conflict resolution and a host of other human resource topics. In addition, she evaluates and makes recommendations related to team dynamics as well as to organizational culture and climate. Regarding compensation and incentive research, Jill spends a great deal of her time monitoring the market for competitive compensation practices and rates, developing market-based pay systems as well as recognition/reward and incentive programs. She teaches at the University of Utah and enjoys the relationships cultivated within the academic environment. Prior to consulting, she was employed with the State of Utah, National Semiconductor, Questar Corporation and the University of Utah.

Perspective on the Performance Gap:  What is the supervisor’s role in building competent, confident employees who feel accountable for their own performance?  Narrowing the performance gap requires supervisors to focus on their own behaviors and the organization’s systems and processes that hinder successful employee performance.  This brief luncheon presentation focuses on factors where supervisors can make positive strides in helping employees improve their own performance.