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ON THE MOVE RPS KLOTZ ASSOCIATES NAMES 4 NEW PROJECT MANAGERS Texas-based civil engineering firm RPS Klotz Associates has promoted four of its engineers into project management roles. Beth Shelton , PE, has been promoted to project manager in the Transportation Department. Shelton has 10 years of experience in traffic engineering, including modeling, traffic impact analysis, wayfinding signing plans, access management studies and signal warrant analysis. She holds a bachelor’s degree from Iowa State University. Morena Arredondo , PE, has been promoted to project manager in the Public Works Department. Arredondo has nearly 10 years of experience in site design, public utilities design, and water and sanitary sewer modeling. She holds a bachelor’s degree from the University of Houston. Natalie Weiershausen , PE, ENV SP, has been promoted to project manager in the Public Works Department. Weiershausen has nearly 10 years of experience in a variety of projects, including water and wastewater planning,

utility relocation/design, flood plain analysis and roadway design. She holds a bachelor’s degree from the University of Texas. Jonathan Griffin , PE, has been promoted to associate project manager. Griffin has nearly 10 years of experience in roadway design, bridge design and traffic studies, and holds master’s and bachelor’s degrees from Texas Tech University. “Congratulations to these rising stars,” said D. Wayne Klotz, PE, D.WRE, president. “We consider our team the best around and are proud to recognize them for their contributions.” MICHAEL MOORE NAMED DIRECTOR OF ENVIRONMENTAL SERVICES AT ATWELL Consulting, engineering, and construction services firm Atwell, LLC has appointed Michael Moore to director of environmental Services. His responsibilities will include national new business development, client management and strategic recruitment for the company.

Moore is a senior-level Hydrogeologist with nearly 30 years of national and international experience consulting on a broad range of environmental issues. He has served as both technical and legal advisor for property remediation, petroleum sites, fractured rock environments, river sediment contamination, and surface water/groundwater interaction. “Moore is a seasoned leader who can hit the ground running while bringing technical solutions to our projects across the country,” saidBrianWenzel, president andCEO. “His vast hydrogeology and geology work experience will be invaluable to our environmental clients as well as our internal team.” Atwell, LLC is a national firmwith more than five hundred professionals across the country that deliver a broad range of strategic and creative solutions to clients in a variety of industries including real estate and land development, power and energy, oil and gas, automotive, industrial, and mining.

planning allows choice from a talent pool that is already high- ly qualified. The upside for the employee is that he or she is working in an environment that values growth, provides op- portunities to develop new skills and abilities, and increases the chances for job security. Such an atmosphere is exciting in its commitment to learning and development, even though the promise of higher positions can’t always be assured. 2) Typically, a void produces a scramble to fill a position rather than being able to choose from a number of viable and com- petent employees. Once chosen, the transition time required to bring the new employee to the necessary level and inte- grate them into the culture is far less with someone who is already familiar with the workplace environment. 3) Employee satisfaction and retention are bound to increase because people are more attracted to a supportive learning environment that delivers the message: “Those who work for us are valued and worth nurturing.” Further, professional development is more meaningful when tied to possible career paths and individual growth. 4)There will be a consistent supply of well-trained, experienced, and motivated people who are ready to step into key posi- tions, while performing their present jobs with skill and com- mitment. They are often less resistant to change because they are part of the plan and more committed to continuous im- provement. If they know that they’re going to stay, they have a stake in the organization’s success. 5) And, finally, the organization’s image will be improved. It will be seen as a challenging, stimulating place to work and new hires will quickly acquire the energy and excitement shown by present employees. If this is not convincing enough, consider the peace of mind created by the knowledge that your firm’s future will be in good hands. GERRI KING, Ph.D., is a founding partner and president of Human Dynamics Associates Inc., in Concord, New Hampshire. For more information, visit gerriking.com.

GERRI KING, from page 3

4) Share key position descriptions and the requisite skills re- quired for success. 5) Develop a communication strategy that clearly describes pos- sible career paths, available training, and competency build- ing, in addition to the process that will be used to select a successor. “Recruiting from within means that employers are not waiting until a position becomes open to search for talent. Succession planning allows choice from a talent pool that is already highly qualified.” 6) Potential candidates should be assigned mentors who can guide and assist their development. 7) Put measurement tools in place to assess progression, the meeting of criteria, appropriate training, and expectations. 8) Utilize expertise from all levels of the organization. The people who do the job every day know what is needed to be successful. The design of the succession plan should not be the purview of leadership alone. 9) Ensure that the process has wide support and is constantly emphasized in day-to-day activity. 10) Review your process on an on-going basis to be certain that the plan that is in place still makes sense. Additional advantages to committing to a succession- planning program: 1) Recruiting from within means that employers are not waiting until a position becomes open to search for talent. Succession

THE ZWEIG LETTER May 2, 2016, ISSUE 1150

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