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Matthew Burr, MJ-LEL, MBA, MHRIR, GPHR, SPHR, SHRM-SCP, CPHR

Assistant Professor of Business Administration, Division of Business & Economics at Elmira College
From Elmira, NY
Mathew W. Burr, MJ-LEL, MBA, MHRIR, GPHR, SHRM-SCP, SPHR, CPHR ABOUT: Matthew Burr has over 13-years of experience working in the human resources field, starting his career as an Industrial Relations Intern at Kennedy Valve Manufacturing to most recently founding and managing a human resource consulting company; Burr Consulting, LLC and Co-Owner of Labor Love, a Labor and Employment Law poster printing company. Prior to founding the consulting firm, the majority of his career was spent in manufacturing and healthcare. He specializes in labor and employment law, conflict resolution, performance management, labor, and employment relations. Matthew has a generalist background in HR and provides strategic HR services to his clients, focusing on small and medium sized organizations. In July 2017, Matthew started as an Associate Professor of Business Administration at Elmira College and was promoted into the Continuing Education & Business Administration Department Liaison role in July 2018. He teaches both undergraduate and graduate level business courses at Elmira College. He successfully designed an HR Concentration in the business management major that is aligned with both SHRM and HRCI certifications, providing opportunities for students to sit for both the SHRM-CP and aPHR certifications upon completion of the degree, concentration and internship hours. Matthew is also the SHRM Certification Exam Instructor, with a current pass rate of 89%on the SHRM-SCP and 100% pass rate on the SHRM-CP and a combined 94.4% on both exams over a 4.5-year period of instructing the course. Matthew works as a trainer Tompkins Cortland Community College, Corning Community College, Broome Community College, Penn State University and HR Instructor for Certification Preparation for the Human Resource Certification Institute (HRCI). He also acts as an On-Call Mediator and Factfinder through the Public Employment Relations Board in New York State, working with public sector employers and labor unions. PUBLICATIONS: Matthew has publications at the American Bar Association (ABA) Experience Magazine, Cornell HR Review, Business Insider, New York State Bar Association (NYSBA), PayScale, Society of Human Resource Management (SHRM), and Expert 360 (in Australia). In early 2017, he published his first book, $74,000 in 24 Months: How I killed my student loans (and you can too!). He is currently working on revising the book. VOLUNTEER WORK: Matthew is currently the New York State Society of Human Resource Management (NYSSHRM) District Director of the Southern District, Past President of the Human Resource Association of the Twin Tiers (HRATT), HR Committee Member Corning Childrens Center, a board member for the Community Dispute Resolution Center (CDRC) and Boy Scouts of America (BSA) Merit Badge Counselor. EDUCATION & TRAINING: Additional Training & Development: SHRM Workplace Coaching and Mentoring Recertification Program, 2020 SHRM Foundation Employing Abilities @Work Certificate, 2020 SHRM Foundation Veterans at Work Certificate Program, 2018 Delta County Chamber of Commerce: Delta Force Leadership Program, 2013 FEATURED IN & ON: Matthew has been featured on CNN Money, Fast Company, Fits Small Business, Magnify Money, Monster.com, My Twin Tiers, Namely, Student Loan Hero, Smart Sheet and CEO Blog Nation, Human Resource Certification Institute (HRCI), Society of Human Resource Management (SHRM).
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Community Outreach and Guest Lectures
GUEST LECTURE & CONFERENCE and EVENT PRESENTATIONS- New York State Society of Human Resources Management (NYS SHRM) o NYS SHRM, Financial Wellness in the Workplace: How and Why This Impacts Our Workforce and Organizations, NYS SHRM Annual Conference, Albany, NY, September 2018. New York State Public Employment Relations Board (PERB) o Burr, Matthew, Half a Century of Managing Collective Bargaining Conflict: The New York Experience and Beyond, The Taylor Law at 50 Conference, May 2018. Society of Human Resources Management Tompkins County (SHRMTC) o SHRMTC, Monthly Meeting: Organizational Misbehavior (OMB), April 2017. Watkins Glen Area Chamber of Commerce o Watkins Glen High School iLead: How to Follow Instructions, Protocol & When to Say No, December 2016 o Watkins Glen Area Chamber of Commerce: Understanding the FLSA Overtime Regulations, November 2016. o Watkins Glen Area Chamber of Commerce, Small Business Think Tank: Setting the Tone for a New Employees First Impression of Your Organization: Onboarding and New Hire Orientation, December 2015. Human Resources Association of the Twin Tiers (HRATT) o HRATT, Monthly Meeting: Organizational Misbehavior (OMB), November 2016. COMMUNITY OUTREACH- Community Dispute Resolution Center (CRDC) Elmira, NY, June 2016- Current o Board of Directors June 2016- Current o Finance Subcommittee Member, June 2016- Current Elmira College Ambassador for Spencer Van-Etten High School Elmira, NY, January 2015- Current o Liaison between Elmira College and Spencer Van-Etten High School for any interested applicants.
Elmira College Faculty
Added by Matthew
Professional Groups
Greater Valley Chamber of Commerce (GVCC), Waverly, NY, March 2016-Current Tioga County Chamber of Commerce, Owego, NY, April 2016-Current Labor and Employment Relations Association (LERA), January 2016-Current LERA of Central New York (LERA of CNY), October 2017-Current Chartered Professional in Human Resources (CPHR) British Columbia & Yukon, December 2018-Current Watkins Glen Area Chamber of Commerce (WGACC) Watkins Glen, NY, December 2015- Current Human Resource Association of the Twin Tiers (HRATT) Elmira, NY, October 2014- Current & July 2008- December 2010
Elmira College Faculty
Added by Matthew
Assistant Professor of Business Administration at Elmira College
https://www.elmira.edu/academics/programs/Faculty/Busi_Eco.html https://meritpages.com/matthewwburr Continuing Education & Business Administration Department(s) Liaison, July 2018- Current Faculty Representative Chair on the Benefits Committee Chair on the Grievance Committee Graduate Program Advisory Committee Member Instructor of both undergraduate and graduate business courses, currently developing a venture capital course. Current courses include: Intro to Human Resource Management, Organizational Behavior, Management Information Systems, Effective Negotiations, Principles of Management, Information Technology Management, Critical Issues in HR Development. SHRM Certification Exam Prep Course Instructor: The students currently have an 80% pass rate on the SHRM-SCP and 92.3% pass rate on the SHRM-CP.
July 2017 - Present
Assistant Professor of Business Administration at Elmira College
https://www.elmira.edu/academics/programs/Faculty/Busi_Eco.html Continuing Education & Business Administration Department(s) Liaison, July 2018- Current Alternate Chair on the Grievance Committee Instructor of both undergraduate and graduate business courses, currently developing a venture capital course. Current courses include: Intro to Human Resource Management, Organizational Behavior, Management Information Systems, Effective Negotiations, Principles of Management, Information Technology Management, Critical Issues in HR Development. SHRM Certification Exam Prep Course Instructor: The students currently have an 80% pass rate on the SHRM-SCP and 92.3% pass rate on the SHRM-CP.
July 2017 - Present
Instructor at Penn State University
HR Boot-camp for the Non-Business Professional Employee Relations Compensation and Benefits HR Law for Supervisors Talent Management
January 2017 - Present
PERB Mediator and Fact-Finding Panel Member at State of New York Public Employment Relations Board (PERB)
On-Call Mediator and Fact-Finder for PERB (Albany, NY covering the Elmira, NY Area)
July 2016 - Present
TC3 Biz Instructor at Tompkins Cortland Community College
Forkey Construction 3-Part Sexual Harassment, Bullying, Strategic HR Law, July & August 2018. BorgWarner 5-Part Training Series: FMLA, ADAA, NYS PFL, Workers Compensation, Employee Relations, Collective Bargaining, Grievances, Workplace Investigations, Supervisor Relations June 2018 Supervisors and HR Law Training, March 2018. Macom Supervisors and HR Law Training, March 2018. Alternatives Credit Union Supervisors and HR Law Training, January 2018. "The Public-Sector Supervisors and HR Law Training," May 2017. "Forkey Construction Supervisors and HR Law Training," April 2017. "The Public-Sector Supervisor & Human Resources Law," November 2016. "The Public-Sector Supervisor & Human Resources Law," May 2016. "The Public-Sector Supervisor Legal & Effective Interviewing," May 2016.
February 2016 - Present
Human Resources Consultant/Owner at Burr Consulting, LLC
"Strategically Aligning HR as a Partner for the Success of Your Business" Mission: To provide each client with an individualized and strategic approach to all their Human Resources needs. Overview of Projects/Services: Employee Handbooks Design Organizational Redesign Workplace Investigations Recruiting Training(s) HR Audits/ Compliance Form I-9 Audits Compensation Development Job Description Design Small Business for HR On-Call Support Interim HR Positions Change Management Coaching/Counseling Payroll/HRIS Support Workers Compensation Safety & Security Mediation/Fact-Finding Website: http://burrconsultingllc.com/ Blog: http://burrconsultingllc.com/whats-new-in-hr/ Email: Matthew@burrconsultingllc.com iTunes Podcast: Upstate HR https://itunes.apple.com/us/podcast/the-upstate-hr-podcast/id1244752507?mt=2 Facebook: http://www.facebook.com/burrconsultingllc Twitter: @Burrconsulting
March 2015 - Present
Human Resource Mentoring
April 2021 - Presentations
Utilizing Employee Engagement Surveys
Preparation. Apply the SHRM Body of Competency and Knowledge (SHRM BoCK) to strategically align the survey to the success of the organization. Review the survey questions and strategy prior to rolling it out. Communicate the reasons for the survey and the value the organization expects upon reviewing the results. Privacy. Employees may be leery of taking the survey due to privacy concerns about who receives the information they provide. Utilize an external firm to oversee the survey and provide anonymous overviews of the results back to you. Ensure that there is no retaliation against employees who are transparent with their issues and concerns. Development. Keep the survey short and simple, with space for employees to write responses. A survey should not have lots of questions and take hours to answer—the response rate will be low, and the information collected will not add extensive value to the organization. Metrics. Metrics are critical to ensure the survey is a success. Keep the survey open long enough so that all employees have the opportunity to complete it, and send reminders to them to do so. Review the response rates based on specific job, department, division, etc. The third party overseeing the project can provide you with this information as the surveys are completed. Results and feedback. Communicate the results of the survey to the workforce transparently and honestly, regardless of how positive or negative the feedback might be. Provide action items and strategy based on the survey responses. We have an obligation to provide timely results, otherwise the entire exercise will have added no value to the organization. This is one of the most important aspects of employee engagement surveys. I have seen both successes and failures after a survey is complete, based on employer communications.
April 2021 - Publications
Partnering with Local Colleges and Universities
Experience and opportunity make all the difference. My HR career started during my senior year in college, when I was an industrial relations intern at a local manufacturer. Fourteen years later, I am still in the HR field. I would not be where I am today were it not for that internship. Look for experiences and opportunities that you can offer to the next generation of workers, because they can make a difference in any profession. Recruit, retain and grow talent. A partnership with an educational institution is a great way for an organization to recruit, retain and grow talent—at the internship level, as well as for full-time entry-level positions. Develop challenges for these workers and be sure they get exposure to top leadership. When I was a summer intern for a Fortune 100 company, we gave an end-of-program presentation to the senior HR leaders summarizing everything we had worked on. Performance feedback. Proactive feedback on performance is critical to a person's growth and development in an organization. Develop a feedback channel meaningful to the student, your organization and the educational institution. Never be afraid to give direct commentary on what is good and what areas need improvement. To evolve and grow your partnerships, also ask for feedback from the intern and institution. Mentorship programs. Mentoring is a critical component to any successful internship or entry-level leadership development program. Use an onboarding process that feeds into a buddy system and develops mentors for interns. The SHRM Body of Competency and Knowledge® (SHRM BoCK®). Strategically align your partnerships with the SHRM BoCK, which ensures that all HR professionals have the knowledge, skills and abilities they need to be effective.
March 2021 - Publications
Communication and Training on Sweeping Legislative Changes
A proactive approach to communication and training will ensure that your organization's leadership team is making strategic and legal decisions concerning the workforce: Develop subject matter expertise. Read through the new legislation and do additional research to fully understand the changes. Know the material well enough to speak confidently about it. Be prepared to answer questions and work through what-if scenarios. If anything is unclear, partner with an attorney or consultant who can help guide the conversation. Consider the impact on the organization. Create communication and training materials about the new legislation. Focus on how changes will impact the organization. What do people need to know? How will leadership and front-line supervision be affected? This will involve a strategic alignment of HR's interests with the organization's. Compile frequently asked questions. Legislation might be so new that its impact is unknown. Any relevant information you provide needs to be simplified and related to the organization. Develop a list of frequently asked questions as soon as you can. Include all modes of learning. In developing communication and training materials, address the needs of auditory, kinesthetic and visual learners. The best trainers use all three learning models to reach as many learners as possible. Continue to provide resources. You're providing a "30,000-foot" overview of legislative changes to supervisors and leaders through communication and training. Don't expect them to be or to become subject matter experts in labor and employment law. If they have questions, tell them to talk to you or others in the HR department. Advise
February 2021 - Publications
Bringing Stay Interviews to Your Organization
January 2021 - Publications
Bringing Political Civility into the Workplace
We can all agree that 2020 has been an unforgettable year. With the 2020 presidential election coming to an end, it's also clear that we are politically divided as a nation. Political discussions tend to spill over into the workplace, which can have an impact on working relationships. On top of everything else that HR is already dealing with, many of us are being called on to help bring political civility back into the workplace. Here are three suggestions for making a difference: Consistent and fair treatment of people's opinions. We all have varying opinions on the direction of the country and the outcome of the 2020 election. Organizations and HR should enforce workplace policies fairly and consistently, treating all opinions with respect. Employees' support of or opposition to political candidates should not result in discipline or termination. Ensure that there is no workplace bullying or retaliation. Hold everyone accountable. Competencies that promote communication, relationship-building and leadership will help lay a foundation for civility in the workplace. Health and wellness. If the past is any indication of the present or future, political controversies affect the health and wellness of employees. Continue to make employees' emotional, mental and physical wellness a top priority at the end of 2020 and throughout 2021. Make information about wellness tools and resources available throughout the organization. Proactive conflict management. Acknowledge that there will always be underlying conflicts and disputes throughout the workplace. Embrace proactive techniques for managing them. While conflict is inevitable, the way we approach conflict management is a personal and organizational choice. Manage conflict fairly and consistently, just as you enforce workplace policies. Use effective communication methods, including following up and closing the loop. Don't let conflict build; if you allow it to do so, it will escalate into an explosion, which is simply unacceptable. Treat people the way you want to be treated—it really is that simple. My personal approach to politics in the workplace: I do not discuss it, neither in my classes as a professor nor with most of my clients as a consultant. Students, organizations and workforces have their own opinions on politics, and embracing or not embracing these opinions is a losing model for an HR professional. HR can set the tone for political civility in the workplace, regardless of your personal political preferences. Approach conflict one day at a time. Respect differences, make wellness a priority and manage conflict proactively. Matthew W. Burr, SHRM-SCP, owner of Burr Consulting LLC in Elmira, N.Y., and co-owner of Labor Love, LLC, is an HR consultant, an assistant professor at Elmira College, and an on-call mediator and fact-finder for the New York State Public Employment Relations Board. He holds master's degrees in business administration and human resources & industrial relations, and a Lean Six Sigma Green Belt. CONFLICT RESOLUTION RELATIONSHIP
December 2020 - Publications
Financial Wellness: Make It an Organizational Priority
Over the past few months, I have read a number of articles on financial wellness and the employer's obligation to provide strategic opportunities and solutions for employees at all levels throughout the organization. Below are a few thoughts on opportunities to collaborate in this area and implement strategic solutions to make financial wellness a priority. Open enrollment and retirement savings. Communicate retirement options for every employee—over-communicate them. During the open enrollment process, ensure that retirement information and financial advisors are available. Proactively deliver information by providing a list of frequently asked questions. If you can, offer employees one-on-one meetings with advisors to discuss their needs. Consider implementing an annual percentage increase in payroll deductions into retirement accounts. Budget and debt counseling. Look for opportunities to partner with local banks or credit unions to provide budget and debt counseling, training, or one-on-one coaching, onsite or remotely. I have worked with a number of such organizations. There are a variety of opportunities to collaborate with local professionals. Provide additional tools and resources for the workforce and general public—this is an effective option for everyone. Measure, assess and evolve. We cannot change what we do not measure, so develop metrics and assess the effectiveness of strategic solutions for anything you implement. Find out how many people in your organization are participating in a retirement account, health savings account or flexible spending account. Have many people taken out loans against their retirement accounts? Who is participating in seminars on budget counseling and handling debt? Ask for feedback on the effectiveness of the programs being offered. Keep measurements simple and easy to communicate; this will be more effective when delivering results. Celebrate wins—and be prepared to pivot if the workforce needs something different. Relevant HR competencies. The SHRM competencies Communication, Relationship Management, and Leadership & Navigation are most applicable in the area of financial wellness. Senior leadership should embrace and drive any programs, such as those suggested above. Without leadership, your efforts can easily turn into a "flavor-of-the-month" program that is popular for a short time, then quickly fades away. Build relationships. Continue to review opportunities for younger employees, who can be overwhelmed with student loan debt. Debt is stress, and stress becomes a serious engagement problem in the workplace.
November 2020 - Publications
What Does the Applicant Expect from the Organization?
A positive organizational culture. Every applicant wants to be welcomed into an organization that is open to new ideas, is willing to evolve and creates a friendly work environment. Is there a perfect organizational culture? Not from what I have experienced. There is always room for improvement. But be honest about your organization's environment. Talk about the positive and address the challenges posed by the negative. Honesty is the best policy here; it only takes a few weeks at an organization for someone to realize that the culture is toxic or the place is a mess. Soon they'll start to look for jobs elsewhere. In approaching questions and answers on organizational culture, the SHRM competencies of Communication, Relationship Management and Leadership & Navigation will be most effective. Consistency and fairness. This topic requires another straightforward conversation. Focus on how the organization effectively addresses employee questions, issues and concerns. HR should hold the organization accountable for consistency and fairness up and down the chain of command. In order to build a positive culture, the organization must be consistent and fair throughout; there is no other option. A realistic job preview. State the realistic expectations and accountabilities for a position. If a job calls for travel 50 percent or more of the time, for instance, be honest about it; there would be no reason to say that travel is 10 percent. If there's no transparency about something like that, I can promise you that the job will turn over, over and over again. HR should know open positions well enough to offer honest and impactful realistic job previews of them. If your organization is looking for someone to drive change in a position, however, talk about that expectation, challenging applicants to think differently if they are selected for the role. Simple, direct, honest communication is the only valid approach. Current events. The COVID-19 crisis presents an opportunity for great conversation. Ask applicants what they did, what they learned or what new skills they developed during the pandemic.
October 2020 - Publications
Envisioning Change in 2021
Now that it's mid-September, many of our organizations are preparing for open enrollment, reviewing and approving budgets, setting recruiting strategy, planning for end-of-year performance reviews and panicking over new laws that will take effect on Jan. 1, 2021. Issues at the forefront involve laws, regulations and HR decision-making, with added focus on employee relations and engagement. Here are my thoughts on HR's evolution in 202
September 2020 - Publications
The Evolution of Work-From-Home Benefits and Perks
hile organizations both small and large have been implementing work-from-home/telecommuting workplace policies, procedures and practices for years, the 2020 pandemic and resulting stay-at-home orders have required the rapid evolution of these programs. Working from home is a transition for all of us, and, for many, it is not easy. Organizations should recognize and support employees who are struggling with these quick changes and consider what additional benefits and perks to offer as they do their jobs from remote workspaces. To make efficient, business-driven decisions and provide the right information to employees and organizational leaders, utilize the SHRM competencies of Communication, Relationship Management and Leadership & Navigation. Infrastructure and technology. Not all employees live in locations where high-speed Internet is available. For example, I am a professor who lives in the middle of the woods. In order for me to teach virtually, it is a priority to ensure that I have high-speed Internet access. This summer, I undertook an infrastructure project in my home to accomplish this before the fall term began. (I was fully involved in running fiber optic line up a thousand-foot hill. My Internet works perfectly now!) Ask employees if they are in similar situations to ensure that the organization is providing support for their infrastructure challenges. Employee engagement. Many organizations offer workplace lunch-and-learn programs and employee appreciation luncheons for remote workers, as well as virtual trainings, lunches and company picnics. Ask the workforce which opportunities are of interest to them and communicate dates and times to ensure their active engagement. If your employees have been working virtually for months, you will be surprised at the turnout for these events, which many of my organizational clients have found to be extremely successful. Virtual health and wellness. Because health and wellness play a critical role in all our lives, this is the most important item on the list. Organizations should review and implement measures that ensure the health and wellness of every employee and family member. These can include virtual medical appointments, stress relief programs, employee assistance programs, training opportunities, flexibility for parents to teach their kids throughout the day, virtual workouts, meditation, yoga, etc. It is up to us as HR professionals and organizational leaders to seek information from and provide opportunities to employees. Some might be afraid to ask for something regarding their work-from-home positions, so ask questions. Create a survey or host small-group discussions for fact-based decision making. Measure success and seek feedback after you implement any new program. This is a challenging time for all of us. HR can ease the burden by doing what is best for our workforce. Finding solutions and creating opportunities is a winning formula. Matthew W. Burr, SHRM-SCP, owner of Burr Consulting LLC in Elmira, N.Y. and co-owner of Labor Love LLC, is an HR consultant, an assistant professor at Elmira College, and an on-call mediator and fact-finder for the New York State Public Employment Relations Board. He holds master's degrees in business administration and in human resources and industrial relations and is a Lean Six Sigma Green Belt.
August 2020 - Publications
Employee Relations Opportunities During a Crisis
With the overwhelming amount of information on the internet related to the COVID-19 pandemic and daily changes in labor-and-employment laws at the local, state and federal levels, how does an organization ensure it is doing the right thing for the workforce? Changes are occurring sometimes on an hourly basis, and many of us have had to lay off or furlough the workforce during these uncertain times. We still have an opportunity to build stronger relationships, cultures and loyalty within the employee ranks.
July 2020 - Publications
Learn Your Company's Business so You Can Drive Solutions
he job title "HR Business Partner" is common in many organizations. What does it mean? How does an HR business partner impact the organization? As we begin to return to the workplace in the COVID-19 era, HR is acting as a key business driver. Our decisions and actions as HR professionals are having a tremendous impact on organizations throughout the world. HR must continue this momentum. I'm always hearing the phrase "HR needs a seat at the table." If HR professionals want that seat, we have to go out and earn it—or take it. By aligning our HR departments with decisions that impact our organization, we will have our place at that table. We must take the time to fully understand what the business needs to ensure that the decisions we make are sound and reliable. I believe that any high-level HR professional should be able, if the need should arise, to take over for the CEO immediately. That means taking a disciplined approach to embracing a business-driven HR department that produces effective results in the organization. Here are a few things that HR business partners ought to know: Accounting and finance. Every HR professional should have a solid foundation in accounting and finance. Know more than the finance person at the table. Take the time to embrace budgeting, profit and loss, statements of cash flow, and net income. You will eventually be involved in an audit or in developing a department budget. Build a relationship with your finance and accounting team. Ask for projects that financially impact your organization. The only way to fight for money for training and projects is to understand how that money will work so you can sell your ideas to leadership. Developing your skills in data analysis, communication, relationship building and leadership will play an extremely important role in your strategic decision making. See the SHRM Body of Competency and Knowledge (SHRM BoCK) and its description of these competencies: Business Acumen, Critical Evaluation, Communication, Relationship Management and Leadership & Navigation. "The customer is always right." Customer service is a simple concept: Treat people the way you want to be treated. It really is that simple. In HR, customer service relates to how we engage with the workforce and address their issues and concerns. It also has a tremendous impact on recruiting top talent. (If you treat applicants poorly—not following up, waiting six months to send a rejection letter, ghosting applicants, etc.—you will lose top talent.) Learn the needs of the organization and use a customer-service approach. While we all know the customer is not always right, being ethical, communicating and exercising leadership will ensure success for the HR department. See the SHRM BoCK's descriptions of the Ethical Practice, Communication and Leadership & Navigation competencies. Operations and supply chain. As we have learned over the past months during the COVID-19 pandemic, the supply chain is critical to any organization. Whether an organization is for-profit or not-for-profit, it has an operations and supply chain component. Develop a sound understanding of what your organization produces and how services are delivered. This will support your decision making by helping you align the needs of the organization with the mission of HR. Taking the time to understand this aspect of the business will improve efficiencies in your own HR department. Again, communication, relationship building and leadership form the theme. Every HR professional should be ready to learn, evolve and make business-driven decisions. Matthew W. Burr, SHRM-SCP, owner of Burr Consulting LLC in Elmira, N.Y., and co-owner of Labor Love LLC, is an HR consultant, an assistant professor at Elmira College, and an on-call mediator and fact-finder for the New York State Public Employment Relations Board.
July 2020 - Publications
Re-Onboarding and Re-Energizing the Workforce
As the world slowly begins to reopen during the COVID-19 pandemic, organizations need to focus on strategies to assist employees. How do we ensure success with a phased-in return to work? Re-onboarding and welcoming all employees back are critical for re-engaging the workforce. Open communication during this process will impact the organization's culture, internally and externally, moving forward. Here are a few tips to approach the task successfully: Re-imagine the stay interview. Organizations are finding success with a stay-interview format to address employees' needs and concerns. Re-engineer the model to focus not just on staying with the organization, but on what the individual employee needs to re-engage with the workforce. Questions should focus on the employee's issues, such as flexibility, wellness, etc. These discussions will provide the organization with insights into changes that leadership can make in those areas. The HR competencies of Consultation and Leadership & Navigation will play an extremely important role in strategic decision-making. Implement social distancing and safety requirements. Look for guidance from federal, state and local government entities on social distancing and safety requirements in the workplace, including the use of personal protective equipment (PPE). Continuous communication with the workforce about these measures will ensure consistency throughout the organization. Implement specific training and communication channels, if necessary. Hold the workforce accountable to expectations. Communication, Critical Evaluation and HR Expertise are some of the many competencies that will be deployed. Use communication to build trust. As we get used to new expectations, communication will play a pivotal role, not only in re-energizing the workforce, but also in setting the tone for organizational culture. Does the organization really care about the workforce? Or is it focused just on the bottom line? For organizational leaders, the choice really is simple: Treat people how you want to be treated. Hear workers' concerns and respond to their questions. Closing the loop of communication is critical to building trust and enhancing culture in any organization. As we return to full employment, every leader and every organization will learn lessons from this pandemic that will guide us in making decisions with impact. Approach the re-onboarding experience as a crucial piece of a successful and full recovery for your organization. Focus on the needs of the employee in the same way you focus on the needs of the customer—yes, it's that important. We have an obligation to do the right thing for every employee in every organization.
June 2020 - Publications
Turning the Corner After a Time of Crisis Leadership and rebuilding organizational culture
The U.S. and the rest of the world are dealing with the upheaval from the COVID-19 pandemic and the impact it has had on society and economies. Where do we, as organizational leaders, go from here? This is a complicated situation, with no simple, easy or prewritten solution like "Pandemic Recovery for Dummies." We are in uncharted territory. The decisions we make now will have impacts on our organizations, workforces and culture for a long time to come. This is an opportunity for HR to take our position as leaders as we begin picking up the pieces and rebuild. There really is no choice but to move forward as a society. Emotional intelligence, communication and leadership are vital to every organization, large or small.
May 2020 - Publications
Organizational Culture: The HR Profession's Performance Review
Communicating openly. Designing a culture of support and buy-in starts with consistent and open communication channels. That means not only having an open-door policy in the organization, but also spending countless hours engaging with individuals. My biggest HR successes have resulted from driving communication throughout the workplace and on the shop floor, talking to employees and union reps. (In times like these, when in-person engagement isn't always possible, we can still talk to people over e-mail, videoconferencing apps, etc.) We have to ensure that everyone is singing from the same sheet of music. If an employee brings up an issue or concern, follow up on it and close the loop. Your credibility will skyrocket. Design engaging communication strategies using the SHRM competencies of Communication, Relationship Management, Critical Evaluation and HR Expertise. Handling conflict resolution. Conflict in the workplace is inevitable; how we handle it is an option. Being prepared to address conflict means you understand the needs of the workforce and organization and are capable of leading resolution and change throughout. Most people shy away from conflict, but in HR we have no choice but to be the driving force behind conflict-resolution strategies, which include having those crucial conversations. It's another opportunity to build credibility and engage the organization. Teach these skills to employees, supervisors and managers. Communication, Business Acumen, Relationship Management and HR Expertise are competencies critical to the success of any conflict-resolution process. Driving business strategy. HR plays a role in understanding and driving business strategy at any level. We should know our organization's finances, operations and supply chain better than anyone else at the table, and we should be prepared to step into an operations or even a CEO role if the need arises. By driving business strategy, HR can prove it is the most important department in any organization. This will encompass every part of the SHRM Competency Model.
April 2020 - Publications
Crisis, Continuity, Contingency and Organizational Communication
Communication: Keep it going and close the loops. We all want answers to complex questions about action plans, working from home, pay, benefits, etc. Even if you do not have answers to specific questions, address those concerns and communicate that the organization is working on those specifics. Continue to update the workforce as information evolves. Ensure that communication throughout the organization is ongoing and loop-closing. HR has an obligation to eliminate gossip and rumors and to help quell fears. Compassion: Consistent policies and procedures. Reinforce compassion by proactively designing, implementing and communicating policies and procedures to address matters such as remote working, benefit continuation, pay, usage of paid time off, Family and Medical Leave Act, disability, etc. Develop a list of frequently asked questions. It is imperative for the organization to make decisions that are consistent, fair and legal. Contingency planning: The show must go on. How do we ensure that the organization continues to operate during a time of uncertainty? Many organizations do not have the option to shutter operations or pay employees to not work. As organizational leaders, HR professionals play a significant role in driving strategy and planning for contingencies. Have continuing conversations about contingency planning, as I do as an HR representative consulting with multiple organizations across the country. We need to understand the impact of trials and tribulations on the organization and how best to navigate them. Take the lead. Be prepared to discuss legal impacts. Drive strategic decision-making. Know your organization, workforce, customer, suppliers, volunteers, etc. Understand the domino-effects inside and outside the organization and act accordingly.
March 2020 - Publications
The Power of HR Mentorship: A Two-Way Street
Professional mentorship can take many forms and can have long-lasting impacts on our career successes, trials and tribulations. Regardless of the role we play in an organization, we can and should play a role in mentoring. Each of us should have a mentor and serve as a mentor to others. It's a powerful relationship. In my journey as an HR consultant over the past four and a half years, I have had the unique opportunity to develop, rebuild or totally change HR departments for various clients, and mentoring has been involved in these transformations. From mentoring other HR professionals and seeking guidance from my own mentors, here are some of the lessons I have learned.
February 2020 - Publications
Organizational Growth Through HR Learning and Development
Supervisor and manager development should be at the forefront of any organization's plan for growth. Front-line supervisors tend to be promoted into leadership positions with minimal exposure to proper decision-making techniques or management-level training, often with negative consequences. As the needs of the workforce and organization change, leaders at every level should be expected to continue their learning and development—and those expectations themselves should be ongoing and evolving. Strategic learning and development initiatives present HR professionals with a tremendous opportunity to empower and grow talent in-house.
February 2020 - Publications
A Fresh Look at Wellness in the Workplace
Wellness in the workplace—gym memberships, financial counseling, retirement advice, mental health, etc.—has become a staple in many of our organizations. Wellness has played a significant role for me over the past two years, as I successfully lost 100 pounds during that period and continue to stay disciplined and focused in the gym. The weight loss (per doctor's orders) not only made an impact on my physical well-being, but also on my mental and spiritual well-being in terms of personal and professional growth.
January 2020 - Publications
When Family Needs You at Home
American Bar Association Experience Magazine, January/February 2020, Vol. 30, No. 2, Pages 20-23
January 2020 - Publications
10 EMPLOYERS WHO OFFER STUDENT LOAN REIMBURSEMENT PROGRAMS
The total student loan debt in the U.S. is now $1.6 trillion, with over 44 million Americans holding student loans. Over the past 20 years, younger working professionals (and their parents) have been forced to borrow more for a college degree. As a result, many employers are now offering an enticing new perk: student loan reimbursement programs. These programs are growing, but are not yet widespread. According to data from the Society for Human Resource Management, only 4% of organizations in 2018 offered student loan reimbursement programs, with a 4% increase in 2019. These programs can and will make a difference in borrowers’ lives, just as the many wellness programs offered in our organizations have for decades. Educating our workforce on financial wellness is just as important as offering any other wellness perk. This is the new dental insurance for my generation.
December 2019 - Publications
Take a Proactive Approach to Improve Your Outlook for 2020
all recognize how busy the HR department can become at this time of year. Open enrollment, performance reviews and managing budgets are part of planning and goal setting for next year. As leaders, we have a tremendous opportunity to set up our organizations for a great finish to 2019 and a successful start to 2020. Matthew W. Burr, SHRM-SCP How do we accomplish this? Through strategic project management, decisive action and relentless follow-up. Here are some tips. Open enrollment. Understanding and communicating changes in benefits can be overwhelming and stressful for employees and HR professionals. Be proactive and communicate the information thoroughly and through multiple channels. Provide opportunities for group meetings and one-on-one sessions as needed. Don't forget remote workers or traveling professionals. Utilize the SHRM competencies Communication, Relationship Management and HR Expertise to truly make a difference during open enrollment. End-of-year performance reviews. Partner with employees across the organization—which includes seeking feedback from all levels—to ensure that the performance management review process is completed effectively and efficiently. Provide timely training to new managers and supervisors. Hold everyone accountable for completing his or her part of the process, including senior management. The Business Acumen, Relationship Management and Communication competencies will provide the tools necessary to do a good job. Finance, money and budgets (oh my!). Some HR professionals love it, and others find it burdensome, but at the end of the day, truly understanding the HR budget as well as the organization's total budget is our responsibility. This can cover training, employee perks, wellness programs and more. Spend time with the finance or accounting department. Review last year's budget. Know what HR's priorities are, based on the strategic direction of the organization. If you need additional funds, make sure you have a strong reason for requesting a bigger budget. Critical Evaluation, Business Acumen, Relationship Management and Communication are a few competencies you will use when reviewing budgets. Legislative changes. Review how changes to laws and regulations at local, state and federal levels will impact your organization. Measuring outcomes. Design metrics and key performance indicators, which are necessary for all the areas mentioned above. If we are not measuring, we cannot improve!
December 2019 - Publications
Avoiding Halloween Pitfalls in the Workplace
Seasonal office parties, complete with decorations and costumes, can be a great opportunity for employee engagement, communication, team building and simply having fun with co-workers. There are tremendous benefits to such gatherings. We should recognize, however, that things can go awry and that people may have other concerns that will need to be addressed. Not all employees want to participate in decorating the office, wearing a costume or attending a party, or want to deal with decorations, costumes and behaviors that are inappropriate. As leaders, we need to maintain professionalism in the office, even during Halloween. Workplace rules and dress code policies still need to be enforced. Here are some tips to communicate the organization's expectations and hold everyone accountable. Indecorous decorations? Companies are generally advised not to decorate for Halloween and to communicate to employees that "gruesome or graphic or otherwise distracting decor is not allowed." The president of an HR services provider commented that a small pumpkin on one's desk can be acceptable, but "witches, demons and goblins can be unprofessional and potentially offensive to co-workers and customers." "What dress code?" Employees depart from the dress code we normally expect at work for costume events such as Halloween, and for casual days, but the main policy still needs to be enforced. A simple metric might be that employees must be covered from shoulders to knees. Organizations should give examples of appropriate and inappropriate costumes or casual wear to make sure employees follow the rules. (Some examples of Halloween costumes that have raised red flags: a giant inflatable "poop" emoji; a famous comedian hauling away an unconscious woman; celebrities who overdosed or committed suicide; the president with a garish comb-over wig; and various sexy outfits.) If employees violate the policy, send them home to change or ask them to cover the offending attire. Coach and counsel or discipline as needed. "Is this mandatory?" The organization should make clear that participation in any Halloween festivities is voluntary and that no one will be forced to do anything. "Equal support should be given to those who don't participate and those who do," said Shari Lau, a SHRM HR knowledge manager. "Some employees may be offended or even afraid to celebrate something they associate with evil, and supervisors need to be sensitive to that." Supervisor and manager training can help with this.
October 2019 - Publications
Keeping Up with Laws and Regulations Is Crucial
What's the best way to understand so many significant changes at all levels of government? How will these changes impact our organizations? Where do we start? Through continuous education, we can become legislative subject matter experts and compliance leaders. By setting goals and committing to a disciplined approach to educating ourselves, then utilizing a variety of SHRM competencies to do so, HR professionals can stay on top of evolving laws and regulations that affect the workplace.
October 2019 - Publications
Student Loan Repayment Assistance: A Perk for the New Generation of Workers
As the cost of college education continues to rise and more graduates are entering the workforce with excessive amounts of student loan debt, employer repayment assistance is becoming a new and slowly growing trend in the organizational perks industry. The rise in popularity as a new perk has been slow, but is quickly taking hold as the benefit for a new generation. While “only 3 percent of more than 450 surveyed companies offer student loan repayments programs as part of their benefit plans, according to the Society of Human Resource Management 2015 Employee Benefit Survey,” the number has increased to 8 percent in 2019, as shown above, doubling from 2018 to 2019.
October 2019 - Publications
Ethics in People Management and Decision Making
As business professionals we see ethical dilemmas in all aspects of the work world. We will explore ethics with people management and decision making. Ethics is doing the right thing when no one is looking.
September 2019 - Conferences
Conducting Organizational Compliance Audits
As HR professionals, we can strategically identify specific areas or processes that need to be corrected. Proactive audits are a form of risk management—they provide guidance to help minimize lawsuits and regulatory violations. There are many areas of compliance that HR professionals need to understand to help organizations navigate an audit. Ensuring that organizations are legally compliant requires time and effort. Research and benchmark to fully understand what a successful compliance audit will do for your organization. Ensure that you can answer company leaders when they ask, "Why do we need to do this?" Numbers, especially in terms of money saved if you can avoid fines, will help sell them on the audit. To become a subject matter expert and compliance leader for your organization, utilize the SHRM competencies of Communication, Leadership & Navigation, Critical Evaluation, Business Acumen, Relationship Management and HR Expertise. SHRM offers many other great tools and materials to help HR conduct or assist with successful compliance audits in every organization.
August 2019 - Publications
Changing Expectations on Sexual Harassment Policies and Training
SHRM-certified HR professionals in the era of the #MeToo movement, we have the tremendous responsibility and obligation to design policies and educate our workforces on sexual harassment, retaliation, bullying, hostile work environments and more. In New York state, a great emphasis is on sexual harassment policies, complaint procedures and workplace training for all organizations. New York City has even higher expectations related to sexual harassment prevention training and posting requirements. California recently changed its laws and regulations related to workplace training about sexual harassment as well. We will continue to see evolving laws in this area. But what if you have employees who become triggered by sitting through these training sessions? The law tells us we have to legally train all employees in the workforce. For employees who have been through a traumatic experience related to sexual harassment or sexual assault, the training can do more harm than good. What we can do to ensure that we provide a safe environment for these employees while following the law? The SHRM Body of Competency and Knowledge (SHRM BoCK) can help us find solutions while ensuring legal compliance. Below are three recommendations for HR professionals to consider when communicating legally required training requirements, while providing a safe workplace for all employees. The SHRM behavioral competency of Communication is key, plus the other guidance as described. Conduct research and seek guidance. Legal research is never easy, but it is a great skill that all certified HR professionals should possess. Review the laws and regulations at the local, state and federal level. In New York, for instance, state regulations do not address the question specifically; all employees must be trained. If, as a certified HR professional, you cannot find the answer, ask an attorney or a fellow HR professional for guidance--perhaps at a local HR association chapter meeting. Contact the government and ask for clarification. The competencies of Leadership & Navigation and Relationship Management, along with the HR Expertise technical competency, particularly the Workplace Knowledge Domain, require us to be consistent in commitment and practice. Provide reasonable accommodation. Post-traumatic stress disorder (PTSD) is classified as a disability under the Americans with Disabilities Act. If sexual harassment-related training is causing significant issues with some employees, making a reasonable accommodation might be an option for their situation. Be aware of state laws on accommodation, which can help us find a reasonable solution while ensuring a legally compliant process. Utilize the Ethical Practice, Consultation and Critical Evaluation competencies to ensure legal compliance in a welcoming organizational culture. Tailor training. Know your organization and workforce. Begin training by providing information on your organization's employee assistance program or counseling service. Provide options if an employee needs to step out of the room. Sexual harassment policies and training are important to all organizations; tailoring communications to individuals who might have PTSD will make a difference. Communicate expectations consistently throughout your organizations, regardless of any modifications to training, policies, complaint procedures, postings, investigation processes and retaliation. Consultation, Relationship Management and HR Expertise will provide the knowledge, skills and abilities to recognize and address all concerns. I have run into these situations throughout my career as an HR consultant. I wrote this article because these events will continue to occur. This is an important topic for every organization, and one in which SHRM-credentialed HR professionals can truly make a difference in their organizations by utilizing the knowledge and skills learned throughout the certification and continuing education processes.
July 2019 - Publications
Lunch with Leadership: Small Gestures, Big Impact
I understand the value of time to any leader, especially in a small organization. I thanked the CEO for telling me about this program and said I would be recommending this program to all my clients. Now I'm sharing it with the HR world too.
July 2019 - Publications
The Power of Proactive Communication
Throughout my career as an employee and as an HR consultant, I have experienced the power of communication in organizations. Communication is vital for any organization, both to engage its workforce and for it to evolve as the needs of its consumers evolve. Do employees need to know everything all of the time? No. But there are ways for HR professionals to effectively communicate with them. Utilize the SHRM Body of Competency and Knowledge (SHRM BoCK) to ensure that channels are open and receptive so that you not only hear what is being said but also can close the loop. Below are three recommendations to consider when developing a people-focused communication philosophy that can be effective in any organization. Being disciplined in your approach does make a difference. Use the Communication competency and others noted.
May 2019 - Publications
Developing a People-Focused Talent Acquisition Philosophy
There is more movement than ever before in the job market, and talent acquisition continues to be a challenge for many organizations in the U.S. and throughout the world. As SHRM-certified HR professionals, we can utilize the SHRM Body of Competency and Knowledge (SHRM BoCK) to ensure that our organizations are doing their best to recruit and retain top talent.
April 2019 - Publications
The Promise of Student Loan Reimbursement Programs
Creative perks and benefits programs can add value to any organization. I believe that student loan reimbursement has the potential to be the new dental insurance for my generation of employees. Only 4 percent of organizations currently offer such a perk, however, according to a 2018 SHRM study. HR professionals who are responsible for determining what benefits to offer in their organizations, or who influence the decision-making process, have a great opportunity to do something about this. Student loan reimbursement is a new and innovative perk that can have a positive impact on many job applicants and current employees. Regardless of the specific amounts reimbursed in any individual program, remember that overall, these kinds of program will help our workforce become debt-free.
April 2019 - Publications
The Challenges and Shortcomings in the United States: A Comparative Analysis of Public Labor Union Dispute Resolution Mechanisms
The Taylor Law at 50: Public Sector Labor Relations in a Shifting Landscape New York State Bar, 2019, pp. 365-389, edited by John F. Wirenius https://www.nysba.org/43608TOC/
January 2019 - Publications
6 Unique and Challenging Ways to Recertify
Achieving SHRM certification is a great professional accomplishment. With this significant achievement comes the obligation to remain certified. And the three-year deadline for recertifying comes faster than we all think. Many of us recertify by gathering professional development credits (PDCs) through the "normal," common channels of continuing education, participating in local HR programs and attending conferences (local, statewide, the SHRM Annual Conference, and other national and SHRM conferences scheduled throughout the year). These are all great options for recertification and they provide tremendous amounts of relevant and timely information. But to truly challenge and stretch ourselves professionally, I recommend these six unique opportunities for recertification credits
Publications
Getting Through the Government Shutdown
Early in my career, I worked for a small manufacturing plant in upstate New York with about 420 employees. It lost $20 million in a single year. The facility was part of a major corporation with over 90,000 employees globally, and the mandate from corporate leaders was immediate and decisive: The loss was unacceptable, they demanded furloughs and layoffs of more than 70 employees, and those needed to happen quickly.
Publications
Practices Makes Improved, Not Perfect
The SHRM certification exam prep course that I teach at Elmira College in New York state has been a tremendous success: Our pass rate over a three-year period is 93.75 percent for the SHRM-CP and 80 percent for the SHRM-SCP, significantly higher than both the national and international averages. It's something we are proud of, and I speak not only as a course instructor but as someone who has prepared for and passed an HR certification exam. The unique experience of instructing as well as studying has provided me with insight into how best to pass the SHRM certification exam.
Publications
Aligning Management and Supervisory Training
Training needs change as managers and supervisors grow. As HR professionals, we can ensure that leaders' needs are met through strategically aligned training initiatives. These initiatives can, in turn, be created in direct alignment with the SHRM Body of Competency and Knowledge™ (SHRM BoCK™), which works for any organization.
Publications
“The Challenges and Shortcomings in the United States: A Comparative Analysis of Public Labor Union Dispute Resolution Mechanisms,”
New York State Bar Association CLE Course Material (Taylor Law at 50): “The Challenges and Shortcomings in the United States: A Comparative Analysis of Public Labor Union Dispute Resolution Mechanisms,” New York State Bar Association Taylor Law at 50: Bright Spots and Pressure Points Conference, May 2018, http://www.nysba.org/TaylorLawCoursebook
Publications
“Talent Management Agility: The Contingent Workforce,”
“Talent Management Agility: The Contingent Workforce,” Expert360, April 2017,
Articles
“Organizational Conflict Management Systems in Small Business”
“Organizational Conflict Management Systems in Small Business,” Cornell HR Review, November 2016, http://www.cornellhrreview.org/organizational-conflict-management-systems-in-small-business/
Articles
“Student Loan Repayment Assistance: A Perk for The New Generation of Workers”
Cornell HR Review, April 2016, http://www.cornellhrreview.org/student-loan-repayment-assistance-a-perk-for-the-new-generation-of-workers/
Articles
“17 Tips For Quickly Paying Down Student Loans, From Someone Who Paid Off $74,000.00 In 2 Years”
“17 Tips For Quickly Paying Down Student Loans, From Someone Who Paid Off $74,000.00 In 2 Years,” Business Insider, May 20, 2014, http://www.businessinsider.com/how-to-pay-student-loans-faster-2014-5
Articles
Competencies at Work: Taking a Stand for the Right Choice
How Ethical Practice and other competencies helped resolve an ongoing conflict The workplace situations we face as HR professionals will often challenge us and stretch our knowledge, skills and abilities. We may need to apply more than one competency to navigate through these challenges. This is the story of how, early in my career, I made use of many of the behaviors now defined in the SHRM Body of Competency and Knowledge (SHRM BoCK) to make a recommendation for a path forward out of a difficult situation. I took a stand for what I believed was the right choice.
Publications
Slay the Student Loan Dragon: Tips and Tricks on How to Conquer the Student Loan Game
A follow up from his first book "74,000 in 24 Months: How I killed my student loans (and you can too!)", Matthew W. Burr shows how he slayed the student loan dragon...again. Learn how to conquer the student loan game and take control of your financial future. This quick read outlines all of the things you need to know, how to develop a plan that works for you and your financial situation, and will have you on your way to financial freedom. Give this book a read to devise a strategy that slays and defeat your own student loan dragon!
Publications
"The Rise of Social Networks in the Employment Relationship"
Human resources consultant Matthew Burr describes a brave new world of employee recruitment in the digital age. Social media such as Facebook, LinkedIn, Twitter, and Snapchat provide employment recruiters with an unprecedented amount of information about job candidates and they also provide new avenues for applicants to interact with organizations on an individual basis. At the same time, the new hiring tools bring new risks to both the organization and the applicant. Is there such a thing as too much information? The key to success from the human resources point of view is to put into place consistent, transparent, and fair practices. Meanwhile, for job seekers, knowing the correct balance of appropriate versus in appropriate material is important. Answering the "so what" question.
Publications
Benefits and Perks Present Opportunities for Creativity
Utilize strategic HR initiatives to align benefits and perks to these needs and wants. Drive and implement benefits and perks by aligning your efforts to the SHRM Body of Competency and Knowledge (BoCK), which provides guidance on how to deliver added value to your organization.
Publications
Resolving Conflicts, Building Relationships (and Competencies)
Upon completion of my graduate degree from a respected school of labor and employment relations, I accepted a position as an HR manager at a small manufacturing company. This heavy industrial operation had 1,200 employees and three unions. The company and unions had only recently settled negotiations after a conflict-filled, three-year process. Due to the poor relationships between management and the unions, hundreds of issues and grievances remained on the table, waiting to be addressed.
Publications
SHRM Certification Prep Course Offered

Elmira College is offering a Society for Human Resource Management certification prep course beginning Tuesday, March 16. As a SHRM Education Partner, EC offers the SHRM-CP® and SHRM-SCP® certification preparation program for those looking to earn t...

February, 09 2021 - Verified by Elmira College
Burr Publishes 2nd Book on Conquering Student Loan Debt

Professor Mathew Burr, assistant professor of business administration, recently published his second book, "Slay the Student Loan Dragon." A follow up from his first book, "74,000 in 24 Months: Ho...

February, 05 2021 - Verified by Elmira College
SHRM Certification Prep Course Offered

A Society for Human Resource Management certification prep course will be offered through the Office of Continuing Education and Graduate Studies at Elmira College beginning Tuesday, March 10. As a SHRM Education Partner, the Office of Continuing Ed...

February, 03 2020 - Verified by Elmira College
Elmira College Participates in Annual Internship Showcase Event

The Central New York Career Development Association (CNYCDA) recently hosted their annual Internship Showcase event in Syracuse, New York. Eighteen selected students from the consortium's twelve member colleges and universities were invited to present ...

December, 16 2019 - Verified by Elmira College
Burr Presents at NYS SHRM Conference

Assistant Professor of Business Administration, Matthew Burr, recently attended and presented at the 2019 New York State Society for Human Resource Management (SHRM) Conference in Albany, New York. This year's conference featured several speakers that ...

October, 03 2019 - Verified by Elmira College
Burr Presents at Ithaca College

Matthew Burr, assistant professor of business administration, recently presented at Ithaca College (IC) as part of a professional development series for students. While at IC, Burr hosted several one-on-one meetings with students to assist them with...

February, 27 2019 - Verified by Elmira College
Burr Attends, Hosts Seminar at Leadership Conference

Assistant Professor of Business Administration, Matthew Burr, recently attended and hosted a leadership seminar at the Ithaca College Student Leadership Conference. The conference highlighted various topic tracks that included "Leading Self," "Leading ...

December, 10 2018 - Verified by Elmira College
Matthew Burr, MJ-LEL, MBA, MHRIR, GPHR, SPHR, SHRM-SCP, CPHR was recognized for graduating
B.S. Business Administration and Management- Elmira College, June 2007 o 2007 Recipient: Stand Energy Prize Teaching Assistant, Elmira College, April 2007-June 2007 Co-taught Effective Negotiation to 25 undergraduates and graduate students during spring trimester.
Added by Matthew
Matthew Burr, MJ-LEL, MBA, MHRIR, GPHR, SPHR, SHRM-SCP, CPHR was recognized for graduating
B.S. Business Administration and Management- Elmira College, June 2007 o 2007 Recipient: Stand Energy Prize Teaching Assistant, Elmira College, April 2007-June 2007 Co-taught Effective Negotiation to 25 undergraduates and graduate students during spring trimester.
Added by Matthew
Matthew Burr, MJ-LEL, MBA, MHRIR, GPHR, SPHR, SHRM-SCP, CPHR was recognized for graduating
M.B.A Masters in Business Administration- Syracuse University, December 2017 Specialization in Entrepreneurship o April 2016, Negotiations Residency; Syracuse, New York o July 2016, International Residency; Dublin, Ireland o January 2017, The Emerging Cannabis Industry in the United States; Syracuse, New York o Spring 2017, Independent Study Design June 2017 HR Residency (100+ MBA Students); Dallas, Texas https://onlinebusiness.syr.edu/experience/student-profiles/profile/matthew-wburr/
Added by Matthew
Matthew Burr, MJ-LEL, MBA, MHRIR, GPHR, SPHR, SHRM-SCP, CPHR was recognized for graduating
M.H.R.I.R. Human Resources and Industrial Relations- University of Illinois, December 2011 o Fall 2011 LER Student Involvement Award: Recognized for exemplary citizenship at the university and in the community; while maintaining scholarly excellence. o Fall 2011, Independent Study Organizational Conflict Management Systems in Small Business. Published Cornell HR Review, November 2016. o 2011 NAHR Ram Charan HR Essay Contest Finalist: Nationwide essay competition for all HR graduate students, top 5 finalists out of 68 entries. o Spring 2011 LER Student Academic Achievement Award: Recognized for scholarly excellence o 2010-2011 Whirlpool Corporate Fellowship: Outstanding academic merit o 2010 SHRM Foundation Academic Scholarship Recipient: Recognized for achievement and commitment to the Human Resource profession
Added by Matthew
Matthew Burr, MJ-LEL, MBA, MHRIR, GPHR, SPHR, SHRM-SCP, CPHR was recognized for earning an academic award
M.H.R.I.R. Human Resources and Industrial Relations- University of Illinois, December 2011 o Fall 2011 LER Student Involvement Award: Recognized for exemplary citizenship at the university and in the community; while maintaining scholarly excellence. o Fall 2011, Independent Study Organizational Conflict Management Systems in Small Business. Published Cornell HR Review, November 2016. o 2011 NAHR Ram Charan HR Essay Contest Finalist: Nationwide essay competition for all HR graduate students, top 5 finalists out of 68 entries. o Spring 2011 LER Student Academic Achievement Award: Recognized for scholarly excellence o 2010-2011 Whirlpool Corporate Fellowship: Outstanding academic merit o 2010 SHRM Foundation Academic Scholarship Recipient: Recognized for achievement and commitment to the Human Resource profession
Added by Matthew
Matthew Burr, MJ-LEL, MBA, MHRIR, GPHR, SPHR, SHRM-SCP, CPHR was recognized for an accomplishment
2013 Tompkins Cortland Community College Distinguished Alumni Award, May 2013 o Recognized for Outstanding Leadership, Professional Achievement, Contributions to the Community and Involvement on behalf of Tompkins Cortland Community College.
Added by Matthew
Matthew Burr, MJ-LEL, MBA, MHRIR, GPHR, SPHR, SHRM-SCP, CPHR was recognized for earning an academic award
o Spring 2017, Independent Study Design June 2017 HR Residency (100+ MBA Students); Dallas, Texas https://onlinebusiness.syr.edu/experience/student-profiles/profile/matthew-wburr/
Added by Matthew
M. Burr CV 2018 Revision
Human Resources Management Syllabus 1.2018
Management Information Systems Syllabus 1.2018
Information Technology Management Syllabus 6.2018
Critical Issues in HR Development Syllabus 4.2018
Organizational Behavior Syllabus 1.2018
Effective Negotiation Syllabus 4.2018
SHRM Certification Exam Prep Course 2018 Session (CP & SCP)
Principles of Management Syllabus Fall 2018
Management Information Systems Syllabus Fall 2018
Burr CV Revised 12.2018
Resume
Biography 2018
Article Quotes
Winter 2019 Management Information Systems Syllabi
Org Behavior Winter 2019 Syllabi
Principles of Management Winter 2019 Syllabi
SHRM Certification Exam Prep Course Spring 2019 Syllabi
Venture Capital-Shark Tank Syllabus
Resume 12.2018
Revsied CV
SHRM Course Syllabi Fall 2019
Org. Behavior Course Syllabi Fall 2019
Principles of Management Course Syllabi Fall 2019
Management Information Systems Course Syllabi Fall 2019
Information Technology Management Syllabi Spring 2019
HRM Undergrad Course Syllabi Summer 2019
HRM Undergrad Course Syllabi Project Summer 2019
Human Resource Management and Development Graduate Course Syllabi Summer 2019
2019 Biography
Resume
SHRM Course Syllabi Spring 2021
HRCI aPHR Course Syllabi 2021
Spring 2021 SHRM Certification Exam Prep Class
Resume
Labor & Employment Law Course Syllabi
Alfred State Principles of Management Syllabi
Resume
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