For those who love podcasts, check out our top diversity and inclusion Ted Talks to listen to right now.

Ted Talk: A Blueprint for Diversity in the workplace:

How Diversity Makes Teams More Innovative

How Language Shapes the Way We Think

  • https://www.ted.com/talks/lera_boroditsky_how_language_shapes_the_way_we_think?referrer=playlist-a_blueprint_for_diversity_in_the_workplace
  • There are about 7,000 languages spoken around the world — and they all have different sounds, vocabularies and structures. But do they shape the way we think? Cognitive scientist Lera Boroditsky shares examples of language — from an Aboriginal community in Australia that uses cardinal directions instead of left and right to the multiple words for blue in Russian — that suggest the answer is a resounding yes. “The beauty of linguistic diversity is that it reveals to us just how ingenious and how flexible the human mind is,” Boroditsky says. “Human minds have invented not one cognitive universe, but 7,000.”

How to Get Serious About Diversity and Inclusion in the Workplace

The Power of Diversity Within Yourself

  • https://www.ted.com/talks/rebeca_hwang_the_power_of_diversity_within_yourself?referrer=playlist-a_blueprint_for_diversity_in_the_workplace
  • Rebeca Hwang has spent a lifetime juggling identities — Korean heritage, Argentinian upbringing, education in the United States — and for a long time she had difficulty finding a place in the world to call home. Yet along with these challenges came a pivotal realization: that a diverse background is a distinct advantage in today’s globalized world. In this personal talk, Hwang reveals the endless benefits of embracing our complex identities — and shares her hopes for creating a world where identities aren’t used to alienate but to bring people together instead.

Lead Like the Great Conductors

 

Ted Talk Radio Hour:

The Consequences of Racism

 Playing with Perceptions

 Why We Hate 

 The Right To Speak 

 

We curated this content for our clients because we believe that diversity makes an organization stronger. We are committed to listening and engaging in action and supporting our clients who choose to do the same. We are focused on a more inclusive and justified world and remain dedicated to promoting diversity, equity and inclusion in the workplace and in the communities we serve.

Below is JK Executive Strategies top 3 diversity and inclusion resources to review right now.

 

1) Ted Talk: The urgency of intersectionality by Kimberlé Crenshaw:   

https://www.youtube.com/watch?v=akOe5-UsQ2o

This tool is designed for a variety of group dynamics and settings and is great team building exercise focused on building stronger interpersonal connections through vulnerability and openness. Watch the video (see link) and then fill out the intersectionality worksheet. The goal of this exercise is to build empathy and trust.  

Through this exercise, participants will explore the identities of others, which break down walls and open perspective. The exercise is most effective when the facilitator creates a climate conducive for genuine sharing and intimacy- Think safe space.

We suggest the facilitator fill out their worksheet ahead of time and share first, leading by example. This will set the tone for the rest of the group.

JK Executive Strategies recommends this exercise as it can be facilitated without extensive training.

Be sure to share outcomes of the experience with us by commenting below!

Identities Circle Worksheet

 

2) SHRM: How to Develop a Diversity and Inclusion Initiative

https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-guides/pages/how-to-develop-a-diversity-and-inclusion-initiative.aspx

Different perspectives spark creativity and enhance innovation. Developing a diversity and inclusion initiative involves four main phases:

  1. Data collection and analysis to determine the need for change.
  2. Strategy design to match business objectives.
  3. Implementation of the initiative.
  4. Evaluation and continuing audit of the plan.

This article will provide a nine step break down of these main phases into action steps employers can take to develop a diversity and inclusion initiative.

 

3) SHRM: 6 Steps for Building an Inclusive Workplace

https://www.shrm.org/hr-today/news/hr-magazine/0418/pages/6-steps-for-building-an-inclusive-workplace.aspx

In this SHRM article, you’ll find six practical strategies for creating an inclusive environment.

“To get workplace diversity and inclusion right, you need to build a culture where everyone feels valued and heard.” Kathy Gurchiek

When employees who are different from their colleagues are allowed to flourish, the company benefits from their ideas, skills and engagement.

 

Our HR Consulting Division works with companies on new policies and procedures. During this time, companies are adjusting to the “new normal” while the governments are releasing new work policies.

Attached is a checklist with of the Top 10 HR Compliance Topics you may download and use to ensure your compliant with the new changes!

If you have trouble downloading, please contact any member of our team. We are here for you always.

Didn’t check off all the boxes?
Don’t Stress!
Find out how we can help you!

Top 10 Hot HR Compliance Topics

Our HR Consulting Division works with companies on new policies and procedures. During this time, companies are switching to remote work for the first time.

Attached is a draft policy you may download and use as you transition your employees from office or corporate to remote.

If you have trouble downloading, please contact any member of our team. We are here for you always.

 

Remote Work Policy & Agreement

How to Maintain H/R Files Properly

Each employer has its own unique employment record maintenance practices. Employee records can be maintained in paper form, scanned or completed and maintained electronically. No matter what format is used, the maintenance, security and retention requirements are the same.

Employers must have at least three different “employee files” on each employee. The main personnel file that contains employee performance and job-related information; the medical/confidential file that contains protected, non-job-related or confidential medical information; and the payroll file that contains payroll, garnishment and other pay-related information.  I-9 files, Background Check reports including Credit Checks, and Workers’ Comp paperwork should always be maintained separately. Employers must give special consideration to where and how they maintain these files, limiting access to those with a need-to-know only and protecting applicants and employees from discrimination, identity theft, breach of privacy, and HIPAA violations. Normally, only the HR Manager and the CEO/President have access to these files.

Remember the following:

  • Access is highly restricted to employee files and should always be kept in locked cabinets which are locked throughout the day.
  • Managers and Supervisors should have access or can request access to personnel files only to assist them in making employment decisions.
  • Hiring records should not be in personnel files and that includes any job requisitions and job postings, interview notes, reference checks (however, hired employee’s application and resume should be stored in the personnel file).
  • If information is related to the employee’s performance, knowledge, skills, and abilities then it belongs in the personnel file.

What should be included in the personnel file?

  • Job descriptions.
  • Offer letters, promotion, demotion, transfer, layoff, and education and training records.
  • Records relating to other employment practices (including policy acknowledgments and agreements).
  • Letters of recognition.
  • Disciplinary notices or documents.
  • Performance evaluations and goal setting records.
  • Copies of certifications, licenses, degrees.
  • Termination records.

What should be included in the payroll file?

  • W-4s, state withholding forms.
  • Pay information.
  • Wage deduction acknowledgements.
  • Benefit enrollment forms.
  • Time keeping records.
  • Wage Theft Protection Act forms.
  • Disability, FMLA paperwork.
  • Leave paperwork; i.e. – Jury Duty, Military, etc.
  • Employment verifications.

What should be included in the medical/confidential file?

  • Medical information- doctor’s notes, employee’s physical exam information.
  • SSNs or other protected class information such as age, race, gender, national origin, disability, marital status, religious beliefs.
  • Harassment and other grievance complaints.
  • Investigation notes.
  • Reasonable accommodation documentation.
  • Arrest records.
  • Drug tests.
  • Motor Vehicle Records.
  • EEO and AAP information.
  • Hiring Records-pre-employment testing, background checks, etc.

By Ann Maynard. www.jkexec.com

As a senior HR executive, Ann Maynard leverages more than twenty years of progressive experience in all areas of human resources (at start-ups and Fortune 500 companies) bringing clear understanding and rational processes toward adaption, integration and compliance to her clients. Find out more at www.jkexec.com

FLSA Exemption Questionnaire – NYS

Note to employers: This questionnaire serves as a basic outline for an employer’s initial analysis of positions being considered for exemption under the FLSA and is meant to serve as one of several tools in such an analysis. Job titles are insufficient to determine exempt status. Additionally, state wage and hour laws may have different requirements.

Position Title: __________________________________

Employee: ____________________________________

Date: _________________________________________

Completed by: _________________________________

Completion of this questionnaire helps determine the exemption status of a position. Check the appropriate exemption (executive, administrative, professional, computer-related, outside sales or highly compensated), then check all boxes under the selected exemption that are applicable. To qualify for an exemption, all boxes must be checked for that exemption.

EXECUTIVE (examples: chief executive officer, controller, vice president, director)

  •  Regularly receives a predetermined amount of pay constituting all or part of the employee’s salary, which is not subject to reduction because of variations in the DOL’s quality or quantity of work performed.
  •  Is paid at least $885 weekly (effective Jan. 1, 2020).
  •  Primary duty consists of managing the enterprise or a customarily recognized department or subdivision of the enterprise.
  •  Customarily and regularly directs the work of two or more full-time employees or their equivalents (for example, one full-time employee and two half-time employees).
  •  Has the authority to hire or fire other employees OR makes recommendations that carry weight as to the hiring, firing, advancement, promotion or any other change in status of other employees.

ADMINISTRATIVE (examples: manager, supervisor, administrator)

  •  Regularly receives a predetermined amount of pay constituting all or part of the employee’s salary, which is not subject to reduction because of variations in the quality or quantity of work performed.
  •  Is paid at least $885 weekly (effective Jan. 1, 2020).
  •  Primary duty consists of performing office or nonmanual work directly related to the management or general business operations of the employer or the employer’s customers.
  •  Work includes the exercise of discretion and independent judgment with respect to matters of significance.

PROFESSIONAL: LEARNED AND CREATIVE (examples: accountant, nurse, engineer, composer, singer, graphic designer)

  •  Regularly receives a predetermined amount of pay constituting all or part of the employee’s salary, which is not subject to reduction because of variations in the quality or quantity of work performed.
  •  Is paid at least $885 weekly (effective Jan. 1, 2020). Note: For teachers, licensed or certified practitioners of law and medicine, and medical interns and residents covered under this exemption, the salary basis and salary requirements do NOT apply.

Learned Professional

  •  Primary duty consists of the performance of work that requires advanced knowledge (beyond high school) and that is predominantly intellectual in character and consistently includes the exercise of discretion and independent judgment.
  •  The advanced knowledge is in a field of science or learning.
  •  The advanced knowledge was acquired by a prolonged course of specialized intellectual instruction. (This knowledge may be demonstrated either by possessing the appropriate academic degree or by having substantially the same knowledge level and performing substantially the same work as degreed employees but possessing advanced knowledge only through a combination of work experience and intellectual instruction.)

Creative Professional

  •  Primary duty consists of the performance of work requiring invention, imagination, originality or talent in a recognized field of artistic or creative endeavor as opposed to routine mental, manual, mechanical or physical work.

COMPUTER-RELATED (examples: network or database analyst, developer, programmer, software engineer)

  •  Is paid at least $885 weekly (effective Jan. 1, 2020) OR $27.63 per hour. That is, this exemption does NOT have to meet the salary basis requirement to regularly receive a predetermined amount of pay constituting all or part of the employee’s salary, which is not subject to reduction because of variations in the quality or quantity of work performed, IF paid at least $27.63 on an hourly basis.
  •  Primary duty consists of:
  • The application of system-analyst techniques and procedures, including consulting with users to determine hardware, software or systems functional specifications, OR
  • The design, development, documentation, analysis, creation, testing or modification of computer systems or programs, OR
  • The design, documentation, testing, creation or modification of computer programs related to machine-operating systems, OR
  • A combination of these duties which requires the same level of skills.

OUTSIDE SALES (examples: salespeople, contract negotiators)

  • The salary basis and salary requirements do NOT apply for this exemption. That is, this exemption does NOT have the salary basis requirement to regularly receive a predetermined amount of pay constituting all or part of the employee’s salary, AND this exemption does NOT require payment of a minimum salary. Commission-only pay is allowable under this exemption.
  •  Primary duty consists of making sales or obtaining orders for contracts for services, or for the use of facilities for which consideration will be paid by the client or customer.
  •  Customarily and regularly is engaged away from the employer’s place or places of business.

HIGHLY COMPENSATED EMPLOYEES PERFORMING EXECUTIVE,
PROFESSIONAL OR ADMINISTRATIVE DUTIES

  •  Is paid an annual total compensation of $107,432 or more, which includes at least $885 per week paid on a salary basis (effective January 1, 2020). The required total annual compensation of $107,432 or more may consist of commissions, nondiscretionary bonuses and other nondiscretionary compensation earned during a 52-week period, but does not include credit for board or lodging, payments for medical or life insurance, or contributions to retirement plans or other fringe benefits.
  •  Primary duty consists of performing nonmanual office work. Note: No matter how highly paid, manual workers or other blue-collar workers, including non-management construction workers, who perform work involving repetitive operations with their hands, physical skill and energy are not eligible for this exemption.
  •  Customarily and regularly performs at least one of the exempt duties or responsibilities of the executive, professional or administrative exemption.

 

By Ann Maynard. www.jkexec.com

As a senior HR executive, Ann Maynard leverages more than twenty years of progressive experience in all areas of human resources (at start-ups and Fortune 500 companies) bringing clear understanding and rational processes toward adaption, integration and compliance to her clients. Find out more at www.jkexec.com

HR Compliance 101

Companies of all sizes face increasing HR complexities as the number of employment laws and regulations are on the rise, and the risk of penalties for non-compliance has never been greater. When developing HR policies and procedures, HR leaders should know, for example, that:

  • An employer must follow employment laws, including applicable federal, state, and local regulations.
  • A business may be subject to an audit from an enforcing agency that may levy fines and penalties for non-compliance.
  • Not knowing or understanding your compliance obligations is not an acceptable legal defense.

 What is HR’s role in compliance?

One of the key roles of HR departments is bridging the gap between the company’s strategic growth and objectives — and compliance practices that influence activities such as hiring, employee development, and retention.

Understanding the company’s strategic priorities lays the foundation for a better understanding of how compliance concerns may impact decisions. HR goals should be designed to support company strategy, yet they must also consider compliance implications.

What are some examples of HR compliance issues?

HR related compliance centers around employee-related matters, including when and how to pay overtime, employee documentation that must be maintained, administering benefits, hiring procedures and separation policies. Some examples of issues you might face include the following:

Recruiting Strategies

If your goal is to increase diversity within your organization, what compliance factors come into play when reaching out to potential candidates? How does managing costs for benefits and compensation amid the federal, state, and local laws that regulate these areas impact what path your company will follow?

Form I-9

Form I-9 is used to verify both the identity of new employees and their authorization to work in the United States. Make sure you are up to date on the following items:

  • Document storage requirements
  • How to complete a Form I-9 and deadlines for completion, based on employee’s hire date
  • Understand that you cannot mandate what specific documents a new hire presents (they’re permitted to present any allowable document(s) listed on the form)
  • The impact of errors; if any part of the form is completed incorrectly, fines can be costly

You must ensure that Forms I-9 are completed in a timely manner and in compliance with the regulations and guidance provided, and that they are properly retained on file.

With immigration issues at the forefront of enforcement, complying with the most recent standards and requirements for employment verification should be on top of an HR leader’s compliance checklist.

Non-discriminatory hiring

Federal anti-discrimination laws enforced by the Equal Employment Opportunity Commission (EEOC) include the Americans with Disabilities Act (ADA), the Age Discrimination in Employment Act (ADEA), the Genetic Information Nondiscrimination Act (GINA), and Title VII of the Civil Rights Act of 1964, all of which prohibit discrimination in employment based on protected classes. It’s important to ensure a workplace free of discrimination in compliance with applicable federal, state, and local laws.

When it comes to compliance with these laws, employers should ask themselves:

  • Do I know which federal, state, and local employment laws prohibiting discrimination in recruitment and hiring apply to my business? Antibullying and/or sexual harassment prevention?
  • Have my managers been trained on these laws recently? Annually?
  • Do I have policies in place to communicate our efforts to comply with these laws? Policy sign-offs?
  • Have I analyzed company practices for making employment decisions including recruitment, hiring, promotion, and access to training? Metrics?

Exempt vs. non-exempt status 

Fair Labor Standards Act (FLSA) regulations regarding employee classifications for exempt versus non-exempt status are often confused with the designation of hourly versus salaried employee payment methods.

The U.S. Department of Labor (DOL) aims to ensure employees are paid in compliance with the federal wage and hour law. Under the law, employees are classified as either exempt or non-exempt from some or all of the provisions of the FLSA. Non-exempt employees must be paid at least minimum wage for all hours worked up to 40 in a workweek and the applicable overtime rate for hours worked over 40 in a workweek.

Pay issues

Does your regular rate of pay include wages, commissions, shift or job differential, premium pay for hazardous work, non-discretionary bonuses, and other incentive payments? Include them in your calculations for overtime where applicable and avoid shortcuts, such as averaging hours over multiple workweeks.

Off-the-clock work

Employees must record all hours worked, including work performed outside of regular working hours or off work premises even if the work was not authorized or requested. It’s your responsibility to make sure time cards are correct.

However, employers should avoid adjusting the weekly salary of an exempt employee due to the quantity of hours worked. Such action could jeopardize the salary basis test and the individual’s exempt status.

Travel time

Traveling from home to work and back doesn’t generally count as paid travel time, but travel from one job site to another will likely be compensable and count as time worked for non-exempt employees.

For home-based workers, traveling to the office may be considered compensable and time worked. Other types of travel may also be considered compensable under federal and state wage and hour regulations.

Maintaining Employee Records

Each employer has its own unique employment record maintenance practices. Employee records can be maintained in paper form, scanned or completed and maintained electronically. No matter what format is used, the maintenance, security and retention requirements are the same.

Employers must have at least three different employment record files on each employee. The main personnel file that contains employee performance and job-related information; the medical/confidential file that contains protected, non-job-related or confidential medical information; and the payroll file that contains payroll, garnishment and other pay-related information.  I-9 files, Background Check reports including Credit Checks, and Workers’ Comp paperwork should always be maintained separately. Employers must give special consideration to where and how they maintain these files, limiting access to those with a need-to-know only and protecting applicants and employees from discrimination, identity theft, breach of privacy, and HIPAA violations

Effective ways to keep up with compliance issues

Ensuring compliance in HR can be a tall order, but here are two pointers to get you started:

  1. Conduct an internal human resource audit of strengths and weaknesses of existing compliance levels. If unsure about where to begin, seek a subject matter expert’s advice or research requirements on the enforcing government agency’s website.
  2. Ensure that anyone accountable for compliance in the organization is properly trained. Remember, supervisors and managers represent the business in day-to-day employment decisions.

Once you gain a thorough understanding of your current practices and identify any gaps that may lead to compliance issues, you can begin to set priorities and draw up a plan to strengthen your processes.

An HR compliance checklist for businesses

Ultimately, it is critical that today’s HR leaders balance HR strategy and compliance. By instilling an overarching strategy that lays out your company’s goals and objectives – and ties that to compliance planning — employers can make more informed decisions that may minimize risk and keep compliance as an achievable goal.

Many organizations find it useful to develop a checklist that functions as a reminder for areas that they must keep in mind at all times. Some key areas to monitor and ensure compliance at all times include:

  • Completion and compliant retention of Form I-9
  • Ensuring non-discriminatory hiring practices
  • Accurate classification of exempt vs. non-exempt employees

When compliance is part of the decision-making process, it’s immediately highlighted on how different outcomes could impact business performance.

 

By Ann Maynard. www.jkexec.com

As a senior HR executive, Ann Maynard leverages more than twenty years of progressive experience in all areas of human resources (at start-ups and Fortune 500 companies) bringing clear understanding and rational processes toward adaption, integration and compliance to her clients. Find out more at www.jkexec.com

Why is HR Vital for Small Businesses?

For small businesses, the Human Resources function can be helpful for much more than simply processing payroll or handling the annual open enrollment season. Human Resources plays an essential role in developing a company’s strategy as well as handling the employee-centered activities of an organization.

Human Resources curbs excessive spending through developing methods for trimming workforce management costs, which includes negotiating better rates for benefits such as health care coverage. In addition, Human Resources ensures competitive and realistic wage-setting based on studying the labor market, employment trends and salary analysis based on job functions. As some small businesses have budget constraints, this Human Resources function is especially helpful.

An effective HR audit looks into every discipline of the human resources function. The purpose of an HR audit is to determine if your organization’s policies are current and if they comply with federal and state laws governing the workplace.

Human Resource audits involve an organization’s strategic actions to take an intensely objective look at its HR policies, procedures and practices. This type of comprehensive review of the company’s current state can help identify whether specific practice areas or processes are adequate, legal and effective. The results obtained from this review can help identify gaps in HR practices, and HR can then prioritize these gaps in an effort to minimize lawsuits and regulatory violations, as well as to achieve and maintain world-class competitiveness in key HR practice areas.

Offering an employee bonus plan will motivate employees to improve their job performance and help the business achieve its goals. A company tends to be more attractive to prospective applicants or candidates for a job if they know that the business has employee bonus plans for its employees.

Creating incentive plans have the potential to raise morale and increase job satisfaction in a company. Additionally, staffers with high levels of job satisfaction often exhibit lower degrees of absenteeism, which can also help improve a company’s bottom line.

Employers also use the policies in an employee handbook to provide the roadmap to the ethical and legal treatment of employees. It allows the employer to know that employees are informed about actions and behaviors that will warrant disciplinary action up to and including employment termination in their workplace.

Finally, from hiring the right candidates, to improving company morale and ensuring high overall performance standards while resolving employee conflicts, these are some of the reasons why HR is so crucial for business success.

 

By Ann Maynard. www.jkexec.com

As a senior HR executive, Ann Maynard leverages more than twenty years of progressive experience in all areas of human resources (at start-ups and Fortune 500 companies) bringing clear understanding and rational processes toward adaption, integration and compliance to her clients. Find out more at www.jkexec.com

Most people become incredibly anxious at the thought of attending a networking event of any kind, whether it is a Chamber of Commerce event, professional organization or a group of fellow jobseekers. However, the thought of attending a social event or party at a friend’s home doesn’t elicit the same level of tension, though on a fundamental basis, the two events are very similar.

Networking is about making friends and getting to know other people well enough that there is a certain level of trust. Networking is not all about you and it’s not about collecting business cards from an event like charms for a bracelet.

It is about you making a connection with another person. Either by attending an event, or striking up a conversation with someone in a supermarket, or chatting up that fellow parent at an after school practice -it’s being truly “in the moment” and hearing what they have to say and figuring out how you can help them.

Here’s some easy tips to get the ball rolling toward making a new friend:

  • Your attitude should always be about potentially making a new friend, or looking for ways to help other people with nothing in return.
  • Ask questions that get the other person talking about themselves, and really listen to what they have to say.
  • If you’re uncomfortable approaching new people, think of some genuine ways to start a conversation. I usually pay someone a compliment or make an observation about the venue, food, activities or even call out how it can take me a while to loosen up at events where I don’t know anyone. Just something to break the ice and share what is likely a common feeling or impression.

Think of an exit strategy, and be considerate of allowing other people time to network at an event. “I had a great time chatting with you, I’m sure you would like to meet other people, I’ll catch up with you next week.” Read their body language. It’s better to walk away and make plans to meet them another day to continue the conversation than monopolize their time.

By Melanie Szlucha, Redinc, LLC. www.redincllc.com

Melanie Szlucha has been a hiring manager for over 10 years. She founded RedInc, LLC to help job seekers by writing effective resumes and coaching them through job interviews. She is available to teach classes as well as work with individual clients improve their results at any phase of the job search process. Find out more at www.redincllc.com

Your resume is the first impression a company has of you, action verbs help portray the energy associated with the work you did!

        A        

achieved

acted

adapted

addressed

adjusted

administered

advertised

advised

advocated

aided

allocated

analyzed

answered

appointed

appraised

approved

arbitrated

arranged

articulated

assembled

assessed

assigned

assisted

attained

audited

authored

authorized

        B        

balanced

based

began

bettered

built

        C        

calculated

cataloged

chaired

clarified

classified

coached

coded

collaborated

collected

compared

combined

communicated

compiled

completed

composed

computed

conceptualized

condensed

conducted

conferred

conserved

considered

consolidated

constructed

consulted

contracted

contributed

controlled

converted

conveyed

convinced

coordinated

corrected

corresponded

counseled

created

critiqued

customized

        D        

debated

debugged

decided

defined

delegated

demonstrated

described

designed

detected

determined

developed

diagnosed

directed

discussed

displayed

distributed

drafted

drew

        E        

edited

educated

elicited

eliminated

emphasized

enabled

encouraged

enforced

engineered

enhanced

enlisted

ensured

entertained

established

estimated

evaluated

examined

exceeded

executed

expanded

expedited

experimented

explained

explored

expressed

extracted

        F        

fabricated

facilitated

familiarize

fashioned

filed

focused

formulated

fortified

founded

furnished

furthered

        G        

gathered

generated

globalized

governed

guided

        H        

halved

handled

harmonized

harnessed

headed

helped

hired

hosted

        I        

identified

illustrated

implemented

improved

incorporated

increased

individualized

influenced

initiated

inspected

installed

instilled

instituted

instructed

insured

integrated

interacted

interpreted

intervened

interviewed

introduced

invented

investigated

involved

        J        

joined

judged

justified

        K        

kindled

        L        

lectured

led

listened

located

logged

        M        

maintained

managed

marketed

measured

mediated

merged

modeled

moderated

modified

monitored

motivated

        N        

narrated

narrowed

navigated

negotiated

normalized

        O        

observed

obtained

operated

ordered

organized

originated

outlined

overhauled

oversaw

 

        P        

participated

performed

persuaded

photographed

pioneered

planned

prepared

presented

presided

printed

prioritized

processed

produced

programmed

projected

promoted

proposed

provided

publicized

purchased

        Q        

qualified

questioned

quickened

        R        

recommended

reconciled

recorded

recruited

rectified

Reduced

referred

registered

regulated

rehabilitated

reinforced

remodeled

repaired

replaced

reported

researched

responded

restored

retrieved

reviewed

revised

revitalized

        S        

scheduled

streamlined

screened

searched

set goals

set up

shaped

simplified

simulated

solicited

solved

spearheaded

specialized

specified

spoke

standardized

stimulated

strengthened

studied

submitted

succeeded

suggested

summarized

supervised

supplied

supported

surveyed

synthesized

systematized

        T        

taught

terminated

tested

trained

translated

transmitted

tutored

        U        

uncovered

unified

updated

upgraded

utilized

        V        

validated

verified

volunteered

        W        

widened

won

wrote

        Y        

yielded

        Z        

zoned