TRAINING AND

DEVELOPMENT:
Best Practices in Preparing
Your Workforce for Success
November 2015

SUMMARY

100 Winners Circle, Suite 300

Brentwood, TN 37027
 Survey Methodology

Our HRDA surveys are designed by our in-house team of HR experts. Once survey questions and distractors are
determined and tested, the survey is ported to the SurveyMonkey platform. Our survey population base is the
200,000 or so customers of our parent company BLR®. Customers are notified of the survey through e-mails. They
click a link to take them to the survey.

Surveys typically stay open for 3 weeks, although data show that most responses are received within a few days
of the announcement of the availability of the survey. Surveys may stay open longer than 3 weeks for further data
collection.

Analysis is usually straightforward, reporting on responses and percentages of response. We strive to present data
in clear, easy-to-understand charts and tables.

With open-ended questions, we mention the most frequently encountered entries, using our judgment as to which
responses may be grouped together.

We believe that the data we present are relatively easy to interpret; however, readers should always keep in mind
that old saw about lies, damned lies, and statistics.

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Business & Legal Resources
 Contents

About BLR MEDIA Research Reports....................................................................... 5

Executive Summary................................................................................................. 7

National Data......................................................................................................... 11
HR’s Role in Training...........................................................................................................11
Training Decision Makers...................................................................................................12
How Long Are Training Sessions?......................................................................................13
The Media Used for Training..............................................................................................14
What Will Be Used in the Future?......................................................................................15
Various Training Budgets for 2016.....................................................................................16
Measuring Training Effectiveness......................................................................................17
Formalized Mentoring Programs.......................................................................................18
Onboarding New Employees.............................................................................................19
Training High Potential (HiPo) Employees.........................................................................20
Professional Development Topics.....................................................................................21
Who’s Trained in What?......................................................................................................22
The Most Needed Topics....................................................................................................23
Do Incoming Employees Need More or Less Training?....................................................24
Full-Time Trainers...............................................................................................................25
Learning Management Systems (LMS)..............................................................................26
How Are Training Services Evaluated?..............................................................................27
The #1 Training Need..........................................................................................................28
The #1 Complaint...............................................................................................................29
Respondent-Recommended Training Resources..............................................................30

Survey Methodology.............................................................................................. 31

HR Daily Advisor Research is published by BLR, 100 Winners Circle, Suite 300, Brentwood TN 37207.

3
4
 About BLR MEDIA Research Reports
About HRDA’s Research Program
Six times a year, the HR Daily Advisor Research Team
conducts detailed research into pressing, contemporary
HR challenges to highlight best practices and common
policies and procedures. We access our exclusive da-
tabase of more than 250,000 active HR practitioners to
find out how HR managers are handling challenges in
the real world.
The Summary (Freemium) Report and the Premi-
um Report
The Summary, or “Freemium,” Report of the Training
and Development Survey is available at no cost in dig-
ital form to all interested parties. The summary report
contains all the national data for the items in the main
survey.

We maintain strict rules of confidentiality, and survey
data are reported only in the aggregate.
HR Daily Advisor Research Reports are based on surveys
we conduct to discover the “real-world” status of poli-
cies and practices in areas of interest to HR managers.
The topics for 2015 are:
Recruiting innovations.
Recruiting is changing at a rapid pace. Some organiza-
tions are abandoning traditional methods for social me-
dia; some think software can do a better job than people.
The Premium Report is available for download (or, at
a slightly higher price, in print). The Premium Report
contains all the data in the Summary Report, plus the
data from the main survey broken out by organization
size, organization type, HR department size, and geo-
graphical region.
To purchase a downloadable or print version of the Pre-
mium Report (available in December 2015), visit store.
blr.com or call 800-727-5257.

Technology takeover.
No question that technology is taking over many HR
tasks. How many is too many?

Metrics and big data.

How can you use the amazing amount of data now
available in a meaningful way? What metrics are mean-
ingful to management?

Employment branding.
How important (and how easy) is it to develop a distinct
employment brand? (I want to work in your company!)

High potential employees.

How important are HiPos to your company, and what
do you do to identify, retain, and develop them?

Training and development.

It’s always been a daunting task to challenge, train, and
retain high-potential people.

5
6
Demographics
Executive Summary
Training and Development
The HR Daily Advisor Research Team conducted the
Training and Development Survey in April 2015. Em-
ployees are valuing career development more than
ever—it’s a sign that the company is willing to invest
in their future. How are businesses approaching train-
ing today? What are their pain points, and what topics
are being addressed in training? Are certain resources
recommended? Here are some introductory participant
data along with some highlights from our study.
Highlights of the Training and Development
Survey:
Ÿ HR management is involved in training decisions for
63.8% of respondents—slightly edging out executive
management (which is involved in training decisions
for 63.6% of the response pool).
Ÿ The most popular method of training for the future is
online training, with 80.6% of participants indicating
they expect to use this method in the coming years.
Ÿ Only 35.1% of respondents indicate that their orga-
nization provides a formal training program for high
potential (HiPo) employees.
Ÿ 17.5% of our participants say incoming employees
who are college educated with technical training
require more training than their counterparts of prior
years.
Ÿ A majority of participants (51.7%) work for an orga-
nization that does not utilize a learning management
system (LMS).
Ÿ Only 36.7% of respondents indicate their organiza-
tion has a staff for whom training is a full time job.
Ÿ Cost is a big concern among participants—87.8% of
those polled consider cost when evaluating training
products or services.
Ÿ One-fifth of our respondents indicate that their orga-
nization’s number one training need is more time for
training, and 8% say that their number one need is
an increased training budget.
Ÿ For 16.1% of respondents, the number one complaint
regarding training is a limited budget, and 10.6%
of those surveyed cite having no program as their
biggest training issue.
Ÿ BLR® is a “recommended” source/vendor for train-
ing for 43.8% of respondents, and is “highly recom-
mended” by 12.7%.
Who Responded?
A total of 976 participants responded to the Training
and Development Survey, representing a diverse array
of industries, business types, organizational sizes, and
locations. Respondents hailed from all across the United
States and also around the world. The largest share of re-
spondents work in the Southern United States (22.7%),
followed closely by the Northeast/Mid-Atlantic U.S.
(22.1%). 21.5% of participants responded from the East
Central U.S., 16.1% work at International companies,
and 9.9% are based in the Far West United States. Fi-
nally, 7.7% of survey participants work in the Central/
Rocky Mountain/Southwest U.S. region.

Where  is  your  organiza7on  headquartered?  

7.7%  
16.1%   US:  Central/Rocky  Mountain/Southwest  

US:  East  Central  

21.5%  
US:  Far  West  

22.7%   US:  Northeast/Mid-­‐Atlan7c  

US:  South  
9.9%  
Interna7onal  

22.1%  

7
Executive Summary

Of those who identified themselves, the majority (54%)

of participants represent privately owned, for-profit
companies, 19.6% are employed by nonprofits, 11.7%
work for public corporations, and government organi-
zations were represented by 14.7% of the response pool.

Please  select  the  category  that  best  describes  your  

business  type.  
14.7%  

11.7%  

54.0%  

19.6%  

Private,  for-­‐profit  
Private,  not-­‐for-­‐profit  
Public  corporaBon  

Respondents identified themselves as being employed

in 21 different industry categories as follows:

Please select the industry category that best describes the

nature of your business.
Answer Options Response Percent
Manufacturing 15.3%
Health Care and Social Assistance 14.3%
Other Services (except Public Administration) 11.2%
Educational Services 10.4%
Finance and Insurance 8.6%
Professional, Scientific, Technical Services 6.4%
Public Administration 5.7%
Transportation and Warehousing 4.5%
Construction 3.7%
Retail Trade 2.9%
Information (Media, Data, Telecommunication) 2.7%
Administrative and Support Services 2.6%
Utilities 1.9%
Mining, Quarrying, and Oil and Gas Extraction 1.7%
Wholesale Trade 1.6%
Accommodation, Food Services 1.5%
Arts, Entertainment, and Recreation 1.3%
Real Estate and Rental and Leasing 1.2%
Management of Companies and Enterprises 1.1%
Agriculture, Forestry, Fishing, and Hunting 0.9%
Waste Management/Remediation Services 0.3%

8
At 55.7%, managers made up the majority of the re-
spondent pool. Approximately one-fifth of participants
(20.5%) identified themselves as VP level or higher, and
staff-level employees made up 16.7% of those surveyed.
The smallest group represented (at 7%) was comprised
of supervisors.

Job  -tle  or  posi-on  

16.7%  
20.5%  

7.0%   Staff  
Supervisor  
Manager  
VP  or  higher  

55.7%  

9
10

The following are the results of our Training and De-
velopment Survey. Be mindful of the axes (the X axis
for bar graphs and the Y axis for column graphs)—the
chart does not necessarily top out at 100%. Data are ex-
pressed as percentages rounded off to the nearest tenth
of a percent.
HR’s Role in Training
HR clearly plays an important role in training at our re-
spondents’ organizations. Among the HR role options
that were presented to participants, assisting supervi-
sors as needed received the strongest response (74.8%).
11
National Data
HR schedules training sessions for 67.3% of participants,
and conducts them for 60.4%. An equal number of par-
ticipants indicated that HR’s role includes decidings
what training is needed and evaluating and purchasing
training options. Among the 13.1% of participants who
selected “Other,” some specific responses included:
Ÿ “Develop in-house training content.”
Ÿ “Learning in my company is self-directed and man-
aged—little input from HR.”
Ÿ “None—training is the responsibility of managers.”
Ÿ “Trains the trainers.”
National Data

Training Decision Makers

According to our response pool, HR management is
very slightly more likely to make decisions about train-
ing than executive management (63.8% vs. 63.6%). The
least popular response from participants was “In-house
counsel” at 7.3%. The 5.3% of participants who re-
sponded “Other” indicated the following (among oth-
ers) as training decision makers at their organization:

Ÿ “EHS Manager.”
Ÿ “IT.”
Ÿ “Corporate Office.”
Ÿ “Employees.”
Ÿ “We have NO training department.”

12
How Long Are Training Sessions?
The most common length for training sessions among
our participants was 60 minutes—35.4% of respondents
selected this option. This was followed by all-day train-
ing, which is typical for 22.4% of participants. 12.9% of
our response pool selected “Other,” with a great many
of them indicating that the training length varies de-
pending on the topic or type of training.

13
National Data

The Media Used for Training

It is highly unlikely that our participants use mobile or
tablet-based training materials—51.5% indicated that
they “Never” use this format to conduct training. How-
ever, in-person presentations by staff are quite popular
among the response pool—57.1% “Regularly” use this
strategy in their training and development. For all other
media listed, the greatest share of participants indicat-
ed they “Sometimes” use the various methods.

How often is training conducted via the media listed below?

Answer Options Never Rarely Sometimes Regularly Response

Count
Mobile/tablet-based materials 51.5% 27.5% 15.5% 5.5% 767
Video/DVD-based materials 13.1% 27.0% 42.8% 17.1% 796
Print materials 3.9% 15.4% 40.9% 39.8% 801
Online training provider 17.4% 20.4% 35.7% 26.4% 798
Outside conferences/seminars 7.5% 19.6% 56.5% 16.5% 813
Telephone/audio seminars 22.3% 26.5% 38.7% 12.5% 791
In-person presentation by experts from outside the company 10.0% 25.8% 43.1% 21.1% 826
In-person presentation by your staff 2.8% 7.7% 32.4% 57.1% 828
Answered question 844
Skpped question 132

14
What Will Be Used in the Future?
In-person presentations are a mainstay for those
polled—80% of respondents expect to continue using
them in the future for training. However, participants
also believe that online training is the wave of the fu-
ture, since 80.6% of them expect their organization to
use this in the coming years. Other popular respons-
es were “Outside conferences/training” (64.3%) and
“In-person presentation by experts from outside the
company” (61.2%).

15
National Data

Various Training Budgets for 2016

When asked how they expect training budgets to
change for 2016, the largest share of participants antici-
pated that their budgets would stay the same across the
five types of training listed. The area where participants
were most likely to foresee a decline in funding was in-
frastructure (e.g., LMS), with 6.9% expecting budgets
to shrink, and the area where participants were most
likely to see an increase in budgets was developmental
training (35.7% responded this way).

How will training budgets for the following change next year (2016)?

Answer Options Don't know Will decline Stay the same Increase Response
Count
Compliance training 19.9% 2.8% 55.1% 22.3% 835
Developmental training 16.4% 4.1% 43.8% 35.7% 831
Technical/professional training 16.1% 4.1% 51.6% 28.2% 824
Infrastructure (e.g., LMS) 34.0% 6.9% 46.1% 13.0% 794
Training Staff (train the trainer) 25.6% 6.4% 47.7% 20.3% 782
Answered question 840
Skpped question 136

16
Measuring Training Effectiveness
Participants use a variety of metrics to assess the effec-
tiveness of training at their organization, with supervi-
sor or management input being the most popular (67.9%
use this metric). Other favored metrics included eval-
uation of employee performance after training (63.7%
measure this), trainee evaluations of trainer (56.8% use
this), and testing of trainees on content presented (mea-
sured by 45.8%). 4.7% of respondents selected “Other,”
and the common theme among these responses was
that there wasn’t enough measurement of training ef-
fectiveness at their organizations—or there wasn’t any
measurement at all!

17
National Data

Formalized Mentoring Programs

Overall, our respondents tend not to have formalized
mentoring programs at their organizations. The group
most likely to benefit from mentoring is staff—nearly
one-third (29.9%) of respondents indicated this group
is mentored, with mentoring programs for supervisors
only provided by 22.8%, and formalized programs for
managers only occurring for 22.3% of those polled.

18
Onboarding New Employees
Fortunately, most of our survey takers’ organizations do
have a formal onboarding program for new employees.
Just over three-quarters (75.9%) of participants indicat-
ed that their company has such a program.

19
National Data

Training High Potential (HiPo) Employees

While 8.1% of our survey participants were not sure
whether their organization provides formal training
for HiPo employees, the majority of the response pool
(56.8%) indicated that their organization offers no such
program.

20
Professional Development Topics
When it comes to professional development, certain
topics are more likely to be addressed with manage-
ment than employees and vice versa. For example,
leadership/management training is provided to man-
agement by 95.6% of respondents, but only 29.7% pro-
vide the same type of training to employees. However,
job-related skills training is provided to employees by
95.3% of participants (but only 65.6% of those surveyed
cover this topic with management). However, ethics/
integrity training appears to be a priority for both em-
ployees and management among our respondents.

21
National Data

Who’s Trained in What?
Across topics listed in our survey, training is a high pri-
ority for most respondents. Overall, our results indicate
that supervisors and managers tend to receive the most
training at our participants’ organizations, while exec-
utives and exempt employees are less likely to receive
training in certain areas. Here are some brief findings:
ŸŸ Nonexempt employees were most likely to be
trained in safety/hazardous materials (92.9% of
participants provide this training) and least likely to
receive training regarding the Fair Labor Standards
Act (FLSA)—only 39.7% offer this type of instruction
for nonexempt employees.
ŸŸ For exempt employees, respectful workplace was the
topic most likely to be covered (87.5%). Only 42%
of respondents indicated that FLSA training was of-
fered to exempt employees, making it the least likely
training topic covered for this group.
ŸŸ Supervisors/managers clearly are the most trained
across topics. The topic most covered was sexual
harassment (94.4%), and 60% of respondents (the
smallest group) selected “none of the above”—fur-
ther evidence that training is a high priority for this
employee type.
ŸŸ As a group, executives were most likely to receive
training regarding sexual harassment (82.1%), and
least likely to be trained in attendance (46.2%).

Which of the following topics are covered in your training for each employee group? (Check all that apply.)

Answer Options Nonexempt Exempt Supervisors/ Executives Response

employees employees Managers Count
Attendance 84.7% 73.0% 78.2% 46.2% 522
Discrimination 79.0% 80.2% 92.8% 77.5% 596
Emergency procedures 89.5% 86.7% 92.1% 76.9% 611
Ergonomics 76.5% 70.3% 84.5% 61.3% 323
Fair Labor Standards Act (FLSA) 39.7% 42.0% 90.0% 69.5% 469
Family and Medical Leave Act (FMLA) 59.8% 60.4% 92.3% 72.4% 493
New hire orientation 87.9% 84.7% 86.8% 67.9% 661
Respectful workplace 90.4% 87.5% 91.9% 76.2% 534
Safety/Hazardous materials 92.9% 86.3% 87.8% 65.0% 548
Sexual harassment 89.5% 87.2% 94.4% 82.1% 610
Workplace violence 87.9% 85.8% 92.8% 76.8% 487
None of the above 60.0% 57.1% 60.0% 71.4% 35
Answered question 730
Skpped question 246

22
The Most Needed Topics
19.1% of respondents felt that leadership and supervi-
sor skills was the most needed training topic at their
organization, and this was the most prevalent answer
among those polled. This was followed by engage-
ment/motivation (12.4%) and communication skills
(11.6%). 3.8% of participants selected “Other,” specify-
ing, among other topics:

Ÿ “All of the above.” (This was a very common “Oth-

er” response.)
Ÿ “Discrimination for upper management.”
Ÿ “None” or “We are covered.”
Ÿ “Too many to list.”

23
National Data

Do Incoming Employees Need More or Less

Training?
A majority of our participants feel that current incom-
ing employees require about the same amount of train-
ing than their counterparts of prior years, regardless
of their educational background or training. As might
be expected, the group of incoming employees our re-
spondents were more likely to believe require less or
significantly less training are college educated candi-
dates with technical training.

Do current incoming employees for the following groups require more or less training than their counterparts of prior years?

Answer Options Significantly More About the Less Significantly Response

more same less Count
College educated, technical training 5.8% 17.5% 59.0% 15.2% 2.5% 686
College educated, nontechnical training 6.2% 21.8% 60.9% 9.1% 2.1% 680

Not college educated, technical training 8.3% 27.7% 56.5% 5.8% 1.6% 672
Not college educated, nontechnical training 12.8% 29.0% 52.6% 3.5% 2.1% 662
answered question 707
skipped question 269

24
Full-Time Trainers
According to our response pool, organizations are not
likely to have staff for whom training is a full time job.
62.4% of participants indicated that their organization
does not have this type of specialized, dedicated staff
when it comes to training and development.

25
National Data

Learning Management Systems (LMS)

A slight majority (51.7%) of our survey participants do
not use an LMS at their organization. 9.1% of respon-
dents weren’t sure whether their organization used
such a system for training.

26
How Are Training Services Evaluated?
The factor our respondents are most likely to consid-
er when evaluating training products or services is
cost—87.8% said they consider this variable. This was
followed by the quality of the material (a factor con-
sidered by 78.5% of participants), adaptability to their
needs (considered by 76.3%), and the time required for
the training (a concern for 74.7% of respondents). On
our list of various factors, the one of least concern to
our participants (selected by only 16.3%) was the abili-
ty to deploy the product/service on mobile devices or
tablets.

27
National Data

The #1 Training Need

One-fifth of participants indicated that more time for
training is their organization’s number one training
need, and this was the most popular response. The least
popular training need among respondents was more
training staff (only 3.5% said this was the number one
need). 5.6% of those polled selected “Other” and wrote
in their own specific number one needs, including:

Ÿ “Building a large enough staff to justify training.

Ÿ “Getting attendees to training.”
Ÿ “Buy-in from managers.” (This was a common
theme.)
Ÿ “All of the above.”

28
The #1 Complaint
The greatest share of our response pool (16.1%) said
that a limited budget is their number one complaint re-
garding their organization’s training program. This was
followed by not having enough time for training (13.3%
chose this as their number one complaint) and not hav-
ing a formal training program (the top complaint for
10.6%). Participants were least concerned with training
not being applicable to the job (only 0.8% selected this
as their primary complaint). Some “other” number one
complaints listed by our respondents included:

Ÿ “All of the above.”

Ÿ “Need for more Spanish materials.”
Ÿ “One-dimensional; need to include more mobile/
online/virtual content.”
Ÿ “No complaints.”

What is your number one complaint regarding your organization's

training program?
Answer Options Response Response
Percent Count
Limited budget 16.1% 115
Not enough time for training 13.3% 95
No formal training program 10.6% 76
Lack of management support 10.3% 74
Takes too much time away from job 9.4% 67
Lack of measurements, metrics for training 8.9% 64

Logistics, multiple locations 5.4% 39

Lack of employee support 4.5% 32
Not enough training available 3.8% 27
Other (please specify) 3.4% 24
Inconvenient timing 2.9% 21
Ineffective training 2.5% 18
Inadequate trainers 2.4% 17
Too expensive 1.5% 11
Too much training required 1.5% 11
No training staff 1.4% 10
Inadequate training materials 1.3% 9
Not applicable to job 0.8% 6
Answered question 716
Skipped question 260

29
Executive Summary

Respondent-Recommended Training Resources 1. Business and Legal Resources (BLR), recommended

The largest share of participants tended to not have ex-
perience with the 23 training resources we listed, indi-
cating that there may be a widespread lack of awareness
of all the various options available to organizations for
training and development services. However, four re-
sources stood out as having the largest share of partic-
ipants “Recommend” their products and/or services:
by 43.8% of respondents.
2. HR.BLR.com (recommended by 43.2% of partici-
pants).
3. The Occupational Safety and Health Administration
(OSHA), recommended by 41% of those surveyed.
4. The Society for Human Resource Management
(SHRM), which was recommended by 41.1% of sur-
vey participants.

Based on your experience with them, please rate the following training resources?

Answer Options Highly Recommend No experience Might Not Response

recommend with them recommend recommended Count
American Management Association (AMA) 8.2% 26.1% 54.8% 9.0% 1.8% 597
American Society for Training and Develop- 11.6% 21.9% 58.2% 6.7% 1.5% 594
ment (ASTD)
Bloomberg/BNA 2.7% 12.1% 77.9% 5.1% 2.2% 589
Business 21 Publishing 1.0% 7.2% 85.0% 5.2% 1.6% 580
Business and Legal Resources (BLR) 12.7% 43.8% 28.6% 13.2% 1.6% 612
Equal Employment Opportunity Commis- 8.8% 32.9% 43.6% 11.4% 3.3% 614
sion (EEOC)
HR.com 7.2% 32.3% 47.5% 11.5% 1.5% 600
HR.BLR.com 12.5% 43.2% 31.9% 11.0% 1.5% 609
Human Resources Certification Institute 13.6% 33.4% 41.8% 8.9% 2.3% 610
(HRCI)
HRHero.com 5.0% 26.3% 57.3% 9.4% 2.0% 597
HRLaws.com 6.4% 26.5% 57.0% 8.2% 1.8% 596
HRLearningCenter.com 4.5% 16.1% 74.0% 3.8% 1.7% 584
HRTrainingCenter.com 3.1% 12.8% 78.1% 4.1% 1.9% 584
J.J. Keller 4.9% 20.9% 62.1% 9.6% 2.5% 593
Lorman Education Services 2.6% 11.2% 77.9% 5.0% 3.3% 578
Occupational Safety and Health Adminis- 13.4% 41.0% 32.5% 10.9% 2.1% 612
tration (OSHA)
Society for Human Resource Management 26.0% 41.1% 21.1% 9.9% 1.9% 635
(SHRM)
State Department of Labor 6.5% 29.4% 48.2% 13.2% 2.7% 598
Thompson Publishing 1.9% 13.9% 72.8% 8.9% 2.6% 584
TrainingToday.com 4.6% 10.6% 77.6% 5.5% 1.7% 585
United States Citizenship and Immigration 3.2% 15.6% 71.7% 6.4% 3.1% 590
Services (USCIS)
U.S. Department of Labor 8.3% 32.7% 42.4% 13.5% 3.0% 599
World at Work 5.4% 14.2% 73.5% 5.6% 1.3% 593
Other (please specify) 32
answered question 668
skipped question 308

30
 Survey Methodology

Our HRDA surveys are designed by our in-house team of HR experts. Once survey questions and distractors are
determined and tested, the survey is ported to the SurveyMonkey platform. Our survey population base is the
200,000 or so customers of our parent company BLR®. Customers are notified of the survey through e-mails. They
click a link to take them to the survey.

Surveys typically stay open for 3 weeks, although data show that most responses are received within a few days
of the announcement of the availability of the survey. Surveys may stay open longer than 3 weeks for further data
collection.

Analysis is usually straightforward, reporting on responses and percentages of response. We strive to present data
in clear, easy-to-understand charts and tables.

With open-ended questions, we mention the most frequently encountered entries, using our judgment as to which
responses may be grouped together.

We believe that the data we present are relatively easy to interpret; however, readers should always keep in mind
that old saw about lies, damned lies, and statistics.

PUBLISHER EDITORIAL ART MARKETING AND SALES

Executive Vice President Managing Editor Design Services Director OPERATIONS Sales Manager
RAFAEL CARDOSO STEPHEN D. BRUCE, PHD, PHR VINCENT SKYERS Marketing Manager PAUL MANKO
rcardoso@blr.com sbruce@blr.com vskyers@blr.com AMANDA HURLBURT pmanko@blr.com
ahurlburt@blr.com
Editor Art Director Sales Associate
JUSTIN SCACE DOUG PONTE Marketing Specialist/Coordinator RYAN VINCENT
jscace@blr.com dponte@blr.com KATE DALY rvincent@blr.com
ksullivan@blr.com
Production Editor Designer Sales Associate
JAMES K. DAVIS MICHAEL MCCALIP NICOLE DELCORTE
jdavis@blr.com mmccalip@blr.com ndelcorte@blr.com

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Business & Legal Resources
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November 2015

SUMMARY

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