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Local expert brings corporate best practices to OU

Orthodox group learns how to maximize human capital

 
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Long gone are the days when a company’s human resources department was associated only with the screening and hiring of new employees.

Today, understanding human capital is a growing field, says Seymour Adler, recently reappointed chairman of the Orthodox Union’s Human Resources Commission.

The Teaneck resident, who has worked as a volunteer with the OU for some eight years — five as head of the commission — points out that clarifying the role of employees in an organization serves not just the workplace itself but the people they serve.

For example, said Adler, who advises OU leaders on creating “a place where people can excel in their performance,” managers must ask themselves questions such as “What does it look like when employees are committed and engaged and have the tools and support needed to maximize their performance day in and day out?”

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Seymour Adler, left, and Rabbi Leonard Bessler

“Applying my professional skills to help the community has been a source of gratification to me,” said Adler, who served as president of Teaneck’s Cong. Rinat Yisrael from 2002 to 2004. An industrial psychologist with a doctorate in industrial/organizational psychology from New York University, Adler is senior vice president for talent consulting at Aon Hewitt, an insurance brokerage and human resources consulting company.

In addition to helping Rinat Yisrael with strategic planning, something he did as well for UJA Federation of Northern New Jersey’s Jewish Community Relations Council, he has worked as a volunteer with The Moriah School in Englewood and with Kesher synagogue in Tenafly.

His professional expertise contributes “value added” to his work at OU, where “everything I can bring automatically gets plugged in” to their operations, he said. He pointed out that he works closely with Rabbi Leonard Bessler, senior human resources officer.

Still, he said, bringing best practices from corporate America to an Orthodox nonprofit “doesn’t translate without some kind of work,” particularly since the organization doesn’t have the resources of a large corporation and is extremely sensitive to the use of public money. Nevertheless, he noted, the OU has an “enlightened leadership,” interested in hearing about concepts that might improve the organization.

His work with the OU has been diverse, he said, explaining that he reviews what the OU is doing “with respect to people-related issues” — for example, how the group selects new employees, promotes current staff, rewards people, trains people, and generally “instills a performance-oriented culture.”

Those efforts benefit the entire community, he said.

“We’re talking about people,” he said. “People are the place, whether NCSY leaders, kashrut supervisors, or the people who pull together workshops on things like being better parents. They’re teams of people,” and it’s important to find out how to support them so that they’re as effective as they can be.

Over the last year, the OU has enhanced its level of management training and development, Adler said, “with some of it quite sophisticated.” For example, for the first time, the group is now engaged in executive coaching for senior leaders.

“While they’re careful about how they spend communal money, they recognize the huge amount of leverage they gain by helping a leader grow, develop, and become more effective,” he said, noting that several months ago he participated in a training program for managers across all divisions of the organization.

“It was a terrific two days,” he said. “We did what corporate America does, [using] team-building exercises to work more cooperatively.”

According to Bessler, “Nonprofits don’t measure success by dollars but rather by performance goals, so Dr. Adler’s input is essential.”

Adler, he said, has helped the OU greatly by guiding the organization in appraising the talent of its staff, using anonymous ratings of individuals by their subordinates, peers, clients, and supervisors.

In addition, he said, the fact that Adler — whom he described as a top consultant in corporate America — has been a shul president and community activist “only adds to his insight into our unique culture.”

“I would really try to encourage folks to use their professional skills to help the community,” said Adler. “Too often, people in the community feel that they can volunteer labor — for example, packaging mishloach manot, delivering packages, making solicitation calls on Super Sunday — or, obviously, donate money. I feel that the most important contribution many can make is drawing on their professional skills — and especially people who are in consulting roles in their professional lives.”

 
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Not just blah-blah-blah and pizza

Mahwah shul develops programming for pre- and post-b’nai mitzvah kids

So now there’s a how-to-write-a-blessing class. “The parents are really appreciative,” Rabbi Mosbacher said.

“I used to meet with b’nai mitzvah kids and their families twice,” he added. “Now we meet seven times in the course of a year. The last one is right before the bar mitzvah. Now I’m thinking the last one should be after the bar mitzvah. It’s a lot of time on my part, but it’s time well spent in developing a relationship with the kids and with the families.”

While these efforts are designed to connect children and their families to the congregation before the bar or bat mitzvah, the synagogue also has changed its post-b’nai mitzvah connections to the children.

 

Reworded interdating rules sow confusion, controversy

United Synagogue Youth convention may have eased standard … or not

What’s in a name — or a word?

As it turns out, quite a lot. Take the word “refrain,” for example.

At its annual international convention in Atlanta this week, some 750 members of United Synagogue Youth voted to change some of the wording in the organization’s standards for international and regional leaders.

Most of the changes are clear, easily understood, and warmly welcomed. For example, the group added provisions relating to bullying and lashon hara — gossiping. Leaders should have “zero tolerance” for such behavior, the standards say.

 

French Jews face uncertain future

A look at some stories from a local leader

In the wake of the terror attacks at the Charlie Hebdo magazine office and the Hyper Cacher grocery store — a kosher market — I participated in a Jewish Agency mission to Paris.

Our delegation of Americans and Israelis arrived last week to show solidarity with the French Jewish community. We also sought to better understand the threat of heightened anti-Semitism in France (and, indirectly, elsewhere in Europe). We met with more than 40 French Jewish community leaders and activists, all of them open to sharing their concerns.

On January 7, Islamist terrorists murdered a dozen Charlie Hebdo staffers as retribution for the magazine’s cartoon depictions of the prophet Mohammed. Two days later, another terrorist held a bunch of Jewish grocery shoppers hostage, killing four, which French President Francois Hollande acknowledged as an “appalling anti-Semitic act.”

 

RECENTLYADDED

A school grows in Englewood

Moriah, first local Jewish day school, celebrates turning fifty

It was 1971, and Dr. Norman Sohn was finishing his training in Boston. He and his wife, Judith, were faced with a decision. Where would they go next? Where would they settle down?

As a newly fledged surgeon, the world was open to him. He could get a job almost anywhere. He was originally from Manhattan, and his wife was from New Rochelle, so the New York metropolitan area made sense to them.

They knew they wanted a yeshiva education for their children — Dr. Sohn had gone to the Rabbi Jacob Joseph School on Henry Street in Manhattan’s Lower East Side, a school that combined religious and secular studies in a way that was progressive for its time — and they also wanted the luxury of choice. They didn’t want a one-school city, as Hartford and even Boston were at the time. “What really attracted me was the multiplicity of neighborhoods that were hospitable to Orthodox people,” Dr. Sohn said. “But here there were so many that if one didn’t work out, there was another.”

 

Sounds of joy

Children’s choir ranked number one by congregation

Perhaps if Tzipporei Shalom’s music were to be reviewed by a professional critic, the word “wow” might not find its way into the finished product. But to the congregants of Congregation Beth Sholom in Teaneck — home to the children’s choir — the word seems just about right.

“It was the top-rated program in two synagogue surveys,” said Ronit Hanan, the shul’s musical director, who co-founded and co-directs the group with congregant Adina Avery-Grossman.

The a capella singing group has appeared with Safam, recorded a selection on a CD with the noted chazzan Netanel Hershtik, sung with Neil Sedaka, and joined with the synagogue’s adult choir, Tavim, on special occasions, most recently at CBS’s recent Shabbaton. They also participate in an annual community-wide junior choir festival together with choirs from local Reform congregations.

 

Affordable BRCA screening available for all Ashkenazi Jews

A new program at Yeshiva University’s Albert Einstein College of Medicine and Montefiore Health System in the Bronx is offering affordable genetic testing for the Ashkenazi Jewish BRCA cancer mutations.

Anyone who is of Ashkenazi Jewish descent, with at least one Ashkenazi Jewish grandparent, is eligible for the testing for a modest fee of $100.

For many years the recommendations to test for the gene were based on family or personal history of breast or ovarian cancer. But a research study recently revealed that in the Ashkenazi Jewish population, the risk of harboring BRCA cancer genes is high whether or not there is a family history of breast and ovarian cancer.

One in forty Ashkenazi Jews carry genetic glitches in their BRCA1 or BRCA2 genes that elevate the risk of breast and ovarian cancer to as high as 80 percent by the time they are 80 years old. In fact, the landmark study of randomly selected Ashkenazi Jewish men in Israel found that “51 percent of families…harboring BRCA1 or BRCA1 mutations had little or no history of relevant cancer.”

 
 
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