"I provide my clients with customized solutions every day to help their business minimize risk and maximize performance. I strive to build relationships based on trust, confidence, and integrity. My philosophy is to treat others the way you would like to be treated."

Carolyn received her Bachelor of Science in Business Management from Missouri Southern State University and went on to receive both her HRCI and Senior Professional in Human Resources Certifications (SHRM). Carolyn has over 25 years of experience in human resources management in a variety of industries, from higher education to manufacturing to public accounting. She joined Ollis/Akers/Arney as a human resources consultant in 2017. Carolyn stays active in her field and is part of the Springfield Area Human Resource Association, speaks at local and state organizations, serves on local boards in various positions, and is a member of the Society for Human Resource Management.

In her free time, Carolyn enjoys the outdoors, reading, writing, creating music, volunteering, spending time with her family, and watching the Boston Celtics. She has two wonderful daughters who are both currently embracing the college journey, her youngest close to home in Springfield and her oldest out east in Maryland.

Is workplace conflict aways a bad thing?

No. Healthy conflict is a normal part of working together. It means sharing different ideas, asking questions and respectfully challenging approaches to reach better business decisions together. Unhealthy conflict; however, focuses on personalities and blame rather than perspectives and issues and can limit a team’s progress. Employers should encourage healthy conflict and address any unhealthy conflict behaviors early so differences strengthen teams instead of dividing them.

Why should employers consider having a set compensation structure?

Decisions around compensation can be complicated. With one bucket of money to spend on wages, bonuses and benefits, employers are challenged to use those dollars wisely. A thoughtful and intentional compensation structure helps employers respond to changing market wages, shrinking pay gaps between new hires and experienced employees, and growing expectations—and laws—around pay transparency. Fairness, consistency and communication are key.

Are employers still required to file an EEO-1 report?

Yes, for now. Private employers with 100+ employees and certain federal contractors with 50+ employees must annually report to the EEOC their workforce demographics (employee job categories, race, ethnicity, and sex). The EEOC has currently delayed any reporting deadlines and has recently proposed ending the requirement altogether. Until officially changed; however, covered employers should continue collecting relevant data and monitoring EEOC updates for future filing obligations.

Are employee handbooks still around these days? Are they still important for employers?

Yes, employee handbooks remain essential for today’s employers. While having key policies documented does support legal compliance, handbooks can be more than just a set of rules. A handbook can establish workplace culture, communicate expectations, and give employees a clear picture of what it's like to work for an organization. A handbook is a customized living document updated regularly as laws and the workplace change and evolve.

What steps can HR and employers take in supporting their employees' financial health?

Addressing financial health can help reduce stress and improve overall well-being, especially during uncertain economic times. Financial wellness initiatives not only benefit employees personally but can also increase workplace productivity, engagement, and retention. Employers can support these initiatives by partnering with trusted institutions to provide workshops, EAPs, tools for budgeting education, debt management resources, retirement planning guidance, and access to financial counseling.

How can employers prevent employee burnout and still maintain productivity?

Employee burnout has reached critical levels. Chronic workplace stress that isn’t effectively managed can lead to exhaustion, disengagement, and reduced performance. Dedicating more time to planning, addressing realistic expectations early, aligning workload capacity, investing in efficient systems, and offering flexibility with accountability, can help. A culture that values sustainable productivity—not a constant sense of urgency—helps employees stay engaged, resilient, and consistently effective.

How can a trusted HR partner help my organization's leaders and emerging leaders?

An organization’s leaders drive engagement, retention and successful performance. A trusted HR partner goes beyond just delivering training and builds a strategic leadership development approach. Through targeted needs assessment, customized training programs, and practical application, essential leadership skills are developed, and leadership pipelines are strengthened. Ongoing coaching, consistent practices, and measurable outcomes ensure leadership development translates into an organization’s overall long-term success.

How can a trusted HR partner help transform an organization into one where people thrive and business grows?

A trusted HR partner can help an organization identify core values to define culture and create systems where employees feel valued. HR partners can strengthen leadership capability, build clear career paths, align performance with business strategy, improve hiring and onboarding, design fair compensation and recognition programs, and strengthen communication during growth or change—while ensuring compliance—so your organization becomes both people-centered and positioned for sustainable growth.

What are some HR trends for 2026?

Will the new classification of marijuana under the federal Controlled Substances Act (CSA) affect my workplace policies?

New Executive Order 14370 directs the DOJ to reclassifying marijuana as a Schedule III drug versus Schedule I under the CSA. Employers may continue enforcement of policies regarding drug-free workplaces, testing, treatment of safety-sensitive positions, and reasonable medical accommodations in compliance with current federal and state laws. Employers should monitor the rescheduling process, agency guidance, and regulatory changes for any future impact on policies.

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Ollis/Akers/Arney