Rutgers Board of Trustees Reviews Student Aid

Human resources executive Steven Darien earned a degree in economics from Rutgers before completing an MBA program at Columbia Business School. Steven Darien remains involved with his alma mater, Rutgers, as a member of the trustee board.

In 2016, the Rutgers Trustee Board convened to discuss the plight of students facing financially difficult circumstances. The majority of Rutgers students require need-based financial aid, and the university provides multiple grants and merit-based aid to help students cover their tuition and board. All on-campus jobs also pay a livable minimum wage. However, even after receiving available financial assistance and scholarships, many Rutgers students are still required to pay between $4,400 to $13,000 in out-of-pocket expenses.

To improve the situation for these students and prevent attrition due to an inability to pay, the board developed several recommendations. These included expanding work opportunities through the Federal Work-Study Program and expanding the student food pantry program. The board also advised the Rutgers Foundation to ramp up fundraising to expand the need-based scholarship program.

How Human Resource Departments Can Close the Skills Gap

Aligning Business and Talent Management Strategy

Steven Darien, a skilled human resource management and consulting professional in the Greater New York City area, serves as the CEO and chairman of The Cabot Advisory Group. Possessing more than 30 years of experience in the field, Steven Darien specializes in organization design and strategic planning.

All too often, business leaders fail to recognize the connection between business strategy and talent management strategy. When the two strategies are not aligned, managers spend more time correcting poor performance instead of coaching. As a result, productivity is lost. This shifting of company resources pushes the business into reactive operations since there are fewer resources available for proactive endeavors.

The process of aligning these two strategies often starts with an analysis of the company’s operational and strategic goals. With these goals in mind, the management team can consider how they impact talent strategy and planning and define specific talent goals for the organization. This may include such things as implementing a leadership program or engaging employees throughout the organization.

Beyond this, companies must consider their employee training processes and address performance management. This ensures each individual performs to the best of their ability, thus boosting company productivity. It also keeps every employee in sync with the business’ goals and helps them remain competitive assets in the marketplace as the business evolves.

Human Resources Best Practices

Based in Bridgewater, New Jersey, Steven Darien is the chairman and chief executive officer of Cabot Advisory Group, LLC, where he capitalizes on more than three decades of experience to assist his clients achieve optimal operations. In the course of his career, he has worked with numerous establishments focusing on human resources, management consulting, and organizational processes. An MBA graduate from Columbia University, Steven Darien relies on his extensive human resources expertise to help organizations adopt HR best practices.

The best HR practices and processes are aimed at ensuring employees are content, which in turn leads to improved business performance. After recruitment has been done, companies are usually expected to come up with consistent human resource practices and measures to evaluate and retain employees. Below are some of the best HR practices you can embrace in your organization.

1. Company needs should always be matched with employee expectations, and HR experts should be fully involved in business strategy planning initiatives. Doing this improves transparency as staff understand and are informed of business needs, which makes them feel valued, appreciated, and willing to work toward shared goals.

2. Focus on compliance, because disregarding local, national, and global HR regulations and legislation jeopardizes the effectiveness of any best practices put in place. Have a labor law expert advice you on all your HR policies, procedures, and contracts and have them carefully studied and approved before implementation.

3. Conduct 360-degree performance management evaluations which focus on obtaining feedback from all people who interact with employees such as their managers, subordinates, and colleagues, as well as external contacts. This is an excellent strategy for getting comprehensive feedback that helps in obtaining an objective view of an employee’s performance.

SHRM Local Chapter – Bringing Local HR Professionals Together

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An accomplished human resources, strategic planning, employee communications, and board relations expert, Steven Darien has three decades of industry experience. In his present position, he is the chairman and chief executive officer of Cabot Advisory Group, where he provides expertise on human resources and personnel management to various companies. Steven Darien also holds membership with the Society for Human Resource Management.

The Society for Human Resource Management (SHRM) focuses on creating conducive workplace environments where both employers and employers can thrive. SHRM is a trusted voice on all matters relating to the workplace and welfare of workers. With a presence in 165 countries, SHRM accomplishes its mandate through membership at local chapters, where volunteers can make a difference.

Benefits of local SHRM chapter membership include creating an environment where like-minded HR professionals can connect and discuss various issues affecting their profession. Through local chapters, members can make an impact in their communities by taking part in numerous initiatives such as workforce readiness, as well as advocate and contribute to the legislative process on issues pertaining to the HR profession. In addition, honors such as the Pinnacle and Excel awards recognize and reward local chapters which have excelled in community services by giving their members a chance to contribute positively and be part of a winning team.

What Is Human Resource Technology?

A graduate in economics from Rutgers University, Steven Darien is the CEO and chairman of Cabot Advisory Group. With excellent communication skills and a deep knowledge of human resources, Steven Darien has provided many organizations with strategic human resource management advice on various critical issues, including board relationships, succession planning, employee communications, organizational design, and human resource technology.

A bucket term for software and associated hardware for automating the function of human resources within organizations, human resource technology has rapidly developed in recent years. Drifting from their on-premises systems to advanced cloud platforms, many employers are moving into the second generation of human resource management. Human resource technologies covers talent acquisition and management, performance management, workforce analytics, benefits administration, and employee payroll and compensation.

While numerous small and medium-sized businesses are reluctant to put money into human resources technology because they believe it is expensive, it can be advantageous to businesses if they choose the best solutions that match their specific needs. An example of a human resource management tool is talent management software (TMS), a tool that contains all the integrated human resource systems, talent management suites, and other all-in-one human resource tools that attempt to multitask including training, scheduling, benefits, payroll, and recruiting, among others. As it enables the automation of every process that lies within the talent management realm, talent management software can help smooth the flow of information across all the above-mentioned processes.

A Brief Overview of Equal Employment Opportunity Laws


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An MBA graduate of the Columbia Business School, Steven Darien serves as the chief executive officer and chairman of the Cabot Advisory Group. Steven Darien relies on more than 30 years of human resources experience to help his clients improve their business operations.

One human resource issue that many professionals encounter is equal employment opportunity (EEO) violations. According to EEO laws, employers are forbidden from discriminating against a candidate based on the person’s disability, sex, age, nationality, race, political affiliation, religion, and pregnancy status.

Depending on the state, it may also be illegal for employers to discriminate based on sexual orientation. Violations of EEO laws can occur at any point during the job hiring process and term of employment.

For example, job advertisements cannot show a preference for someone of a particular race, sex, religion, or another protected group. Similarly, these advertisements cannot discourage any candidates from applying based on any of these identifications.

The United States Equal Employment Opportunity Commission (EEOC) is responsible for handling EEO violations. Persons who believe that an equal employment violation has occurred must file a complaint with the EEOC to start an investigation. The EEOC then has the ability to subject an employer to investigations and sanctions. Consequences of EEO violations are also administered at the discretion of the EEOC, such as removing employers from their positions.

Lifelong Learning in the Workplace


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Lifelong Learning

Steven Darien has been at the helm of The Cabot Advisory Group since 1996. Leading a team of respected HR experts, Steven Darien works with corporate and individual clients on employee training and management.

Employee training shouldn’t stop after the onboarding process is over. More than 66 percent of surveyed $100 million companies have cited skill gap reduction as one their urgent priorities over the next five years.

To compete in today’s workforce, businesses must promote lifelong learning within the workplace culture. When they provide opportunities for their employees to acquire new skills, companies are able to reduce costly turnover and keep their employees motivated and engaged.

Forward-thinking HR departments can help companies train their employees by implementing ongoing e-learning programs. With these training modules, employees can track and monitor their own progress, and employers can respond quickly to industry changes caused by new technologies.

The Potential for Marketing and Human Resources Collaboration

Steven Darien

Steven Darien functions as the CEO and chairman of The Cabot Advisory Group, LLC, in New Jersey. As such, Steven Darien leverages substantial experience in HR leadership capacities to provide strategic human resources (HR) management services, the importance of which many underestimate.

More companies are realizing the value of collaboration between the marketing and HR departments. A marketing department looks carefully at a company’s values and culture and then distills that information into a message for public consumption. HR teams do something similar, except that they deliver the message to potential hires. When these teams work together, the recruiting process can become much more successful in finding people who are excited about the company and eager to contribute.

Research conducted by Deloitte showed that the majority of employees leave their positions because they feel disengaged with the company and its mission. When companies have a clear mission beyond making money, they are more successful at engaging employees, which reduces turnover and helps attract the best talent.

George Street Playhouse – New Theatre Construction

George Street Playhouse

Steven Darien, the CEO and chairman of Cabot Advisory Group in New Jersey, supports the arts. In addition to his work with Cabot, Steven Darien serves as the chairman of the board at the George Street Playhouse, a New Jersey arts organization.

The George Street Playhouse is moving to a new home, currently slated for completion in the fall of 2019. This new theatre was created in partnership with the City of New Brunswick, the New Brunswick Development Corporation, and several other groups. The theatre will break ground on the organization’s current theatre site in late 2017 and will be completed before the opening of the 2019-2020 season. It will feature two new stages, one for intimate engagements and one for large productions. Other amenities include new bathrooms, elevators to the balcony level, and a bar installation in the lobby.

While the new building is under construction, George Street Playhouse productions will move to the former New Jersey Museum of Agriculture in New Brunswick. Playhouse education programs will continue in both their year-round and Summer Academy formats during construction.