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About Alice Dendinger, SPHR

Home » About Alice Dendinger, SPHR

After 40 years of experience as a Human Resource Professional and Business Partner, Alice is able to share decades of tips, tools, resources and solutions to help strengthen your HR Systems and Group Culture. Strong HR Systems and an understanding of group culture contribute to award winning organizational cultures. HR Systems and group culture drive every aspect of your business success. If they do not, or if they are a barrier to your company success, there exists a challenge to overcome.

Alice has demonstrated success at blending HR initiatives and programs to the overall business mission and goals of an organization thus creating a positive impact to the overall bottom line. She is often called upon to “transform the organizational culture” as she expertly explores group culture. Alice has focused her work on strategic management, organizational development, employee relations and mindful communication, mediation and conflict resolution, performance management; and assisting the leaders, managers, supervisors, and direct reports at every level to “work better together.”

As a popular speaker and workshop facilitator, Alice has engaged audiences in the topics of cultural transformation, conflict management, enhancing communication and several topic areas of human resource management and HR professional competency. She is skilled at taking a very difficult topic and making it understandable to audiences at all levels within an organization. Noted for her success as a keynote and public speaker, Alice was a 2014 inductee into the HR Southwest Conference Speaker Hall of Fame. In 2016, Alice was named as a Blazing Star by the Texas Women’s Chamber of Commerce.

Alice has contributed to the advancement of the HR profession and serving over 20,000 HR professionals throughout Texas as State Director of the SHRM Texas State Council (2007&2008), Member of the SHRM Texas State Council (1999-2010), Austin Human Resource Management President (1999) and AHRMA Board Member (1995-2001). In addition, Alice has served as President or member of many nonprofit boards such as The Dispute Resolution Center, Peoples Community Clinic, Seton Northwest Community Advisory Board and The Down-Home Ranch to name a few. In 2019, Alice began serving as an Ambassador for the Human Resource Certification Institute (HRCI) serving and supporting HR professionals worldwide.

From 1980 to 2002, Alice served as an HR leader within varied industries. In 2002, she launched the Alice Dendinger Alliance Group providing HR Consulting, Coaching and Mediation services, and in 2014, she launched PivotU – A Training, Learning and Transformation Company. After seventeen successful years, The Alice Dendinger Alliance Group became the Austin Alliance Group (AAG) led by Lisa Blanton. Today, Alice is a consultant, facilitator, mediator and business coach branded as The HR Alchemist.

Alice has an undergraduate degree in Business Management and a Masters in Communication. Additional education/certifications include: Coach University graduate, Texas Certified Mediator, DiSC® Behavioral Analyst, Five Behaviors of a Cohesive Team™ Accredited Facilitator, Myers Briggs Type Indicator (MBTI®), Emotional Intelligence Profile 2.0, and Future Search Strategic Planning Facilitator. Alice has continued education in organizational development, strategic planning, communication, group facilitation, conflict management, team development, interpersonal skills, leadership development and 360° assessments. Alice has had over 28 years as a trained mediator and continues to pursue mediation as a business and passion.
You may reach Alice by calling 512-779-3236 or email: alice@hralchemist.com.

In honoring the sale of the Alice Dendinger Alliance Group to the Austin Alliance Group, Alice Dendinger agrees not to compete in the same or similar business as an employee, partner, owner, stockholder, or in any other manner, within a 250-mile radius of Georgetown, Texas.

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51% are not engaged

These employees are psychologically unattached to their work and their company. They are also on the lookout for better employment opportunities and will quickly leave their company for a slightly better offer. Studies also say that psychological attachment is directly related to the degree of psychological safety which is grounded in mutual trust.

Today in the USA, there are over 14 million vacant jobs. It is a candidate’s market where employers must get very creative in talent acquisition. In HR, we used to say, “Good people do not leave a job, they leave a boss.” In reality, they leave a culture that supports – and rewards – the boss who is not trusted and gets the most complaints.

Do you establish HR practices that optimize the value and engagement of all employees beginning with the leaders, managers, supervisors and employees within every level? Trust, productive conflict, mutually understood agreements, peer to peer accountability and a focus on collective results create cohesion amongst employees.

Many employees would give up an opportunity for more money if they are working in a culture where they feel they are appreciated, personally connected, and valued for their contributions. If you do not believe it, ask your employees if they have ever had a “boss from hell” and if they would go back to work for him or her for more money! Reengage and re-recruit your employees every day. Just imagine what can be accomplished by engaging these employees!

36% of employees are engaged:

Employee engagement is a strong predictor of organizational performance.  It impacts everything including customer loyalty, profitability, sales productivity, production, turnover, safety incidents, shrinkage, absenteeism, quality, employee wellbeing and participation in the success of the business.  In a highly engaged workforce, employees feel valued intrinsically and extrinsically.

They know how much they are compensated, why they are paid what they are paid and what it would take to make greater total compensation. They know the career track in which they are on as it was designed collaboratively with their leaders. They have a purpose for engaging in highly productive outcomes because they feel as if they are a partner in the future of the organization.

The focus is on continuous improvement, and the ongoing education of employees is a priority. Often, opportunity is matched with talent and everyone has a chance to succeed. HR is not viewed as the “HR Cop” but the strategic partner who leads with compassion, humility, empathy and inclusion while at the same time honoring the legal boundaries. Workforce planning makes sense and the right people are in the right positions. If they are not well suited, they can move along the career lattice without shame or embarrassment. Engage the 36% and they are your best cultural advocates.

13% of employees are actively disengaged

These employees may even be sabotaging your business.  Certainly, they create a “social contagion” whereby their unhappiness is spread like a virus to others in the organization. These employees are your contrarians who have miserable work experience and show it in what they say and do – or don’t do.

These are the “turkeys” who hold back the “eagles” who want to fly but begin to resent the fact that the company has found a way to tolerate or work around low performers who get the same rewards. Traditionally, HR Systems make it difficult to transition these individuals either up, over or out. Performance and feedback systems remain antiquated in their authoritative style. Employees do not feel trusted or empowered to make decisions.

Employees who are disengaged may have been the product of poor or outdated HR Systems such as recruiting, selection, orientation, onboarding. No one explains the “do’s and don’ts” regarding culture and they have no sense of belonging. Assimilation to the boss’s work style and expectations, and those of their new team members, is just supposed to happen organically. Leaders, Managers and Supervisors believe clarity, compassion, humility and empathy are for the weak..

Employees become actively disengaged and apathetic. They perfect the art of looking busy yet getting nothing done. Unfortunately, these employees usually stay. How many employees show up to work on the first day expecting to be forever disengaged? They show up wanting to succeed and something happens along the way that creates this disengagement. Examine your HR Systems and Group Culture for possible understanding and solutions to turnaround this group of employees.

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