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From C-Level Business Executives to Mid-Level Managers, if you are a leader, or aspiring to be one, you should be working with us.
Our best clients know that people are the primary difference makers
in achieving strategic business results.
They want high ROI and real knowledge transfer so their team
can execute on its own once the engagement is over.
A large oil and gas company was looking to have its HR organization play a more strategic role across the business. The company’s leadership team understood that its HR employees needed to assume a more strategic approach, rather than focusing primarily on the day-to-day operations.
The first step in this process was to assess the current strengths and developmental opportunities for HR. Once this was completed, we worked with them to identify the necessary skills and competencies needed to perform more strategically. One point of emphasis was the need to fast-track the development of high potential employees through a blended learning experience to more efficiently and effectively transform the HR organization.
After interviewing the entire senior leadership team and key stakeholders about future business needs and HR’s current ability to meet those needs, we identified the following areas of focus: strategic KPIs, focused talent acquisition, and building bench strength across the entire company.
We created and implemented a developmental program that included assessments, coaching, action learning, instructor-led and computer-based training modules, and interactive webinars. The training modules include such topics as: strategic HR, building relationships, conflict management, change management, risk assessment, employee engagement, organizational design, leadership and influence, and coaching for results.
HR employees throughout the company were brought together to understand the issues and challenges facing the entire company. One of the key benefits of bringing everyone together was the creation of an agreed upon way of thinking and talking about HR’s role throughout the company. Action learning teams were assembled to tackle actual business challenges that needed to be addressed to sustain the company. HR is now viewed by the company as a strategic partner capable of driving change and helping the company overcome business challenges.
from a Global Manufacturing Company
from a Fortune 1000 Transportation Company
from a Global Oil & Energy Company
A leading U.S-based, aviation company was looking to develop a validate selection procedure to use for screening internal candidates for Executive roles. After growing through mergers and acquisitions, a standardized process was needed to accurately and fairly evaluate its internal talent for these roles. Ultimately, the company recognized a need to evaluate and build new skills and capabilities to lead it into the future.
We partnered with the Senior Leadership team to fully understand this initiative to ensure the desired outcomes would be met. First, we conducted a thorough job analysis to accurately define the Executive roles relative to other job functions within the company. Next, we developed and validated a leadership competency framework to guide the overall process. We also identified the critical knowledge, skills, abilities, and minimum qualifications needed for successful performance at the executive level.
Based on the job analysis results, we developed a robust assessment center which included psychometric tests, business case scenarios, job-specific exercises, and behaviorally-based interviews. In addition, we gathered actual performance data from each of the employee’s supervisor. We combined the assessment center results and the performance data to better predict how well the employee would perform at the Executive level.
A selection process was developed and implemented that resulted in a fair, reliable, and objective way to screen and select internal candidates into Executive roles. It was designed to be job-related and behavior-based, which allowed for a more precise assessment and evaluation of employee performance. The competencies identified as critical for the Executive roles served as the primary basis against which the candidates suitability for these jobs were made. The implementation of the Executive selection process utilized industry best practices and improved the placement and retention of executives throughout the company.
from a Healthcare Company
from a Telecommunications Company
from a Hospitality Company
A leading producer of specialty hydrocarbon products realized it needed more flexibility with its performance management system due to constantly changing industry demands. Their current system of setting goals in the first quarter, conducting a mid-year review, and evaluating performance in the fourth quarter, did not allow for effective employee accountability, recognition, and rewards. Each employee would set SMART (specific, measurable, attainable, relevant, and time bound) goals; however, they focused more on individual goals rather than department goals and did not breed a collaborative environment which was needed in the current market.
We assisted HR in working with business unit leaders to set department goals and objectives. Once this was completed, HR trained all employees on how to set CLEAR (collaborative, limited, emotional, appreciable, and refinable) goals. Once this was completed, quarterly priorities were created to provide employees with a clear understanding of what they should be focusing on during that quarter.
Managers were directed to focus on developing strengths and helping the employee succeed, instead of just documenting performance. Performance was documented quarterly instead of annually. Every manager met with their employees at a minimum of five times a year. In January first quarter priorities were set. Then in April first quarter priorities were evaluated, but the major focus was on establishing second quarter priorities. This happened two more times in both July and October with a final evaluation taking place in December.
With managers and employees utilizing quarterly development plans to build on the skills that were needed, the company, not only achieved, but exceeded all their goals and objectives. Identifying and building on the employee’s strengths, not only led to better performance, it led to a more engaged and committed workforce.
from a Global Retail Company
from a Manufacturing Company
from a Large Technology Company
We work with all organizations who have a hunger for improvement, including Global 1000 to Fortune 500 companies, small businesses and start-ups, commercial enterprises, government agencies, associations and non-profits.
We have clients in nearly every industry.
Often, they are looking to build their workforce and leader’s performance or improve leadership and workforce effectiveness.
They may have tried the standard and traditional leadership or HR techniques, or even hired big name consultants.
But they are still missing the kind of clarity, creativity, collaboration, and results that they need.
from a Government Agency
from a Global Consumer Goods Company
from a Technology Company
If you are a leader who wants to achieve more success at work as well as at home,
you need to read more. Why? Because leaders are readers.
That’s why we read hundreds of books every year… But we only recommend the best of the best.
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top 20 books we’ve read for the past 13 years!
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designed to help you apply your learning from day one
and hit the ground running.
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