Are your DEI initiative(s) focused on the “D”, the “E”, or the “I”? Did you know it makes a difference? What are the impacts? Leading a comprehensive Human Resource Management (“HRM”), Organization Development (“OD”), and Diversity, Equity, Inclusion & Belonging (“DEI”) consultancy since 1995, I’ve recently heard statements related to DEI that lead me to…
In 2022, The HRC was engaged to conduct a complex and time-sensitive search for a large nonprofit where they’d struggled to find the right balance of strengths in leadership and deep subject matter expertise for a Senior Director role. We quickly interviewed executive team members and the direct reports to understand the range of existing…
For most nonprofits, the recent past has been hard given significant workplace and labor market change. With many clients, the last few years have presented unique and difficult challenges including: Pandemic workplace changes; FLSA changes; Labor market scarcity; How work is performed; Intensified grant-maker scrutiny to fund on a ROI basis; Increasing costs of healthcare…
We’ve followed Beth’s success over many years in HR, OD, and DEI leadership roles in Connecticut at Cigna, St. Francis Healthcare, UTC and more recently in public and higher education. She rocks! Learn more about her.
“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And, most important, follow your heart and intuition.” -Steve Jobs Ruminating on conversations I began having in…
The HRC was contacted by a law firm partner about a client in crisis. The client was a long-term Federal subcontractor with 350 employees. They had just received notice of an OFCCP site audit and demand for submission of their current Affirmative Action Plan and Salary Analysis within the next thirty days. The firm had…
A hospital’s VP, HR envisioned a restructure of his HR department where roles would be matrixed to an unusually high level, with staff matrixed and double-hatted. Given the complexity of the design, he felt the need for an objective 3rd party to work with his HR staff in creating their job descriptions, market pricing each…
The F100 division’s President needed to halt the exceptionally high cost from 50% manager turnover per year. And, Corporate HR did not have time to support this effort. We were already working with them on a competency modeling project to shift IT platforms and were top of mind. We advised it would take about a…
A hospital under a new senior leadership team was embarking on a carefully orchestrated turnaround. It needed an accurate assessment of the HR function to assure compliance and efficacy. To gain objective and subjective data, we conducted our proprietary HR function assessment survey with first and second tier managers to identify critical trends as well…
A non-profit community provider with 1200+ employees and union contracts felt its HR function was heavily staffed and not meeting the needs of the organization. The General Counsel and CFO felt it was time for HR to become a valued function under a new CEO’s leadership. The HRC was chartered to partner with the General…