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…
“We’ve been participating in a competitive, statewide employee engagement survey for many years. Our leaders feel we’ve not been getting enough value from it and want to transition to a more impactful engagement survey. We receive lots of data from the survey company without insights or recommendations as to what to do next. We need…
As one of six, nationally selected firms to conduct legislated diversity training for 75 governmental agencies employing 60,000 employees in the State of Connecticut, we were selected by an 1800 employee agency for high level expertise and customization. It previously conducted diversity training with disastrous results, creating greater animosity and divisiveness. It also was experiencing…
A financial services’ industry leader set course to aggressively pursue emerging markets to build marketshare. Their most successful and largest revenue-producing sales group was charged with leading this endeavor. However, the sales group was largely homogeneous in gender and race and had rebuffed a need to diversify in staff composition to resemble their clients and…
Three weeks prior to the Global Leadership Team Meeting, the Global CEO had announced his plan to dismantle the shared services structure they had formed a few years before, supporting 20 IBUs. The North America CEO felt the Shared Services Model was working effectively that it was worth a ‘fight’ to save it. Contacted by…
A new entrepreneurial, emerging markets division with operations on three continents was acquired by a global financial services enterprise. The pre-existing senior team could remain in place for only two years after leadership by a CEO for twenty years. Organization-wide leadership competence and succession planning had never been developed or executed. With losses during the…
A steadily growing professional services firm which had just merged with another sizable firm was facing a succession dilemma. Their long-standing Managing Partner was ready to scale back and succession planning was not in place. Their top producer as well as a couple other partners were interested in the Managing Partner role. However, the incumbent…
A rapidly growing, global high-tech manufacturer with strong R&D function, had been operating quietly and growing moderately on a sizable campus in Connecticut. Due to shifts in locations of production lines and substantially increased demand for products, their staffing needs were about to skyrocket from a level of thirty-five hires per year to sixty hires…
A 175 employee internet-based high tech that served as its industry leader was in rapid growth and planning for a potential IPO. The Board of Directors mandated a high performing HR function and a VP, HR to fuel the company’s growth without loss of the creative, friendly and fun culture. During the first two years…
The HRC was referred by a Fortune 500 client to one of its clients – a privately-held, 2,000 employee, eastern seaboard-based retail organization. It needed D&I advisory consulting and training support to design, develop, commence, guide, and help implement a diversity and inclusion initiative to support rapid expansion into new, diverse markets in five (5)…