The Board Chair had become familiar with The HRC’s successful work with other nonprofit healthcare organizations with which he was associated. The HRC interviewed with this unique organization’s Board’s Search Committee given his understanding of our highly customized consultation, ‘deep dive’ data gathering, and high value-added support. After interviewing with the Board committee against two…
The HRC was referred to a New England-based, internationally acclaimed, behavioral nonprofit organization which successfully transforms the lives of the most difficult to support young men and women. They had hired a Director for its first Connecticut site a year ago but it proved to not be a ‘good fit.’ This organization’s success relies on…
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…
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…
“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 legislatively mandated and unfunded training for 75 governmental agencies employing 60,000 employees in the State, one of our challenges was to support a highly contentious culture shift for an 1800 employee agency where prior efforts had failed badly… twice… creating animosity and divisiveness. Additionally, it was…
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, its leadership team had rebuffed the need to be significantly more inclusive to better understand and support the needs of their clients and target markets.…