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…
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…
“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…
