“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.…
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…
The HRC was referred by a Fortune 500 client to one of its clients – a well known, successful, and privately-held, 2,000 employee, eastern seaboard-based retail organization. They had just completed their new, five (5) year strategic plan to significantly expand into new geographic regions in the U.S. Their CEO knew that to do so…