case studies from satisfied customers

The legislature had already privatized some of the functions of this large state agency.  And there were rumors that more was to come if things didn’t “change.”   Productivity needed to increase.  Entitlement needed to become a thing of the past.  And empowerment needed to become part of the culture.

An active learning program was put in place to help shift the mindset of the agency.  The program was rolled out from the top down – starting with the executive team and finishing with the organization’s team leads.  New job descriptions, a 360 degree feedback program and an updated employee review process were also put in place to support the concepts presented in the program.  The project spanned four years and two administrations.  Success was realized in two of the four divisions.  Re-organization became necessary in the remaining divisions before the culture change was embraced.

A growing financial services organization had a talent gap at the leadership level, which was limiting the company’s ability to take on new business.

The Meyvn Group designed and implemented a multi-faceted leadership development plan that included:

  • Personnel audit to identify top performers
  • Skills assessment tool to guide promotion decisions
  • “Employer of Choice” program
  • Extensive on-boarding program
  • Three separate leadership development programs designed for
  • Supervisors
  • Managers/Directors
  • IT Team Leads
  • Self-development reward program
  • Talent development reward program

This plan allowed the organization to build bench strength throughout the organization, paving the way to hire more than 300 new front-line employees within twelve months (in a very tight and competitive market) without having to raise salaries or increase benefits. It also enabled the company to take on two large clients while continuing to meet contracted performance standards.

A high-tech start-up company had 3 months to be fully operational. Once the product was functional, the executive team turned their attention to creating a culture that would support their long-term vision. The Meyvn Group was tasked with designing HR systems that would align with their vision, including:

  • Cultural on-boarding
  • Organizational charts
  • Job descriptions
  • Compensation systes
  • Benefits programming
  • Safety programming
  • Employee handbook
  • National Talent Acquisition for:
    • Executive Sales
    • Operations Management
    • Front-line Technician
  • Technical training
  • Team building training
  • Sales training

All 11 of these projects were completed on time – but even more important, the programs were also very effective. Twelve months later:

  • The organization had no safety violations and only 1 workers compensation claim.
  • After hiring more than 114 employees the company only had a 6% turnover rate.
  • In an industry with an average rework rate of more than 30% the technical training program was credited with keeping rework under 5%.

A large risk and insurance services company had a strategic plan that included growth through acquisition. One of the consequences of this strategy included having information technology staff that was separated not only by distance, but by systems, procedures, language, cultures and work ethics. Each location had their own way of doing things and turf they intended to defend. Following consultation with The Meyvn Group, a sixmonth strategy of introduction, integration and intra-dependence was put in place. Significant improvements were seen immediately. Three years later:

  • Leadership was still unified
  • Systems and procedures had been completely integrated
  • Staff from the three locations were still teamed as evidenced through cross-training, job-sharing and a highly touted project success rate – which was the envy of all the other divisions within the company!

“Customer-centric” was the message a regional bank was trying to send. The bank, however, was not organized to be customer-focused. Internal systems and procedures created busy-work, and a lack of internal customer service created re-work.

The Meyvn Group created and imbedded an exercise in an all-employee customer service program that allowed participants to identify strategies for improvement and garner support (as well as team members) to tackle customer service initiatives. Employees quickly got on the service bandwagon. And within six months the bank’s words and actions started to come into alignment.

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