A growing financial services organization was having difficulty finding entry-level employees.  And with the opportunities that the marketing division was creating, it was obvious that they would soon have a talent gap at the leadership level (supervisory to EVP).

The multi-faceted organizational development plan included:

  • Personnel audit to identify top performers
  • Introduction of a skills assessment tool to guide promotion decisions
  • Implementation of an “Employer of Choice” program
  • Design and execution of an extensive on-boarding programLeadership development programs designed for three separate audiences
    • Supervisors
    • Managers/Directors
    • IT Team Leads
  • Reward programs for self-development and talent development

This plan allowed the organization to hire more than 300 employees within twelve months (in a very tight and competitive market) without having to raise salaries or increase benefits.  It also helped the company to take on two additional clients while continuing to meet contracted performance standards.

A Midwestern holding company wanted to attract top talent during the era.  They knew they were facing stiff competition from both coasts.  The idea? 

  • Conduct an internal talent search
  • Develop individualized career paths for top performers
  • Develop a top-university recruiting program to place interns on real-world projects
  • Partner interns with key employees in the staff development program

More than 100 talented employees participated in this program over the course of four years. Nine interns ended up joining the organization.  And three of the participants have since become officers of the company.

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 way of doing things and turf they intended to defend.  A six month strategy of introduction, integration and intra-dependence was put in place.  Significant improvements were seen immediately.  Positive turnover (12%) happened naturally.  And 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 many 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.

An exercise embedded in a customer service training program allowed the participants to identify opportunities for improvement and garner support (as well as team members) to tackle individual issues.  Progress was swift.  Employees quickly got on board.  And within six months the bank’s words and actions started to come into alignment.

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 high-tech start-up company had 3 months to be fully operational.  Projects that needed to be completed included the development and implementation of:

  • Human Resource functions including organizational charts, job descriptions, the compensation plan, benefits program, safety program and policy and procedure manuals
  • National Talent Acquisition program for three distinct skill sets:
    • Executive Sales
    • Operations Management
    • Front-line Technician
  • Technical and Team Building Training programs for operations staff
  • On-boarding and Sales Training program for executive staff
  • Real Estate and Facility Management program including space identification, build-out and turn-key office set-up
  • Vehicle leasing program

All six 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%
  • 21 offices were opened from Boston to LA, under budget and on-time