Case Studies

 

Case Study – Sales Reorganization NA Operations – in 90 days!

This large, international manufacturer creates products used in both the commercial and residential sectors. The organization has had significant financial concerns over the last few years and was in great transition. They came to HR Partners to help them in clearly identifying markets, then visualizing and reorganizing their entire NA Sales Operations – in 90 days.

Issues

  • Sales focus was shifting from geographical to product focus; resultant realignment of territories and responsibilities
  • Serious concerns regarding competencies of current incumbents – many who’d been employed there more than 20 years, and were resistant to change
  • Total lack of coordination between compensation and performance – organization and individuals
  • Extremely tight timeframe for rollout

HR Partners International Solution

  • HR Partners assembled a team of experts who interwove their work, stringently coordinating schedules and timelines to produce results in extremely tight timeframes
  • HR Partners implemented a plan to:
  • Identify specific Organizational Competencies needed for success in the new structure
  • Perform a detailed Job Analysis of Competencies needed in the new structure, resulting in data-driven, legally-compliant Job Descriptions used for sourcing, performance management, and succession planning.
  • Develop a performance-driven Compensation program – strong goals-based salary, combined with high-potential incentives – tied to business success
  • Create a Selection Process Model to ensure incumbents/new hires met competency criteria
    • Implement Assessment tools to provide data and objective measurements for incumbents and potential candidates.
    • Reports included strategies for coaching/training individuals to close gaps in skills/knowledge
  • Produce Adverse Impact Review and Recommendations for retention/termination
  • Training/IEP plan development for retained individuals
  • Identify Retention Strategies for Key Contributors
  • Termination Plan for displaced workers
  • Coaching of Managers on Selection, Coaching Staff, and Motivation
  • Presentation at Regional Planning meeting for NA Executives
  • Consultant gained agreement from the employees to meet together to discuss their concerns with the Consultant acting as the meeting facilitator.

Result:

  • Company was able to make major shifts in their NA Sales Operations in record time, utilizing the best of all available resources.
  • Through it all, HR Partners helped the organization to establish more open and clear communications vehicles that laid the foundation for open participation and buy-in from all staff.

Case Study – What’s causing the turnover?

This mid-sized, highly successful construction company was experiencing a high level of turnover in its Benefits Manager position. They had three different Managers within as many years. The company does not have an HR department so the responsibilities typically managed by HR are performed by many individuals throughout the organization.

Key Issues

  • Limited documentation of policies and procedures.
  • Complex, manual processes to reconcile and pay insurance bills.
  • Numerous, complex benefit Plans with slight variations from one another.
  • Limited knowledge internally of employment law and ERISA requirements.
  • High volume of telephone calls from former employees with retirement account balances and from current employees experiencing family status changes.

HR Partners International Solution

  • A Sr. consultant from HRPI was placed in the role of Benefits Manager to experience the position and its challenges first-hand. Weekly reports were prepared and discussed with company management documenting key accomplishments, issues for further discussion and follow-up, as well as next steps.
  • Interviews/discussions were performed with many key contacts, including Payroll staff, supervisors, short and long term employees, as well as the most recent incumbent to gather their input and insights into the issues.
  • The Consultant explored options and services offered by the Company’s insurance broker and vendors in order to streamline processes and ease the administrative burden on the company.
  • Bill reconciliation and payment processes were streamlined via improvements in reporting provided by the IT team, research into billing and payment alternatives with vendors, and creation of written procedures and templates.
  • A new organizational structure, including a review of headcount requirements and preparation of job descriptions, was delivered. Assistance was also provided in recruitment of the resulting open positions.

Case Study – We don’t want to put him out on the street

Company B was experiencing a substantial amount of change as they grew their business and acquired other organizations. Roles and responsibilities of their staff were changing as well. Skills that were once paramount to the company’s success were no longer required and some employees were asked to take on new roles requiring new skills.

Issues

  • One individual was moved into a new role after his former position was eliminated.
  • Despite his strong work ethic and best efforts he was not successful in the new role. He was a “good employee” but did not have the skills needed to fulfill the requirements of the position.
  • The company did not have any other available positions for this individual.
  • This individual was also experiencing difficulties in his personal life that he had made known to the company.
  • The company needed to terminate the individual’s employment but did not want “kick him while he was down”. They thought highly of him as a person and an employee and determined his inability to be successful in the new position was not the result of a lack of desire or effort.

HR Partners International Solution

  • Consultant met with the individual’s direct manager and HR representative to discuss the work situation, as well as the employee’s personal situation. The termination letter and severance package that were to be offered to the employee by the company were also reviewed and plans for the termination meeting made.
  • Consultant attended the termination meeting with the employee, supervisor and HR representative.
  • After the news of termination was delivered the supervisor and HR rep. stepped out and Consultant stayed with employee to manage the initial reaction, coach the employee on managing the immediate situation, and to explain to the employee services that would be provided by HRPI to assist him in navigating through the process of finding new employment.
  • Consultant met with the individual in person and communicated with him via telephone and email while coaching him through HRPI’s copyrighted job search Program.
  • Consultant assisted the individual in determining his next career steps, targeting companies, developing a resume, networking, managing interviews and much more. In addition the individual’s personal matters also were a topic of some discussion.
  • This individual found new employment within 3 months and the personal matter was also progressing in a positive manner.

Case Study – Personal Space

This large, international manufacturer employs highly specialized and skilled technical employees in their Research & Development group. Following the acquisition of a former competitor and relocation of numerous new employees to the corporate office, lab space was tight. Two highly valuable employees who used the same instrument to perform their duties were moved into a common lab in fairly tight quarters.

Issues

  • Almost immediately tensions between the two employees grew and began to impact their performance.
  • One of the employees voiced concerns to her supervisor about the other employee’s personal habits.
  • Despite the supervisor’s efforts, the situation was not improving.
  • The employee later took her concerns to the HR department

HR Partners International Solution

  • Consultant conducted separate meetings with each of the employees and with the employees’ supervisors to discuss their concerns and perspectives.
  • As a ‘back up’ plan options for alternative work spaces/arrangements were explored with the supervisors. This was not a viable option.
  • Consultant gained agreement from the employees to meet together to discuss their concerns with the Consultant acting as the meeting facilitator.
  • Prior to the onset of the discussion the Consultant set basic ground rules for the meeting and summarized the issues each employee was having with the other, checking for understanding and clarification as needed.
  • Consultant then drafted with the employees basic guidelines they would agree to follow while working in the lab together. They also created a friendly expression they would use to remind one another of their agreement if they inadvertently acted contrary to the agreement.
  • Follow up meetings were held with the employees separately and together to insure progress was being made and no major issues were continuing to occur.
  • Both were much more satisfied with the arrangement following these actions, their productivity improved, and the company kept two valuable, technically skilled employees.

Case Study – Creating the HR Foundation

Company A is a small manufacturing company. Currently, they employ sixty people over three sites. There is no HR department and parts of the function are handled through the Owner, the Accounting Manager and through the Site Managers. None of these individuals have any previous experience or qualifications in the field of Human Resources or employment law.

Issues

  • Inconsistent practices – hiring, job descriptions, legal compliance.
  • No documented policy and procedure manual.
  • Risk to business from potential employment claims, as managers were not clear on the preventative action they may take and were not consistent.
  • Lost profitability/productivity as owner and managers struggle to cope with the HR needs of the organization in which they have no expertise.
  • Loss of strategic direction as Owner focuses valuable time away from growth of the business.
  • No room in tight manufacturing budgets for additional overhead.

HR Partners International Solution

  • An HR Audit was performed, identifying areas requiring attention (compliance, best practices).
  • All policies and procedures were documented and an Employee Handbook created.
  • Legally compliant, job descriptions were created to be used in recruiting, communicating job expectations, establishing consistent pay practices and performance management.
  • Consultant trained the Owner, Finance Manager and Site Managers on new processes, etc. to ensure complete understanding and consistency throughout the organization.
  • Consultant, in conjunction with the Management Team, held meetings with employees to roll out new handbook, job descriptions, etc.
  • Consultant was engaged for a monthly retainer to maintain legally compliant, consistent HR function.

Case Study – Recruitment and Retention

The organization provides long-term care at six locations. Currently, they employ 650 people and are losing a significant number of experienced nurses after fairly short periods. These nurses are critical to providing the highest level of quality care to residents. Losing the nurses was putting pressure on remaining staff, contributed to the confusion residents experienced, and in turn increased overtime and use of agency staff costs. The initial problem was how to reduce turnover rates.

Issues

  • High turnover rate among key skilled staff.
  • High cost of overtime and use of agency staff.
  • Impact on ability to provide high level of quality care.
  • Pressure on remaining staff – burnout, mistakes.

HR Partners International Solution

  • Consultant conducted meetings with the management team to discuss their view of the problem, the issues and what they thought the causes were.
  • Consultant discussed the issues with department heads and others responsible for recruitment and managing departments which were losing staff, covering the full recruitment and initial training process. This covered the quality of the recruits, sources, applications, and interviewing techniques.
  • Consultant reviewed the various documentation and procedures around the recruitment process, levels of absenteeism and procedures being used for dealing with non-performing staff.
  • Consultant determined that staff retention was part of a broader issue relating to the effectiveness of the recruitment and onboarding processes, and the real motivations of the nurses who had left.
  • Consultant calculated the cost of the organization’s poor recruitment and retention methods, surprising the company’s management team with the actual expense dollars.
  • Consultant made practical recommendations for changes to their approach to recruiting and onboarding, halving recruitment, overtime and agency staff costs, enhancing the quality of the staff recruited, increasing the level of quality care and minimizing staff burnout.

Case Study – Workforce Reduction

The organization is a professional services company. They have lost a client that generated $1.5 million in revenue and find themselves having to reduce their workforce by 20%. The company wants to implement a workforce reduction in a legally defensible, humane manner, while providing outgoing staff with appropriate job search support and managing remaining staff morale and productivity.

Issues

  • Identifying the positions to be eliminated and the criteria to be used to determine the affected individuals.
  • Administering the workforce reduction in a humane, legally defensible manner.
  • Maintaining morale and productivity of remaining staff.

HR Partners International Solution

  • Consultant conducted meetings with the management team, providing guidance as they determined the positions to be eliminated and the criteria to be used in determining the affected individuals and levels of outplacement support to be provided.
  • Consultant provided sample letters of termination and separation agreements.
  • Consultant coached managers on how to conduct the separations and how to communicate with remaining staff.
  • Consultant, along with affiliate partners, met with each affected individual to begin the outplacement process.
  • Consultant provided appropriate outplacement support to affected individuals.
  • Consultant provided company with general information regarding the progress affected individuals were making in securing new employment.
  • Consultant continued to coach managers, as needed, on how to handle morale and productivity concerns of remaining staff.