How We Can Help

By matching people costs to opportunity, your company maximizes profit. We help align the enormous investments in people with organizational performance goals to meet the most critical challenge in managing all human resources. Successful organizational change is always about people.

We are specialists in providing support to implementation teams to maximize results, aligning people investments with profit targets.

We assist executives who know ‘what to do’ with ‘how to do it.’ Success is often determined by the ‘how.’

  • We turn delicate people problems into concrete, achievable, humane, actionable plans for results.
  • We create plans for hiring talented people … and keeping them.

We design people implementation strategies and tools to implement significant change.

We know the soft skills are the hardest work of management and often executives are required to use these skills in isolation. We work one-on-one with these executives to support them confidentially in working through perplexing problems such as:

  • Working harder and feeling less successful? Concerned that the team is not performing as needed?
  • Looking to make a major change in the company and is worried about how the employees will respond... changes such as buying another business, selling a business, transitioning to a new CEO/President, etc?
  • Worrying about a key employee who is not pulling his/her own weight who may need to be released and uncomfortable with the fallout from releasing an executive?
  • Feeling isolated from the executive team or board members?
  • Facing the perceived/real threat of an employee lawsuit and is unsure about how to proceed?

We are trusted advisors assisting senior management in creating exceptional performance through people. We manage significant change, implement people strategies, support executives in driving results and more.

 

It’s Always About People.

Tips and Advice

Some managers believe that rating systems are the best way to establish an honest dialogue with employees and improve company productivity.

"After years of employees being passed along and given insignificant raises, which caused anger and stress, we used a ranking system with great success," says Lee Nielsen, former vice president of human resources for ICI (Glidden) Paints. "The success was based on managers having frank discussions with employees about needed changes -- especially with the bottom 20%. We found that after two or three conversations, which took place once a quarter, these employees either left on their own, improved their performance, were reassigned to a role they could perform, or were terminated. But we had a much higher percentage of employees voluntarily leaving than being terminated."

In the Lead: Readers Tell of Success,
Failure Of Performance Rating Systems

The Wall Street Journal
29 May, 2001