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• Succession-Planning Process Slashes Turnover Rate 22%
  Management was experiencing high turnover, and company needed process to retain qualified personnel. Multiple acquisitions of company had occurred, and no talent depth chart for succession planning existed.
  Attended planning sessions with CEO, presented plan to initiate long-term process, and received support. Assessed direct reports to senior leadership and higher; established career profiles and plans. Created comprehensive talent depth chart for all key positions and staffed open positions.
  18% to 22% turnover rate was eliminated for key management positions through problem analysis and implementation of new program.
• Staffing Program Reduces Replacement Time 21%
  Nearly 30% of manufacturing functional division was nearing retirement, which would mean loss of key talent. No process was in place to retain knowledge or fill positions that were opening.
  Developed core competency profiles for key positions and identified potential resources for future promotions. Produced DVD of retirees performing daily tasks and responsibilities then ascertained hiring and talent pool process for backfilling positions. Implemented simulation-based selection process for replacement of key talent.
  Replacement time was reduced 21% with no impact to business flow during 15-month transition.
• Intern Program Satisfies Company's Talent Limitations
  Human Resource department lacked talent at entry level. Due to budgetary constraints, management would not sanction adding incremental headcount such as interns.
  Developed intern-recruiting strategy and secured leadership approval to test intern for one year. Established summer intern position then recruited, trained, and evaluated program. Secured division head's ongoing approval to fund incremental intern positions.
  Three interns were hired as full-time employees and were subsequently promoted to senior HR positions. Intern program was modeled by two other functions.
• Communication Plan Optimizes Retention Post-Acquisition
  Led HR team during company's acquisition; companies historically retained only 60% to 70% of key talent during integration.
  Froze open positions prior to integration. Implemented broad communication plan to communicate similarities between companies; offer weekly FAQ opportunities; engage transition team, including managers, from acquired company; and bring recruiting teams from company onsite to discuss career transitions with acquired managers.
  More than 81% of key talent accepted positions with company.
• Parallel Initiative Actions Accelerate Completion Schedule
  Training deadline for more than 100 cross-functional managers was 26 weeks on new system. System required development, including determination of outputs prior to creation and delivery of training.
  Met with design team and identified system's core competencies; continued to meet weekly to review design's progress. Built training initiatives simultaneously, not post-design, to meet time constraints. Training's design was tested on team members.
  Training was delivered eight weeks, or 31%, ahead of schedule.
• Key Talent Indicators Increase Performance Efficiencies
  Company needed continuous developmental plan for key talent within sales organization. However, constant organizational modifications from economic consolidations hindered implementation of any development process.
  Implemented fact-based assessment process to identify and deliver key talent performance indicators. Initiated job competency profile for all key positions; assessed and identified talent. Initiated organizational changes based on results.
  Performance efficiencies increased 17% and retention grew 21% over two years through use of "Key Talent" indicator process implementation.
• Communication Strategy Boosts Employee Satisfaction 17%
  Due to lack of effective management communication, employee morale suffered. Consistent management presence was lacking after last member of original family of owners sold company. In addition, management focused solely on financial return issues for parent company.
  Assembled focus groups then determined and prioritized key needs; aligned morale issues with corrective actions. Implemented communication strategy and established timeline. Secured senior leadership's buy-in and scheduled recurring meetings.
  Employee satisfaction ratings increased 17%.
• Benefit Pension Plan Saves Company $37 Million
  Company's subsidiary's pension fund had been underfunded because large payments were made to early-retirement executives. More than just pension reform initiative was necessary, but could be difficult due to culture differences and focus of "waiting out Western initiatives."
  Spearheaded development of four initiatives strategy that was launched simultaneously with pension initiative. Defensive efforts were streamlined across five initiatives, resulting in minimal impact to delays in pension initiative.
  Company saved $37 million from defined benefit plan that was launched within 14 months.
• Company Reorganizes Workforce Following Reduction Initiative
  Sales force required restructure to address account requirements due to precipitating workforce reduction. Legal constraints required rigid processes and considerations while reducing workforce.
  Researched applicable employment laws with company's legal counsel, developing communication strategy and reduction in workforce compensation plan. Secured approval from senior management to support plan and communicated information to affected employees. Career transition services were provided, even though this was not done in past.
  Company incurred no legal repercussions.