Case studies.
Selection.
Partnering with a construction plumbing union to develop a hiring process including both assessment and interview components from scratch.
Challenge.
A construction plumbing union apprenticeship program was struggling with the cost and effectiveness of their existing selection process. We were engaged to develop a hiring process including both assessment and interview components from scratch to improve academic performance, field performance, and retention.
Solution.
We conducted a thorough job analysis, and refined and developed a reasoning and personality assessment as well as a structured interview to enable the Union to select apprentices for both in-class and in-field performance. Hiring practices were identified and created to increase retention and performance, and validated according to best practices.
Results.
We successfully implemented a new selection process, including rigorous interview training, that allowed for the hiring of several hundred apprentices. Foremen noted that new apprentices were excellent team players.
Training & Development.
Partnering with an organization to design and implement a general training program around best practices in interviewing.
Challenge.
This organization had never offered structured training for interviewing candidates.
Solution.
We were retained to design and implement a general training program around best practices in interviewing, including providing information related to structured interviews, benchmarks, behavioral note-taking, and logistics for effective interviewing.
Results.
Attendees noted that, after participating in our training, they realize that they had not been conducting interviews as effectively as possible. After our training, the client undertook development of a comprehensive, evidence-based hiring process that pulled from best practices shared in this training.
Climate and culture.
Partnering with an association of research libraries to conduct a climate assessment.
Challenge.
A research library association sought a climate assessment in 2000. Specifically, they were interested in creating a healthier workplace, and assessing the extent to which interventions resulted in changes over time.
Solution.
We developed, implemented, and refined a healthy climate survey over the course of eight years for over 20 University libraries internationally. Working in collaboration with the association we enabled the development of a mutually supportive community for Libraries to share and improve interventions.
Results.
Participating libraries demonstrated growth in service scores over the four year periods between climate surveys. Additionally, Libraries in the supportive community effectively learned from and benefited each other. Twenty years after the first climate survey, the ClimateQUAL survey for University Libraries has been administered to over 60 University Libraries, with close to a quarter of these libraries retaking the survey at least once.
Analytics.
Partnering with Mercer, Inc. to conduct social network analyses.
Challenge.
Mercer, Inc., a large global human resources consulting firm, had multiple clients who would benefit from network analysis insights on topics such as the identification of individuals in key positions in the “informal” organizational structure, assessing the impact of leadership development programs, and generally supporting talent management objectives. At the time, Mercer did not have the capability to meet those client needs.
Solution.
We worked closely with Mercer’s workforce analytics team to develop a theoretical framework for linking social network analytics to client interests, partnered with Mercer to deliver social network analyses to several clients, and trained Mercer consultants in the technique, thus creating a sustainable internal capability to conduct and apply social network analyses to future clients.
Results.
In the talent management space, network analysis has supported the redesign of career progressions in several firms and verified the long-term impact of developmental interventions.
Selection.
Partnering with a local government organization to hire and develop an internal selection function and to create rigorous hiring practices.
Challenge.
This local government organization was under consent decree. One of the requirements for exiting the consent decree was to create unbiased hiring practices for the County. As of 2016, the few selection staff who were employed by the County were creating selection processes using different procedures than the external consultants. Additionally, they had never submitted formal selection reports on their selection practices to the Courts. Our consultant was retained to staff up and skill up a selection division in Human Resources. As part of this process, she had to lead the internal team in submitting reports to federal court and plaintiff oversight, and in aligning their processes with the external consultants.
Solution.
Our consultant first staffed and skilled up the internal selection team, building from a team of 6 to a team of 13. She facilitated closer collaboration between the consulting firm and the internal team to naturally expedite the process of aligning development practices, and worked with the internal team to create and deliver both a promised procedural manual and reports to the Court and plaintiff’s counsel.
Results.
Since our engagement with the County, the Employee Selection division was trained to capacity to create valid, rigorous selection procedures, including structured interviews, simulations, and realistic job previews. Rules around developing and implementing these procedures, including around the use of subject matter experts, were created and codified in a Procedural Manual. Additionally, standard templates were developed to document the creation of all selection procedures. Finally, a dedicated testing space for the County was created. Ultimately, the County was released from Consent Decree after meeting all goals, including hiring requirements.
Training & development.
Partnering with a local government organization to staff up and drive strategy for a centralized training and development team in the Human Resources office, as well as establish an analytical strategy for assessing the impact of training and development interventions.
Challenge.
This local government organization had informal and decentralized training and development. The few training and development employees working within Human Resources were unsure of their direction and goals. A goal for the local government organization was to staff up and drive strategy for a centralized training and development team in the Human Resources office, as well as establish an analytical strategy for assessing the impact of training and development interventions.
Solution.
We created and mobilized a centralized, formalized training & organizational development function that enabled individual/specialized support for each Department while capitalizing on opportunities to scale similar services across departments. This required establishing processes and procedures, identifying needs, and establishing methods of creating and implementing learning solutions that meet established needs of different departments. We also trained learning & development professionals in this organization on methods for assessing the impact of interventions on affect, knowledge, behavior, and return on investment for the organization as a whole.
Results.
The County effectively implemented apprenticeship and internship programs as well as the first standardized onboarding program for significant departments. Custom training programs were implemented in a number of Departments to improve customer service, and the team was effectively able to track and report on interventions and outcomes.
Leadership coaching.
Partnering with an organization to develop 5-year strategic plans for their Departments.
Challenge.
Existing and new Department Directors in this organization were tasked with developing 5-year strategic plans for their Departments and creating accountability for goals.
Solution.
We engaged in executive leadership coaching for both existing and newly hired Department leadership. Executive coaching covered both leadership skills (e.g., delegation, accountability, feedback, progressive discipline, equity) and establishing five year strategic plans for each Department addressing changes in staffing, workflow, and climate. Coaching was tied to the leadership competency profile illuminating strengths and areas of development for each executive.
Results.
Several executive coaching clients obtained further promotions after coaching. Coaching helped with integration, strategic planning, and accountability throughout the organization.
Performance management.
Partnering with an organization to implement a new performance management system and competency model for leadership.
Challenge.
This organization sought to develop a system that held their leaders accountable.
Solution.
We were engaged to create and implement an executive performance management process tied to the competencies used for hiring at the executive level. This performance management system was tied both to the competency model developed and used for hiring at the executive level. The system was designed to hold executives accountable for the climate, culture, and performance of their entire department.
Results.
We created an executive performance process that was endorsed by the Departmental leaders, balancing goals and competencies. We left the County with training and an implementation plan to roll out the executive performance process across Directors and Deputy Directors, prior to scaling the process across all levels of leadership in the County.