Case Study #1: Leadership Development Program
Problem: Clinical and non-clinical leaders of an inner city, non-profit community hospital lacked basic and advanced leadership skills needed to effectively perform their jobs and lead the hospital out of significant financial trouble. The hospital had not previously invested in any formal leadership development or talent management activities, and most leadership positions were filled internally by staff members who showed "promise."
Action Taken: Conducted a comprehensive needs assessment across all management positions. Grouped needs into three categories: developmental needs across all management positions, developmental needs for clinical vs. non-clinical leaders, and developmental needs specific to different management levels. Conducted focus groups with staff from various areas of the hospital during which staff were asked about how the hospital could better support their managers and to identify the types of problems their managers faced when trying to manage or lead their staff. Compiled staff feedback, and identified themes. Presented results to the CEO and provided a corrective action plan detailing a new leadership development curriculum.
Results: Saved $320,000 in training costs in one year by creating an in-house, multi-tiered leadership development program that was mandatory for all management positions ranging from team lead to the executive leaders. In addition, leaders addressed employee performance issues in a more consistent, effective, and timely manner, ultimately resulting in a decline in the number of employee relations issues seen by HR and an increase in the number of employees who were terminated as a result of poor performance.
Note: A similar process was used at another hospital, and as a result, they saved $482,000 in training costs.
Case Study #2: Expert Witness Testimony
Problem: A Fortune 100 organization was being sued for allegedly not hiring a candidate for a target position on the basis of age. The same organization was also being sued for allegedly not hiring a different candidate for the same target position on the basis of age and gender.
Action Taken: Responded to opposing experts' written opinions in both cases. Reviewed relevant facts of each case; reviewed selection system for the target position, confirming evidence of content and construct validity in accordance with EEOC regulations; conducted appropriate statistical analyses; and provided counsel with written opinions addressing alleged charges and opposing experts' opinions.
Results: Successfully defended the use of a multiple hurdle selection system for the target position. Saved hundreds of thousands of dollars by successfully averting class action suit and payment of individual remedies.
Case Study #3: Cross-Functional Team Performance
Problem: A major US airline consistently performed poorly on measures of on-time departures and customer satisfaction. In addition, employee morale had dropped in the past 12 months.
Action Taken: Met with relevant stakeholder groups to identify and clarify performance goals and to map current state processes. Identified significant conflicts in stakeholder goals as related to on-time departures and in processes to get plane out on time. Worked extensively in the creation and maintenance of planeside teams. Redefined goals, roles, and responsibilities to better meet customers' needs. Developed team playbook, communicated new behavioral expectations to all stakeholders, and developed metrics to assess on-going team performance.
Results: Improved on-time departure rate from 63% to 87%, increased customer satisfaction from 66% to 90%, and improved employee satisfaction ratings among customer service representatives, ramp service personnel, dispatchers, zone controllers, and mechanics by nearly 20%, ultimately positioning airline to capture repeat business and retain valued employees.
Case Study #4: Department Restructuring
Problem: As a result of organizational change, a new department dedicated to performance standards and continuous improvement needed to be created by merging employees from another department with newly-hired employees. Employees from the previously existing department had poor attendance records, routinely made errors, provided customers with poor quality work, and were some of the highest paid employees in the organization. Some employees were on light duty temporary assignments and thus were not necessarily committed to learning the job or doing the job properly.
Action Taken: Reviewed departmental functions and identified required knowledge, skills, and abilities for each job. Reviewed and revised workforce planning model, restructured jobs, eliminated the use of light duty employees, and created new behavioral expectations and performance standards for each job. Moved poorer performing employees through the disciplinary process.
Result: Reduced departmental personnel costs by $1.5M while improving service quality and reducing turnover.
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