So what does our work actually look like?

We’d like you to see the people we’ve helped over the years, so here are four case studies where you can see how our tools and programs provided practical solutions for a more effective organization.

Business

Fresh produce exporter to USA and European markets; 25 employees.

Situation

In just three years the number of employees had increased from five to 25. Confusion of the responsibilities in many areas of the business was affecting the customer experience; in some cases having collections, sales, and operations, all contacting one client about one particular invoice.

Question

How can we create more efficient ways for our employees to work?

 

Proposal

We created 15 job descriptions that clarified the complexity of hybrid jobs, in plain language, with clearly defined expectations, plus explicit career progressions for appropriate jobs, and a fast track promotions for critical talent..

Results

Higher employee morale, better customer experience.

Business

Entertainment industry; 400 employees with two locations in USA.

 

Situation

Pay adjustments made on an exceptional basis. A particular digital project, which was a main component of the business, was at risk of delay because key employees left to work for the competition. Turnover increased 78%; almost twice turnover in the industry.

Question

Is our pay competitive?

 

Proposal

Market positioning of salaries specific to each position as well as each employee. Pay action plan included an incentive plan for operations, with a special merit pool for employees in critical positions that were below market value to ensure retention; plus an increase in salary structure.

Results

That critical digital project was completed on time and within budget; boost efficiency of recruiting efforts by increase time-to-hire, from 45 days down to 18.5 days, due to a more competitive salary structure.

Completion

 Five weeks.



 

Business

High tech company with 800 employees in USA, including 120 managers.

 

Situation

After two years of no increases, the annual merit granted was not well-received by team members. There was a perception that their salaries were below market, and that the process to determine pay was 'a  black box' with no transparency.

Question

How does HR arrive to those annual merit numbers, and how can we communicate that to the rest of the employees?

Proposal

A workshop was developed to train first line managers in the foundations of total rewards.

 

Results

Better alignment of first line managers with the Total Rewards philosophy. Line managers were able to use this philosophy to better understand the workers’ needs, resulting in higher employee morale. 

Completion

Two weeks to facilitate eight sessions, plus five days to develop training materials.


Business

Multinational transportation company with 450 regular employees  in the Caribbean.

Situation

Lack of teamwork across the islands was causing a domino effect where delays in the inboarding/onboarding of packages to USA was severely decreasing quality of service to clients.  

Question

How could we improve teamwork across the region?

 

Proposal

Design and deliver a self-funded team incentive plan, with all employees in the each region having the same equivalent employees in the other regions. The incentive was self-funded because it was 10% of net profit.

Results

Better teamwork with minimized delays, improving quality of service and avoiding potential losses.

Completion

Three weeks for design and approval of plan. One week for communication. From there, it took one month for the creation of a plan that was implemented and effective for the next quarter.