Maximizing ROP (Return on People) and Freeing Up Executive Time
Our Client
Unionized Light Manufacturer
Identifying the Problem
By failing to build appropriate HR infrastructure, we find that many companies waste the valuable time of C-level executives dealing with mundane tasks associated with the Human Resources function.
Our client was carrying two full time administrative clerk salaries for the tasks of processing payroll and benefits. Due to the antiquated nature of their system and the lack of coordination between HR and the Line Supervisors, substantial time and oversight was required from the CFO to correct the recurring mistakes and handle many manual activities. Management and the employees alike were extremely frustrated with the situation.
Solving the Problem
We implemented a new Payroll/Benefits/HRIS system, outsourced the payroll processing, streamlined processes, trained the Supervisors and negotiated minor changes with the union. Our team eliminated the overhead of the two administrative positions, freed up the CFOʼs time for other projects, and increased employee satisfaction by eliminating mistakes and providing employee self service.
Driving Efficiencies and Protecting the Business
Our Client
Sales Representative Firm
Identifying the Problem
An improperly run HR department can cost a company plenty. Our client had hired entry level Human Resources professionals into the management position with little or no experience. Costly mistakes ensued.
Solving the Problem
In the first year alone, we saved the client in excess of $100,000 on benefits premiums while maintaining comparable benefit levels. We also settled a claim with the EEOC for nuisance value thanks to comprehensive Sexual Harassment training we performed within weeks of starting the engagement. And to protect our client’s customer base and revenues, all sales employees now have non-compete agreements tied to new incentive programs, and new employees are both background checked and drug tested.
Long-Term Planning and Keeping Good People
Our Client
Food Industry Firm
Identifying the Problem
Most business owners have a goal for their organization, be it sales volume, profits, or growing market share. One stumbling block to sustained growth can be finding the right people in sufficient quantities, then keeping them around and motivated long enough to succeed.
Our client had the goal to double its sales, despite annual employee turnover of almost 75%
Solving the Problem
We developed a strategic plan that called for several new positions, including a Controller and a Sales Manager. We then implemented the plan by recruiting for the new positions while motivating current employees with a newly structured incentive plan.
Our team instituted weekly management meetings, performance reviews, additional employee benefits and established a formal career path for both new and current employees. Changes to the hiring process as well as employee retention initiatives cut turnover in half the first year, with further reductions anticipated in the future.
Maximizing ROP, Driving Efficiencies and Raising Morale
Our Client
Manufacturer
Identifying the Problem
Our client was saddled with a disgruntled workforce, rampant absenteeism, fraudulent Workers Compensation claims, and low productivity despite excellent pay and benefits and low turnover. Management had made no attempt over the years to communicate with the employees, and as a result the employees “filled in the blanks” in their own minds about a variety of topics including: the competitiveness of their compensation, the profitability of the company, executive compensation, and even the quality of the product they were manufacturing.
Solving the Problem
We implemented communication tools such as small group meetings, annual benefits statements, performance reviews, quality meetings, and an Employee Works Counsel.
As a result, our client has recognized drastic improvement in productivity, absenteeism, and reductions in Workers Compensation claims. The company also received a record number of employee referrals for employment that year.