Client Snapshots

• Situation: Your partner has been offered a relocation, you are both considering this offer. You work too but at a different company.  How do you go about finding a job in a new area?
• Challenge: Major steel company group relocation east coast to midwest required partner approval, family acclimation to new area, and their own career transition.  
• Solution: HR-ARM presented services available to employees and partners at the initial facility visit. In addition, HR-ARM set up individual/couple appointment times to answer questions in further detail. 
• The majority of the group accepted the  relocation. After talking with partners, HR-ARM suggested the policy be expanded to allow coaching and career support to partners seeking alternative work life choices. The company approved that policy.

• Situation:  Conduct an objective evaluation as to cost, quality, capabilities, and relevance of external providers of training programs.
• Challenge: The focus was to  incorporate and customize the training content to the vision, values, mission, goals, etc .of client company. 

There were two goals: 

1. To  meet immediate need of supervisory level training for 100 employees nationwide.   
2. To  address provider offerings for supervisory training and determine types of managerial level programs available. 

• Solution: 

1. Achieved buy-in for change in the existing curriculum by meeting with six levels throughout the company from SVP to Supervisory to explore training perspectives.   
2. Identified supervisory groupings and proposed geographic breakouts nationwide for the proposed training. 
3. Met with each of the five largest external training providers to review training programs geared to supervisory/managerial training.   
4. Conducted comparison and contrast of cost, quality, capabilities, and relevance.   
5. Helped client select a provider for a supervisory leadership services and managing for excellence program. 
6. Negotiated package pricing in the $1,000,000 + range for the client. 

• HR-ARM has worked on many consulting engagements involving policy development, revision, preparation of employee handbooks and updates.  
• This is a client snapshot and testimonial of a unique Situation, Challenge and Solution as written by a client.
• "We were in the process of combining two separate corporate entities with operations in five different states. To that end, we needed to bring all existing office policies into a common program, issue a handbook, and implement the new package. Jeannette consulted on the project and in a very competent and professional way, brought us through the ordeal within both budget and timetable. This involved complete writing of the handbook, as well as research of the various state and federal laws applicable to each location. That handbook is still in use today, and those minor amendments made were to address changes in corporate philosophy or situations not contemplated in the original version. We found Jeannette to be knowledgeable, responsive, and professional in her approach. It was a pleasure dealing with her, and we would not hesitate to work with her again should the situation arise.” (Corporate Vice President) 

• Situation: Mid-sized software start-up with several locations in U.S. seeking software engineer.
• Challenge: The company wants a review of several candidates from their applicant pool to be identified as a possible good match for this position. And the company wants to know what salary the company should offer or accept if the candidate passes the interview.
• Solution: HR-ARM reviews each individual candidate's application and then compares and contrasts. Each candidate is reviewed against existing job requirements and description of the role supplied by the client. We provide feedback on whom should be interviewed and at what salary the client might offer. We provide answers to six sets of questions on each candidate in an online form and respond to questions for each candidate based on what the client developed using three evaluation dimensions on a one-to-three scale format.
• The client hired the top candidate we selected to be interviewed. After the candidate was on-the-job four weeks, the client rated the newly hired candidate on the three dimensions using the one-to-three scale . In addition to our fee, the client paid an additional bonus based on their pre-established evaluation criteria.

Situation: A worldwide integrated processing, packaging, and distributor of liquid food manufacturing with presence in over 165 countries and 18,000 employees with HQ in Switzerland needed help revamping its global employee satisfaction survey process.

• Challenge: The company wanted a complete revamp of the employee satisfaction process from the objectives, data analysis, including interpretation and feedback including written guidelines, and survey questions (mandatory and optional questions) and response scale.
• Solution: HR-Arm realigned the entire process and coordinated efforts and communications with a worldwide team in differing international time zones. The team was composed of several individuals in HR/OD from South Africa, Switzerland, Italy, Wales, and the U.S. We coordinated  experiences with what has been the process to date in clearly defining and prioritizing each element of the revamp, "what's working, what's not..."
• HR-ARM completed all objectives defined in the revamp from objectives to survey categories, item statements, both mandatory and optional questions, response scale format, data analysis, interpretation and feedback, including an administrator guide.   
• A successful pilot of the revamped process and survey was conducted in Ireland. 
• The entire revamped employee satisfaction process was shared electronically at an annual management meeting.

• Administrator & Assessor

Over a 10 year timeframe, Administered 50 Managerial Assessment Centers. 

In another 50+ assessments, worked as an Assessor and provided coaching/feedback for 

Assessment of Managerial Proficiency for working adults completing their undergraduate and graduate degree in the College of Management & Business for a University in the Chicagoland area, with multiple site locations. 

The Assessment Center consisted of in person validated instrumentation, using tests, behavioral simulations, Myers-Briggs Type Inventory, coaching/feedback, and the writing and completion of developmental performance goals.

Assessor, Role Player, Report Generator & Provided Individual Participant Feedback

Over a span of several years, with thousands of assessment participants, worked as an trained Assessor for Supervisory, Manager, Director, Executive Director, and Leadership levels for:

•  international airline
• three top nationwide wireless providers

One of the wireless telecom companies had 600 of its supervisory, mid-management, and top management leaders be part of this organization-wide assessment center as an integral part of organization change efforts.

Up to twelve competencies "based on a realistic day in the life experience" were rated through the use of simulations designed to reflect the complex issues and situations faced by mid-to senior-managers/leaders.