The Challenge: Two years after 9/11, the FBI remained well short of its new Special Agent recruiting goals as they underwent their transformation to a significantly increased focus on global terrorism.
Solution: We began by performing an audit of the current state of the HR function, while working with all FBI functions to determine the vision and structure for the future state of the HR function to allow it to be an innovative and solution-oriented partner in giving the FBI competitive advantage. As well as tactically, determine the systems and processes that would enable the organization to attract and retain the staff and skills needed to successfully carry out the mission of the FBI.
The HR Audit broke down the function into 5 key areas:
- Reward Systems
- Employee Engagement/Development
Our project included our findings and assessments of the current state of the HR organization, suggested pathways forward to the future state, as well as recommendations for tools, training, and processes to make the new vision a reality.
Fortune 200 Global Oilfield Services Company – Building a Sales Coaching Culture
The Challenge: A spree of global acquisitions led to several challenges for the organization’s sales forces, included among them:
- Integrating the newly acquired sales leadership and talent into the parent culture while identifying those parts of the acquired companies’ cultures and practices that should remain
- Managing the change of the product-oriented sales forces of the acquired companies into comprehensive solution-oriented sales forces
- Upskilling the sales talent of acquired companies to organically create value
- Ensuring a strong, global pipeline of sales leadership talent to create succession options to allow for successful execution of growth plans
Solution: With such rapid growth around the world, the only meaningful, timely solution was to implement a top-down viral approach to train Sales Executives as Coaches, who could effectively coach Sales Directors as Coaches, to coach Sales Managers as Coaches who could develop their sales talent. This approach not only provided a rapid execution of the strategy around the world, but also facilitated buy-in across all levels to build a true-coaching culture. As bad coaching is worse than no coaching at all, a Corporate-based group with expertise in coaching and coaching training was established to lead the tactical execution of the strategy. By housing this group in the Corporate Sales organization as opposed to the HR or OD department, it further led to the acceptance of a culture of talent development as a critical sales activity leading to increased revenue.
Nonprofit Organizations – Executive Compensation
The Challenge: Just like any for-profit organization, nonprofits need to ensure that they can attract, retain, and properly reward their leadership talent to ensure the organizations mission is served. Nonprofit organizations have the added challenge, particularly in times of growth, of not having retention and reward tools such as commissions, equity grants, and related perks at their disposal.
Solution: We help our clients design Executive Compensation structures that allow for the attraction of strong leadership talent and providing mechanisms to ensure compensation grows appropriately in-line with the growth of the organization, while ensuring no ethical issues arise via commission-oriented or similar programs. Further, these structures are designed based on thorough understanding of market data, leveraging both our Executive Search market knowledge and our compensation expertise to ensure that all compensation programs are easily justifiable to Board Members, Foundations, and any other interested parties. Inherent in these programs are tying pay to the organization’s Strategic Plan, and tools and help with performance reviews and compensation related to those objectives is an included part of the service.