 Sexual Harassment Training Program Realizes 100% Participation
Bad publicity surrounded corporation following $500K sexual harassment lawsuit filed and won against one of company’s divisions. Employee training in sexual harassment became necessary throughout corporation.
Designed and conducted a customized sexual harassment program for all company divisions. Completed employee training within 120 days, realizing 100% participation rate.
Swift involvement of senior management and provision of additional resources were required to complete training programs in timely manner. Prompt attention to sexual harassment issues resulted in complete employee cooperation and participation.
Reduction in Employee Turnover Contributes to Organizational Advance
Customer Service Call Center encountered poor morale resulting in 60% turnover rate. Management and supervisory team lacked experience and necessary tools to identify and improve situation.
Devised 90-day project to improve turnover rate and employee satisfaction. This included Employee Satisfaction Surveys, Training and Development program, and regular department meetings.
Reduced turnover to 20% within 90 days. Company-wide recognition for group and contribution to overall organization's success provided individual and group recognition. Employee absenteeism rate dropped significantly. Quarterly meetings established with department and senior management aided in turnaround of employee morale.
New Hire Orientation Solidifies Employee Investment in Company
High-growth organization New Hire Program inadequately addressed needs of newly hired employees. Existing personnel lacked coaching and knowledge needed to implement program. Assignment was to implement company’s first New Hire Orientation Program within 90-day timeline.
Generated and directed first New Hire Orientation at company headquarters.
Metrics were established to show correlation between solid employee entry to company culture and decrease in turnover. Defined periodic review of program and feedback from new hires ensures continual refinement and evolution of company's standards.
Staffing Revamp Improves Candidate Referrals, Realizes Cost Reductions
Staffing costs were $2.5M and rising due to utilization of outside employment firms. HR Department lacked uniformity or consistency when utilizing staffing firms or calculating fees.
Reduced number of search firms used by company from 100 to 15. Narrowing the pool of employment firms 85% realized significant reduction in annual expenditures.
Decreasing the use of employment firms realized $500K annual cost reduction while improving candidate pool referrals.
Outsourcing Relocation Program Reduces Expenses
New hire relocation and employee transfers were responsibility of HR Department. Time spent on relocation issues was inefficient and department costs were escalating.
Sourced company's relocation program to third-party relocation vendor. Reduced corporate relocation expenses $1.5M within first year of implementation of third-party vendor.
Outsourcing Recruiting Workload Realizes Staffing Expectations
Relocation of corporate headquarters necessitated sharing of service staff. Inexperienced divisional HR personnel could not offer assistance with recruiting workload and strategy.
Reviewed manpower priorities and requirements. Interviewed, hired, and managed several outside contractors to assist with recruiting workload to meet tight deadlines.
Hired 85% of necessary corporate personnel within 120 days. Strategic decision to relocate key personnel from former headquarters site benefited continuity of business processes and bench strength in personnel.
Redefining Positions Achieves Uniformity Following Reorganization
Reorganization within Research & Development and Information Technology groups led to restructuring of position requirements. More than 400 employees worked within these departments. Job descriptions and compensation information was outdated.
Created job descriptions for 100+ positions. Designed salary grades/ranges and career ladders for each department. Defined core competencies for each position and aided in definition and administration of salary policies/incentive and reward systems for each group.
Updated job descriptions and compensation information provided department with consistent resources for employees. Uniformity was realized in administration of salary policies and incentive/reward systems for each group.
Restructured Benefit Package Delivers Company's First 401(k) Plan
Enhancing employee benefit package to include 401(k) program became necessary to remain industry competitive. Staff knowledge was limited as introduction of 401(k) plans into industry was new.
Established cross-functional team to source, develop, and introduce company's first 401(k) plan. Met project timeline for implementation of plan.
Initial program launch realized 68% total employee participation. Ongoing communication and education to employees regarding company benefits eventually increased program participation.
Development of HR Department Attains Annual Cost Savings
High-growth organization was lacking HR Department. Support of corporate shared services was difficult without functioning department. Corporate principals lacked expertise in recruitment, staffing, planning, orientation, training policies and procedures required to attract top caliber talent.
Initialized two-year HR headcount forecast, developed in-house employment function, and stopped all irrelevant HR spending.
Realized cost savings of $750K and reduced by 55% average time needed to fill position from 180 to 81 days. Additionally, HR staff grew to five personnel supporting 600+ employees.
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