employee turnover by 16% and reduced the number of
employees’ phone inquiries to HR by 35% by
‘Conducting a S.W.O.T. Analysis to determine the gaps within
the company and based on the results, these key success
factors were addressed: pay scale, job descriptions and
classifications, performance management, benefits, pension,
communication and policies and procedures.
job satisfaction which reduced employee turnover by 11% by ‘Conducting
Employee Opinion Surveys to determine employee feedback from the
workplace to identify and address areas of concern’. These Employee Opinion Surveys were conducted on companies with
2,500, 800 & 600 employee groups’.
operating costs by 22% and improved employee morale and job
by ‘Managing the merger of eight companies (1500 employees)
merging into two companies (800 employees). Created
common compensation, bonus/incentive,
and pension programs’.
hundred management positions which reduces the annual payroll by 15% by
‘Restructuring a 2500 employee base from a ten (10) level
organization to a five (5) level organization and reduced middle
management by 1/3rd’.
operating costs by 25% and manpower by 10% by
‘Conducting Best Practices industry survey to identify where new
business methods and techniques should be considered’.
client loyalty/service and employee satisfaction by 20% by
‘Increasing internal and external service and satisfaction with
both employees and clients by launching and managing a
Service/Quality Program’ in by which employees become the very best
at what their internal and external customers wanted’.
Compensation (Earnings, Benefits, Bonuses, Pension/Retirement)
benefit costs annually and permitted employees to purchase or
co-share costs in additional benefit coverage costs by
‘Designing, Negotiating and Implementing a Cafeteria
Style 3 option benefit program for 800 employees across Canada and
another defined credits program for 2,500 employees’.
for Performance Program:
pay practices to reward high performers at greater rate of pay than
lesser performers and/or non-performers by
‘Designing and launching a Pay for Performance Program which
linked pay increases and bonus pay-outs to the achievement of annual
employees’ /department goals’.
Corporate Team Environment and reduced Management turnover by 9% by
‘Designing a Management Bonus Program with rewards based on four
(4) benchmarks: (i) Completion of their Department/Team annual
goals, (ii) Controlling/Reducing their Department/Team annual
operating budget, (iii) Controlling/Reducing their Department/Team
annual total compensation budget and (iv) Completion of their
Department/Team share of the annual corporate goals’.
team building, reduced turnover and increased employee pride
in their work by
‘Designing and launching a Recognition Bonus Program which
identified performers who made contributions over and above their
productivity expectations and was a sustainable benefit to the
business: Employee of the month and Department Team of the year.
This was an employee driven program where employees/management
nominated and voted’.
new candidates (reduce recruiting costs) and retained existing
employees (reduced turnover & improved company spirit) by
‘Writing job descriptions for all jobs and linked them to salary
classes based on job evaluation which ensured fair compensation
ranges for each job based on Total Compensation Corporate Philosophy,
Affordability and market wage surveys’.
Management with the tools to manage compensation and the employees
an understanding of the company’s pay practices which confirmed
the company had a fair pay policy which improved moral and reduced
calls to management and HR by 35% by ‘Researching,
developing and implementing a Corporate Total Compensation Policy
which articulated affordable pay practices in detail and based on where the company wanted to be positioned in the labour
Reduced Government settlements
and claims by 25% by ‘Coaching Management
through, advising and improving legislation awareness of
Human Rights, Department of Labour, Immigration, U.I.C., W.S.I.B., I.A.P.A.
and other government agencies’ inquiries, claims and hearings’.
Department Labour settlements by 35% by ‘Management on Harassment claims, Progressive Discipline
incidents, and Termination cases’.
Safety and Environment
Manual & Meetings:
Reduced HR time following-up on Health and Safety inquiries and
claims by 15%. Increased safety awareness
for all workers and improved government and company Health and
Safety documentation reporting time by 15% by
‘Designing and implementing a Health and Safety Hand Booklet,
H&S monthly meetings,
inspection reports and work safe polices and
Reduced hazards in the workplace by having three accident-free years
on the job training sessions for W.H.M.I.S., M.S.D.S. and on-the-job
Linked to Annual Goals:
implementing and standardizing
Performance Management Programs
to ensure fair and consistent employees’ evaluations at all levels
which linked their annual goals and their status in the succession
planning system to the performance management system’.
turnover by 10% and provided better performance
feedback and more balanced employee
coaching by ‘Researching,
designing and implementing a 360° Performance
Management Program which provided six (6) levels
of feedback sources for the employee’s annual performance
appraisal for a truly comprehensive picture of the employee’s overall
& Monthly Department Meetings:
Improved open, positive
and stress-free communications at all levels which reduced
third-party intervention and encouraged
employees to speak freely about recommendations, issues, problems
and their ideas by ‘Designing, editing and implementing
monthly department meetings, weekly lunch & learn sessions,
goals and budget quarterly review sessions and Q&A box programs’.
employee social activities to promote good working relations between
management and their families’.
classes at Ryerson: “Barriers to a Successful Job
Search”, “Diagnosing & Defining the Problem to be Solved”
groups: “How New Cyber Business & Social Networking
such as LinkedIn, Plaxo, Xing, ZoomInfo, FaceBook, etc. impacts
your electronic web footprint”, “Linking
HR and Corporate Goals to the Performance Management System”,
“Outplacement/ Career Transition Techniques and Training”
Hire Authority: “e-HR-How the internet has changed Job
University MBA Study Group: “HR Due Diligence
groups: “Issues in Measuring Results in the Workplace”,
“Fact and Evidence Based Analysis Methods”, “Key Success
Factors in Structuring Teams”
Conference: The HR Practitioner as Internal Consultant,
Advanced Internal Consulting Skills: Program Development
strategic market advantage methods
- HR as a
strategic business partner
- Reviewing a
company’s HR health
- HR due
company culture to allow risk-taking
positive values throughout the work force
to relate employee performance and compensation
Reduced employees’ follow-up
and inquiries to HR by 25% by ‘Revising and
standardizing corporate forms,
numbered organized kits’.
Reduced employees’ inquiries
to HR and Management by 18% by ‘Researching
a policies and procedure hand booklet to ensure all employees
understood the workplace performance
of HRIS System
employee records and payroll updating time and
recovering/history time by 15%; improved employee, payroll and
succession planning data accuracy by 12% by
‘Researching and implementing five (5) different HRIS systems: a
bank system, a payroll company system, an in-house system and
private HRIS software systems’.
& Electronic Initiatives
employees’ access to HR and sponsored on-line self-help which
reduced HR and Payroll inquiries by 15% by
Designing and publishing HR Intra/Internet’.
HR productivity by converting people time to computer and/or system
time therefore was able to do more with the same HR and Payroll
‘Developing HR and Payroll Programs which leveraged the computer
and electronic initiatives’.
Reduced the number of expired
certifications and licenses by 45% by ‘Developing an
effective tracking system that flagged in
advance when employees’ certifications needed
training costs by training in-house by 60% by
‘Facilitating the training component to conversion from
WordPerfect/ Lotus environment to a Microsoft environment’.
Delivery Training Tools:
training costs by 18% and improved specific skills and knowledge by
a needs-analysis which identified and established in-house training
program requirements by function which were delivered through lunch
and learn sessions, in-house workshops, external training and
on-line training for specific requirements.
Training Handbook: Reduced
management induction training time by 15% by
‘Writing and Facilitating a management handbook with a companion
Reduced employee training time
skills and knowledge base by 15% by ‘Developing a
series of employee modular training programs and manual which
permitted employees to increase knowledge and skills on-line
plus introduced a testing program which measured the new
skills/knowledge which were
transferred into the workplace’.
search times when considering internal candidates for new promotions
or new hires for jobs by 20%
by ‘Linking required competencies for each job to the hiring,
training, succession planning and promotion processes’.
Increased Team Building
development and environment by 15% by ‘Writing and
facilitating a Team Building Session and on
the job Exercises’.
Increased employee career
satisfaction and provided
solid cost data on the employee competency development costs by
‘Developing Employee Learning Maps for individual employee future
growth which was linked to success planning and strategic goals’.
training instructor time by increasing class sizes by
‘Creating and opening a central Management Training Academy’.
problem solving time with most
problems and issues by
‘Writing and Facilitating an alternate dispute resolution training
loss-time due to accidents and increased employees' awareness of
working safely and potential workplace hazards by ‘Writing
and Facilitating Health and Safety Sessions which help make the
workplace become hazard free’.
for Succession Planning Jobs by ‘Establishing a
Succession Planning System for each job which was selected as a
critical success function. The skills, competencies and knowledge,
certifications/credentials were recorded for each critical success
job before choosing existing heir apparents
and /or external successor candidates’.
recruiting costs by 25% by
‘Conducting a needs analysis study of the hiring practices to
determine the status. Using the study’s results, more effective
ways and best practices were introduced to attract the brightest and
best candidates were developed. Such as internet, intranet, schools,
employee referrals, job fairs, company open houses for graduating
classes and exterior signage’.
recruiter’s time by 20% by
‘Initiating and developing new Human Resource procedures which
stored resumes electronically off-site.
selected for data-mining
in the resumes to locate the potentially