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Case Studies

We work with a variety of organizations across different industries. Browse our case studies below to learn how we help our clients attract, develop, engage, manage, and transition talent.


Attract & Acquire

CHALLENGE

The CEO of an international industry association announced that he was retiring after more than 20 years in that position. The association was also facing external policy and regulation changes that could potentially change its basic business model. A subcommittee of the Board of Directors was selected to choose the new CEO. Selection committee members had little experience in senior staff hires and wanted the process to be fair to both internal and external candidates.

SOLUTION

CCI created a structured approach to the search that would result in an unbiased process fair to all applicants. Key leaders at various levels of the association were interviewed to understand the culture and requirements. From the interviews, CCI generated a competency model and built behaviorally based interviewing questions for the Board to ask. Board members were given a behavioral interviewing guide and CCI trained them in its use, including pitfalls of hiring and the appropriate use of different kinds of questions.

RESULTS

The Board screened eligible candidates from resumes submitted and created an interview schedule. All qualified internal candidates were interviewed and discussed by the Board. The process was completed in a shorter time than anticipated and with a unanimous selection of the new CEO. The outgoing CEO said the selection committee found CCI’s “support and guidance very valuable and were happy CCI was on board for the journey”.

CHALLENGE

Sandy was a high performing scientist recently promoted to a project management leadership role in a major pharmaceutical company. Members of her new team complained that Sandy tended to micro manage, had trouble listening, and lacked empathy for the competing demands on the team. Recognizing that Sandy’s background was critical to the success of the project, her manager hired CCI to address his concerns about Sandy’s leadership style as well as her inability to meet deadlines consistently.

SOLUTION

The CCI coach quickly increased Sandy’s self-awareness through self-reported information, anecdotal examples, and the use of a 360° assessment. An action plan was created by Sandy’s coach to help her focus on the immediate changes she needed to make to improve her credibility. Through coaching, Sandy become more proactive, set realistic expectations on deliverables, and led more motivational and inclusive meetings.

RESULTS

Sandy became more open and her professional growth improved significantly. Sandy’s manager noted improvement in her ability to meet deadlines and demonstrate better project management skills. Co-workers and peers commented that her active listening skills improved interpersonal interactions. The team’s performance improved because Sandy’s leadership increased the motivation and engagement level of her project team.

CHALLENGE

A world class technology services organization was experiencing a leadership restructure in the Information Technology Group and had a critical need for combined talent management services. They retained CCI Consulting to conduct an executive search to identify and secure a progressive Information Technology Leader as well as provide Career Transition support to their outgoing IT leader. Within our client’s structure, the IT leader plays an instrumental role in optimizing the partnership of the IT Organization with the business.  The client was seeking a dynamic and proven industry professional who would lead the planning and implementation of enterprise information systems, aligning and exploiting technology for the advantage of the organization to lead the digital age. The role needed a visionary who was grounded in state-of-the-art technology; a leader committed to collaborative relationships; a business partner who was passionate about creating pragmatic solutions; and a mentor and coach who inspires others to continually improve, create, and innovate.

SOLUTION

After conducting a thorough intake session with the client that identified the experience, competencies, motivation, and cultural fit necessary for success, CCI mapped out a national search strategy.  Our research initiative “mapped the market,” identifying companies of similar industry and complexity and individuals whose backgrounds closely aligned with the client’s specification. A comprehensive outreach campaign followed, which included marketing and networking the opportunity to engage the right candidates. We provided compelling information about the company and opportunity along with career management guidance.  Seriously interested candidates were then carefully assessed against all factors for success to assure they met or exceeded our client’s need.

RESULTS

Through a collaborative partnership with our client and our internal team’s focused efforts, CCI successfully completed the search within the client’s aggressive hiring timeline. Within a six-week period, the initial slate of candidates was fully vetted and introduced to the client.  The hired candidate was a candidate in this initial group. After successfully securing their IT leader, CCI was retained to attract and secure three additional leaders, (VP, Marketing; VP, Commercial Business; and VP, Litigation and Employment Law), all of which had successful outcomes.

CHALLENGE

A dynamic and growing private equity-owned, multi-site health services organization needed to identify the successor for a highly regarded, long-term member of the leadership team. Within their shared leadership culture, they needed a true strategic business partner to take a sophisticated approach to building organization leadership. The Chief Human Resources Officer needed to be capable of developing technical expertise in key areas of human resources; advancing HR programs and objectives that maximize the investment in employees; and aligning HR initiatives with the organization’s financial and operational goals. The role required a proven, insightful, collaborative, and empathic human resources leader committed to developing a high-performing and engaged workforce amongst the client’s nearly one thousand employees. The incumbent CHRO had provided a firm retirement date and our work needed to align with that established timeline.

SOLUTION

CCI partnered with the senior leadership team to gain consensus on the targeted candidate profile, which included having either “first-chair” HR experience; or “second-chair” experience if they operated autonomously.  While the client would have considered a promising, high-potential candidate, the challenges of the role required a proven leader who could step right in. Through a collaborative approach, it was agreed that the search would not only focus on the healthcare services sector but also other industry experience we felt was transferrable. We conducted a national search with primarily a local or regional focus. Candidates with a broad range of experience were identified and contacted.  Through a comprehensive assessment process, we narrowed the candidate pool to not only the most qualified but also the most likely to thrive and succeed in the role and environment.

RESULTS

A shortlist of candidates was submitted within the anticipated six-week timeline and candidates moved through to final interviews.  At the conclusion, there were reservations about candidate style and alignment with the private equity leadership team and additional candidates were desired. We proficiently delivered another full slate of candidates for consideration. Six were interviewed and two finalists emerged, making a tough decision for the client. The selected candidate accepted the offer which we had pre-closed.  The start date was more than a month before the retirement date of the incumbent and a smooth transition of HR leadership occurred. The client was very pleased with both the outcome and the collaborative partnership we provided.   The hired candidate provided 20 years of experience in varied industries, including the healthcare, hospitality, and services sectors, and had successful experience in entrepreneurial settings, which fit well with the private equity leadership team and organizational direction.

Develop & Coach

CHALLENGE

Lynn was the CEO of a $250 million dollar global pruning organization and was taking on too much of the management burden for her direct reports. Unable to delegate effectively, inspire a vision, and manage strategically, Lynn became absorbed in transactional details that left her unprepared to focus on strategic leadership. Board pressures and falling employee engagement scores led her to seek a coach to help her refocus her efforts and adopt a different approach.

SOLUTION

The CCI coach helped Lynn define how she wanted to show up as a leader. Lynn’s coach worked with her to clarify her needs, establish clearer expectations with direct reports and drive process quality accountability down through the chain of command. Lynn’s coach helped her zero in on three distinct things she could do to elevate her own leadership and drive the process needed to achieve strategic timelines. Her action plan focused on driving real change and sustained improvement.

RESULTS

Key players were tasked with specific project and operations management responsibilities. Lynn’s communication style became clearer and more inspiring, helping her to create better alignment and clarity of expectations with her direct reports. More time was gained for executive leadership training and driving the vision for the business. Employee satisfaction and engagement scores improved by 20%.

CHALLENGE

Greg was considered a rising star talent and was identified in the succession plan as having the potential to grow into a corporate wide leadership role. The CEO saw Greg as a high-potential leader and wanted to provide coaching for Greg to ready him for future growth and expanded responsibility. CCI Consulting had previously provided executive coaching for the CEO, so he asked CCI to coach Greg in an effort to expedite his development.

SOLUTION

The coaching engagement began with a series of exploratory conversations and assessments to help Greg identify his behavioral style, personality profile, and leadership attributes. CCI helped Greg to define his critical development activities and develop an action plan. The action plan led Greg to apply new management and communication approaches to his particular challenges around people, process and accountability, as well as identify and engage with key sponsors and mentors throughout the organization.

RESULTS

Greg learned the importance of leveraging his strengths to assert in more direct and timely ways. Feedback and input from key sponsors and mentors helped Greg learn how best to deal with delicate yet important business needs. Greg became confident in how to plan strategically and communicate and engage his team in ways that motivated them to step up, increasing their collective impact. Shortly after the coaching engagement, Greg was promoted and took over as COO within 2 ½ years.

Client Situation

Roger was a successful regional sales leader running at a blistering pace due to a demanding travel schedule and extensive family and community obligations. Because of his desire to please, he felt overextended and out of control. Roger was no longer operating at his best and he feared burn-out was approaching. The organization’s leaders recognized the valuable role Roger played and his strong history of success, so they engaged CCI Consulting to provide executive coaching.

CCI Approach

Roger’s coach helped him zero in on the activities that created the biggest impact and generated the most personal fulfillment, then develop the capacity to say “no” to less impactful or fulfilling activities. The CCI coach conducted a 360 assessment that helped him better understand how others perceived his actions. A plan was created by Roger’s coach that set healthier boundaries and gave him the freedom to invest his energies in the activities with high personal and professional payoffs.

Client Outcome

To create better work-life balance and greater impact, Roger refocused his priorities. Roger eliminated a number of unfulfilling obligations, and laid the groundwork for greater success and personal fulfillment by learning when to do, when to delegate and when to say no. Since his coaching, Roger has been promoted to an area of greater responsibility and credits the coaching process with giving him the tools and perspective to find better work-life balance while achieving greater success.

Challenge:

One of the largest compounding pharmacies in the United States needed to make strengthening leadership, managerial and supervisory capacity at the company a priority. The organization had seen steady growth over the prior decade, growing from a start-up to an industry leader in a relatively short period of time. An organized leadership development program was never offered to its staff, resulting in the business beginning to outpace their capabilities. Having worked with CCI two years earlier to develop a competency model, the company engaged CCI to create a developmental program for all its people leaders.

Solution:

To gain insight and perspective into the needs of the organization, CCI used the previously identified competencies as a back drop while conducting a comprehensive learning needs assessment. To understand and prioritize the needs, CCI conducted face-to-face interviews with each member of the leadership team and several high-performing employees. In addition, an electronic training needs survey was administered to each leadership level within the organization. As a result of the findings and recommendations, CCI’s Talent Development consultants designed a developmental training curriculum for four levels of people leaders: Director, Manager, Supervisor, and Assistant Supervisor. Each level included six workshops with topics based on the prioritized gaps from the training needs assessment. To reinforce the training, the leadership team was briefed on the topics and provided a “manager’s toolkit” so they could provide support to their direct reports. Also, the sessions were scheduled in a cascading fashion that allowed for the more senior audience to experience the training first so they could support their direct reports as they went through the workshops. At the program’s onset, each participant also identified a Burning Imperative. This was their own BHAG they were responsible for completing within the next year. After each session, the participants were responsible for applying what they learned to their imperative.

Results:

The primary mechanism for measuring program success was through session evaluations. Each cohort-level was asked to complete a session evaluation at the conclusion of each workshop. In addition to the qualitative responses, the three questions of most interest were:
  1. As a result of the program, I will be a stronger performer for the organization.
  2. I would rate my performance in this area before this program.
  3. I would rate my ability to apply what I’ve learned when I return to my team.
The following grid shows how each group responded with Top 2 answers (Agree/Strongly Agree or Above Average/Exceptional) on a five-point Likert scale.  
  Q1 Q2 Q3 Delta Q2 & Q3
Asst. Supervisors 100% 48% 91% 43 points
Supervisors 96% 28% 86% 58 points
Managers 93% 27% 65% 38 points
Directors 89% 21% 71% 50 points
  Overall, the participant feedback was considered very positive and this data indicates the value perceived by the audience. Nearly all the participants felt as though they would be stronger performers as a result of the leadership training.  

Challenge:

A family-owned business with one location and 200 employees desired to grow to be a major presence in the market. Their constraint was not financial, it was human capital.  The company lacked a culture of leadership but had rather a “command and control” approach. There had been no investment in individual development except for required technical and safety training. Under these circumstances. growth was hindered.

Solution:

Utilizing a customized approach, CCI designed a leadership development program to identify, recognize and train managers with potential to be leaders in the new culture. We also worked with senior leadership to reframe the culture from one of management of resources to one of leveraging people. We provided training to almost 30 leaders over a three year period, reinforcing their leadership skills and helping them understand and shape the new culture.

Results:

Participants gained a clear understanding of the difference between a leader and a manager. The company expanded to its current state of 14 locations and 2,500 employees and plans to add three more locations and 500 employees in the next three years. Five of the six top senior leaders are graduates of the program. CCI now runs an annual training program for all leaders in the company, as well as a new leader assimilation program that works to imbue new leaders with skills and values needed to be successful.

Challenge:

The executive leadership team of a privately-held family of companies in residential real estate wanted to ensure the next generation of leaders was adequately prepared to step into senior leadership roles. Each leader had previously engaged with CCI for executive coaching services and identified the leadership competencies required for the future success of the organization. To support the developmental efforts of their leaders, the leadership team recognized that they needed to broaden the learning opportunities for their high-potentials and prepare them to assume more responsibility by stepping into an executive leadership role.

Solution:

CCI’s Talent Development consultants designed a High-Potential Leadership Development Program anchored in the identified leadership competencies to help the rising leaders increase their self-awareness and build critical skills to prepare them for more senior roles and expanded responsibilities. Program participants were selected using identified criteria by the company presidents. To ensure equitable distribution of participant slots, the number of participants for each company was based on proportional size. The six-session, multifaceted leadership development program occurred over an eight-month period and consisted of:
  • A self-assessment to increase their self-awareness around critical leadership competencies needed for operating at more senior levels
  • Six facilitated workshops that were identified as skill gaps by the senior leadership team
  • A team action learning project that created the mechanism for applying newly found knowledge and skills to real-world strategic problems. The topics were selected by the senior leadership team
The project culminated with group presentations of their projects to the Senior Leadership Team.

Results:

The program’s success was measured in two ways: Participant response via session evaluations and participants elevated into more senior roles or expanded responsibility. In aggregate, 91% of the participants agreed or strongly agreed that they would be a stronger performer as a result of attending the workshops. Additionally, of the 16 participants, four were promoted into a more senior role within a year of attending the program. One of the participants was made a company President and another was promoted to Chief Information Officer. The organization is currently planning follow-up activities for the original group and efforts are under way to create the next cohort.

Challenge:

Senior leaders of a mid-size, multi-site regional food manufacturer recognized that they needed to develop the leadership skills of frontline supervisors and managers in operations and sales. This group needed targeted and focused development to ensure that they had the skills necessary to be more effective. Training was an important component of the company’s growth strategy, as frontline supervisors and managers needed to move quickly and effectively from doing tasks themselves to teaching and managing others to get the tasks done.

Solution:

An online needs assessment was created and administered by CCI. CCI then analyzed the results and developed a recommended approach. CCI administered DiSC, a self- assessment of behavioral style, to 100 leaders, then facilitated small group sessions to share DiSC results and help people understand leadership styles. A customized program was designed by CCI to facilitate 14 sessions, delivered in 4 states, to help frontline leaders communicate and work more effectively with others, and to improve their performance management skills.

Results:

A clearer understanding was gained by Frontline leaders concerning their leadership styles and how their style impacts others, enabling them to better communicate with their direct reports. Frontline leaders recognized the need to manage performance to achieve planned growth and they committed to create action plans, evaluate direct report performance and follow up with feedback to reports. Frontline leaders are now skilled in giving both positive and constructive feedback and are prepared for difficult conversations related to performance.

Engage & Grow

Challenge

A major company was going through a period of difficult reorganization spearheaded by a cross-functional team. Team members were unable to break out of their silos and think at the enterprise level. Complex problems could not be solved and team members were often stalled in the decision making process. Actions from team members were uncoordinated and often at cross purposes with the greater good of the company.

Solution

CCI designed a customized course with a series of interactive sessions to improve essential leadership skills and connect them to real business situations and company operations. Teaching resilience became an integral part of each course session. Each team member was provided with weekly one-on-one coaching from a course facilitator, to help them understand how to apply the course content to the specific issues they were facing.

Results

For the first time, team members acted in a unified and directed manner. Every member of the team was engaged in a meaningful way and had learned to think outside his or her own comfort zone. Participants gained useful leadership and resiliency tools and were able to successfully apply both to their work on the team. The COO described the course as a key reason for the team’s nearly flawless migration of records in its second year, as compared to the chaos in its first year.

Challenge

New CEO and VP of HR needed to change the leadership culture to better align with market demands and to develop leaders. Goals: Drive a culture change from corporate command-and-control to more localized decision making. Target audience was managers, frontline supervisors, and high potential management prospects. Needed a real-world business training approach that would provide actionable learning.

Solution

CCI designed a customized course of interactive sessions to improve essential management skills and to connect the skills to real business situations and company operations. The course was delivered multiple times, in six single-day sessions, one per month over a six month period. Participants of the course were provided with new tools and techniques they could use immediately, driving changes to company culture while improving employee engagement.

Results

More than 60 managers completed the course over a two-year period. A clear understanding was gained of the difference between a leader and a manager. The CEO described the course as "a key tool in facilitating a culture change from command-and-control to more localized decision making." Participants were able to successfully pass on to their direct reports the tools, techniques and lessons they had learned.

Challenge:

One of the largest compounding pharmacies in the United States needed to make strengthening leadership, managerial and supervisory capacity at the company a priority. The organization had seen steady growth over the prior decade, growing from a start-up to an industry leader in a relatively short period of time. An organized leadership development program was never offered to its staff, resulting in the business beginning to outpace their capabilities. Having worked with CCI two years earlier to develop a competency model, the company engaged CCI to create a developmental program for all its people leaders.

Solution:

To gain insight and perspective into the needs of the organization, CCI used the previously identified competencies as a back drop while conducting a comprehensive learning needs assessment. To understand and prioritize the needs, CCI conducted face-to-face interviews with each member of the leadership team and several high-performing employees. In addition, an electronic training needs survey was administered to each leadership level within the organization. As a result of the findings and recommendations, CCI’s Talent Development consultants designed a developmental training curriculum for four levels of people leaders: Director, Manager, Supervisor, and Assistant Supervisor. Each level included six workshops with topics based on the prioritized gaps from the training needs assessment. To reinforce the training, the leadership team was briefed on the topics and provided a “manager’s toolkit” so they could provide support to their direct reports. Also, the sessions were scheduled in a cascading fashion that allowed for the more senior audience to experience the training first so they could support their direct reports as they went through the workshops. At the program’s onset, each participant also identified a Burning Imperative. This was their own BHAG they were responsible for completing within the next year. After each session, the participants were responsible for applying what they learned to their imperative.

Results:

The primary mechanism for measuring program success was through session evaluations. Each cohort-level was asked to complete a session evaluation at the conclusion of each workshop. In addition to the qualitative responses, the three questions of most interest were:
  1. As a result of the program, I will be a stronger performer for the organization.
  2. I would rate my performance in this area before this program.
  3. I would rate my ability to apply what I’ve learned when I return to my team.
The following grid shows how each group responded with Top 2 answers (Agree/Strongly Agree or Above Average/Exceptional) on a five-point Likert scale.
  Q1 Q2 Q3 Delta Q2 & Q3
Asst. Supervisors 100% 48% 91% 43 points
Supervisors 96% 28% 86% 58 points
Managers 93% 27% 65% 38 points
Directors 89% 21% 71% 50 points
Overall, the participant feedback was considered very positive and this data indicates the value perceived by the audience. Nearly all the participants felt as though they would be stronger performers as a result of the leadership training.

Challenge

The CEO of a midsized asset management firm was seeking to develop a more diverse and inclusive environment within his organization. Through conversations with colleagues, he and others recognized that business in general had made progress in diversity hiring, but that the financial services industry as a whole had room for improvement. In reviewing his own staff, he felt that they were too homogeneous in both thinking and experience. As a courageous leader, he wanted to be on the forefront of change, but knew that he may be met with some pushback as many of his executive team members were not aware that a diversity challenge existed. To initiate the conversation, he engaged CCI for guidance and support.

Solution

CCI partnered with the firm’s HR team to develop a customized program that began with leadership alignment. DE&I consultants facilitated sessions with leadership team members to create a shared understanding of what diversity and inclusion meant for their organization as well as providing education on the impact of unconscious bias. They helped them to create a vision for a diverse and inclusive culture accompanied by a strategic action plan that addressed acquiring, retaining, and advancing diverse talent. The educational component was then cascaded down through the organization, first to all people leaders followed by the remaining employee population.

Results

The CEO and leadership team expressed that for the first time, they had a unified vision and path forward for diversity, equity, and inclusion at the company. The feedback from the people leaders was equally strong with 93% of attendees stating that they were better able to identify obstacles that might interfere with their performance in this area. In alignment with the strategy, the company established a diversity council who has been charged with developing innovative ways to advance their new DE&I agenda. They are also currently updating recruiting practices and establishing guidelines to remove bias from the interviewing process. The client commented that they appreciated CCI’s style and approach to this sensitive topic which enhanced receptiveness to the crucial and timely change.

Challenge

A major company was going through a period of difficult reorganization spearheaded by a cross-functional team. Team members were unable to break out of their silos and think at the enterprise level. Complex problems could not be solved and team members were often stalled in the decision making process. Actions from team members were uncoordinated and often at cross purposes with the greater good of the company.

Solution

CCI designed a customized course with a series of interactive sessions to improve essential leadership skills and connect them to real business situations and company operations. Teaching resilience became an integral part of each course session. Each team member was provided with weekly one-on-one coaching from a course facilitator, to help them understand how to apply the course content to the specific issues they were facing.

Results

For the first time, team members acted in a unified and directed manner. Every member of the team was engaged in a meaningful way and had learned to think outside his or her own comfort zone. Participants gained useful leadership and resiliency tools and were able to successfully apply both to their work on the team. The COO described the course as a key reason for the team’s nearly flawless migration of records in its second year, as compared to the chaos in its first year.

Challenge

New CEO and VP of HR needed to change the leadership culture to better align with market demands and to develop leaders. Goals: Drive a culture change from corporate command-and-control to more localized decision making. Target audience was managers, frontline supervisors, and high potential management prospects. Needed a real-world business training approach that would provide actionable learning.

Solution

CCI designed a customized course of interactive sessions to improve essential management skills and to connect the skills to real business situations and company operations. The course was delivered multiple times, in six single-day sessions, one per month over a six month period. Participants of the course were provided with new tools and techniques they could use immediately, driving changes to company culture while improving employee engagement.

Results

More than 60 managers completed the course over a two-year period. A clear understanding was gained of the difference between a leader and a manager. The CEO described the course as "a key tool in facilitating a culture change from command-and-control to more localized decision making." Participants were able to successfully pass on to their direct reports the tools, techniques and lessons they had learned.

Challenge:

One of the largest compounding pharmacies in the United States needed to make strengthening leadership, managerial and supervisory capacity at the company a priority. The organization had seen steady growth over the prior decade, growing from a start-up to an industry leader in a relatively short period of time. An organized leadership development program was never offered to its staff, resulting in the business beginning to outpace their capabilities. Having worked with CCI two years earlier to develop a competency model, the company engaged CCI to create a developmental program for all its people leaders.

Solution:

To gain insight and perspective into the needs of the organization, CCI used the previously identified competencies as a back drop while conducting a comprehensive learning needs assessment. To understand and prioritize the needs, CCI conducted face-to-face interviews with each member of the leadership team and several high-performing employees. In addition, an electronic training needs survey was administered to each leadership level within the organization. As a result of the findings and recommendations, CCI’s Talent Development consultants designed a developmental training curriculum for four levels of people leaders: Director, Manager, Supervisor, and Assistant Supervisor. Each level included six workshops with topics based on the prioritized gaps from the training needs assessment. To reinforce the training, the leadership team was briefed on the topics and provided a “manager’s toolkit” so they could provide support to their direct reports. Also, the sessions were scheduled in a cascading fashion that allowed for the more senior audience to experience the training first so they could support their direct reports as they went through the workshops. At the program’s onset, each participant also identified a Burning Imperative. This was their own BHAG they were responsible for completing within the next year. After each session, the participants were responsible for applying what they learned to their imperative.

Results:

The primary mechanism for measuring program success was through session evaluations. Each cohort-level was asked to complete a session evaluation at the conclusion of each workshop. In addition to the qualitative responses, the three questions of most interest were:
  1. As a result of the program, I will be a stronger performer for the organization.
  2. I would rate my performance in this area before this program.
  3. I would rate my ability to apply what I’ve learned when I return to my team.
The following grid shows how each group responded with Top 2 answers (Agree/Strongly Agree or Above Average/Exceptional) on a five-point Likert scale.
  Q1 Q2 Q3 Delta Q2 & Q3
Asst. Supervisors 100% 48% 91% 43 points
Supervisors 96% 28% 86% 58 points
Managers 93% 27% 65% 38 points
Directors 89% 21% 71% 50 points
Overall, the participant feedback was considered very positive and this data indicates the value perceived by the audience. Nearly all the participants felt as though they would be stronger performers as a result of the leadership training.

Challenge

A large regional energy company had acquired several new businesses over the past several years. Integration of these acquisitions was proving difficult due to legacy of significant cultural differences within and across the businesses. Client was looking for feedback that would help them better understand the experiences and perspectives of employees across the geography and function. This feedback would be used to help address issues and enhance the effectiveness of business integration.

Solution

CCI conducted an employee engagement survey that collected individually anonymous feedback from a population of 1,200 employees across four businesses. The engagement survey was administered online and also featured a pen and paper option to accommodate certain employee groups. The client was provided with data analytics and access to an online data reporting tool that allowed them to drill into data across a variety of demographic factors.

Results

Using the survey data analytics tool, the client was able to gain insight into the different perspectives and experiences based on tenure, location, function, etc. These insights were used by leaders at all levels of the organization to formulate actions designed to leverage best practices and address the areas of most significant concern. As a result of the survey and the action planning that followed, the client was able to make significant strides in more fully and effectively integrating the previously disparate businesses.

Challenge

The US operation of a large global manufacturer was striving to position itself as a great place to work. In support of this effort, they wanted to better understand the employee experience and gain employee feedback; but each business was collecting different data in different ways making it difficult to analyze themes and opportunities for improvement. The client had a positive previous experience with CCI’s engagement survey at the US headquarters and decided to cascade this survey across the operation.

Solution

Using a common survey framework, CCI surveyed over 10,000 employees across 11 business units in 23 locations. The survey solicited both quantitative feedback and open-ended responses. CCI’s data analytics process produced reporting that helped the client understand the employee experience and create action plans based on the needs and opportunities at each business unit, location and functional basis.

Results

The VP of HR and business unit leaders used the survey results to identify and address common themes and opportunities as well as those issues important to specific populations. The ability to benchmark results internally led to significant sharing of best practices and ideas across business units and locations. Based on the success of the US Survey, one of the largest business units retained CCI to conduct a similar survey for their global operation in 12 different languages across 17 countries.

Challenge:

Senior leaders of a mid-size, multi-site regional food manufacturer recognized that they needed to develop the leadership skills of frontline supervisors and managers in operations and sales. This group needed targeted and focused development to ensure that they had the skills necessary to be more effective. Training was an important component of the company’s growth strategy, as frontline supervisors and managers needed to move quickly and effectively from doing tasks themselves to teaching and managing others to get the tasks done.

Solution:

An online needs assessment was created and administered by CCI. CCI then analyzed the results and developed a recommended approach. CCI administered DiSC, a self- assessment of behavioral style, to 100 leaders, then facilitated small group sessions to share DiSC results and help people understand leadership styles. A customized program was designed by CCI to facilitate 14 sessions, delivered in 4 states, to help frontline leaders communicate and work more effectively with others, and to improve their performance management skills.

Results:

A clearer understanding was gained by Frontline leaders concerning their leadership styles and how their style impacts others, enabling them to better communicate with their direct reports. Frontline leaders recognized the need to manage performance to achieve planned growth and they committed to create action plans, evaluate direct report performance and follow up with feedback to reports. Frontline leaders are now skilled in giving both positive and constructive feedback and are prepared for difficult conversations related to performance.

Challenge:

One of the largest compounding pharmacies in the United States needed to make strengthening leadership, managerial and supervisory capacity at the company a priority. The organization had seen steady growth over the prior decade, growing from a start-up to an industry leader in a relatively short period of time. An organized leadership development program was never offered to its staff, resulting in the business beginning to outpace their capabilities. Having worked with CCI two years earlier to develop a competency model, the company engaged CCI to create a developmental program for all its people leaders.

Solution:

To gain insight and perspective into the needs of the organization, CCI used the previously identified competencies as a back drop while conducting a comprehensive learning needs assessment. To understand and prioritize the needs, CCI conducted face-to-face interviews with each member of the leadership team and several high-performing employees. In addition, an electronic training needs survey was administered to each leadership level within the organization. As a result of the findings and recommendations, CCI’s Talent Development consultants designed a developmental training curriculum for four levels of people leaders: Director, Manager, Supervisor, and Assistant Supervisor. Each level included six workshops with topics based on the prioritized gaps from the training needs assessment. To reinforce the training, the leadership team was briefed on the topics and provided a “manager’s toolkit” so they could provide support to their direct reports. Also, the sessions were scheduled in a cascading fashion that allowed for the more senior audience to experience the training first so they could support their direct reports as they went through the workshops. At the program’s onset, each participant also identified a Burning Imperative. This was their own BHAG they were responsible for completing within the next year. After each session, the participants were responsible for applying what they learned to their imperative.

Results:

The primary mechanism for measuring program success was through session evaluations. Each cohort-level was asked to complete a session evaluation at the conclusion of each workshop. In addition to the qualitative responses, the three questions of most interest were:
  1. As a result of the program, I will be a stronger performer for the organization.
  2. I would rate my performance in this area before this program.
  3. I would rate my ability to apply what I’ve learned when I return to my team.
The following grid shows how each group responded with Top 2 answers (Agree/Strongly Agree or Above Average/Exceptional) on a five-point Likert scale.
  Q1 Q2 Q3 Delta Q2 & Q3
Asst. Supervisors 100% 48% 91% 43 points
Supervisors 96% 28% 86% 58 points
Managers 93% 27% 65% 38 points
Directors 89% 21% 71% 50 points
Overall, the participant feedback was considered very positive and this data indicates the value perceived by the audience. Nearly all the participants felt as though they would be stronger performers as a result of the leadership training.

Manage & Support

Challenge

A non-profit human services organization that services over 11,000 individuals in the Philadelphia region required an Interim HR to support the Human Resources department. The client needed direction in recruiting, handling workers’ compensation claims, and HRIS data management.

Solution

CCI provided human resources and recruiting support. HR consultants provided on-site interim HR support while also recruiting for an HR manager. The CCI interim HR consultants provided internal recruiting for a number of unfilled positions.

Results

Overall results promoted fairness & consistency across the organization, reducing the potential for fines, which could be as high as a half million dollars. CCI provided support for hiring staff, developing an onboarding process and managing and restructuring the HR department. The time to fill positions was reduced by X% and retention was improved by Y%. A new employee handbook was drafted, policies revised and new procedures implemented.

Challenge

A three-generation family-owned manufacturer with over 100 employees (mostly non-exempt, factory workers) lacked an experienced HR presence in the company. As a result they faced issues with HR compliance, HR processes and employee morale. HR-related responsibilities were being shared amongst Senior Management and employees were unaware of who to communicate their issues to and felt their voices weren’t being heard. The manufacturer was facing problems with employee retention, improper handling of leaves and disabilities, and employee performance.

Solution

CCI placed an experienced HR Consultant on-site for two days per week. Their time was dedicated to multiple locations within one state. Accessible and remote HR support was also made available to the employees, including those in another state. Communication to all staff was key. The on-site HR Consultant dedicated time to implementing and improving HR practices and processes, providing responses to employee relations issues, and partnering with Senior Management and staff on day-to-day HR needs.

Results

After learning how to utilize Human Resources, employees felt their voices were being heard and were motivated to provide feedback. Employees formed a Continuous Improvement/Safety Committee to handle factory safety standards, reducing the potential for OSHA fines, which can be as high as $125,000 per incident. Senior Management was able to collaborate and partner with the Human Resources professional on sensitive matters to mitigate potential risks of fines and become more confident with hard decisions.

Challenge

A leading crane manufacturer experienced significant growth over the years and realized the need to conduct formal anti-harassment trainings at all of their sites across two states. Without ever having a formal HR department, the client was faced with various management approaches to any reports of harassment. Employees and managers were not receiving proper anti-harassment training on an annual basis and were lacking the proper knowledge to handle and report incidents.

Solution

HR Consultants partnered with the client to deliver on-site anti-harassment trainings at all client sites. The training sessions were interactive and provided the opportunity for dialogue and Q&A. Employees who were unable to attend an on-site training session received a digital presentation. Attendees were required to sign an acknowledgement of having received and fully understand the polices and information presented. All acknowledgement forms were placed into employee files.

Results

Potential harassment claims, which can go into the millions of dollars, were reduced. The organization transitioned into a more respectful workplace and implemented a formal complaint process. Employees were comfortable and able to come forward with more harassment issues with confidence in management to handle the situation effectively. Employees and managers became aware of proper record keeping and the process to follow when handling such incidents.

Challenge

The company had 300 employees in 20 states, many of whom worked remotely. All employees were classified as exempt, even though there were various duties and job levels within the company. Based on the 2016 regulations there was a risk that as many as 175 employees would be impacted by this.

Solution

An assessment of the current FLSA classifications of a privately-held company was conducted. CCI obtained job descriptions, organizational charts, annual salaries, and additional relevant data. Managers and department heads were interviewed to ascertain primary duties and responsibilities. Job descriptions alone are not sufficient to determine if the duties test is met.

Results

The potential for fines of over $1 million in back wages and damages was reduced. About 100 employees were classified incorrectly and had to change to non-exempt. Nearly 50 correctly classified exempt employees required a salary adjustment to meet the new salary threshold. The company acknowledged the need for change management and management training. CCI developed new policies, procedures, management training and communication for the impacted employees.

Challenge

An industry-leading crane manufacturer experienced significant growth over three generations and sought a professional HR partner to ensure legal compliance of their employment practices. The organization wanted to determine what measures to take to better manage HR procedures, and ensure current practices were legal and fairly and consistently implemented across the company. To assess their current state of HR, an on-site HR audit was required by the manufacturer in multiple sites and states.

Solution

CCI employs a three-phased approach to the HR audit process – document review and staff interviews, identifying gaps, and prioritizing corrective action. Prior to coming on site, CCI reviewed a collection of HR documents. HR consultants spent one day at every location reviewing documentation and current processes. Through interviews conducted with key staff members, document reviews, and on-site visits, HR consultants were able to define the client’s current state, identify HR and legal requirements for compliance, and deliver future state recommendations in order of priority.

Results

While the organization had been making strides to ensure legal compliance, there was opportunity for improvement in many areas including the pre-employment and application process, personnel files, hiring and onboarding practices, and job descriptions. At the conclusion of the audit, a full audit report was delivered and reviewed with Senior Management. CCI was hired for on-site HR support two-days a week to improve the HR practices highlighted in the audit and to partner with Senior Management and staff on day-to-day HR needs.

Optimize & Transition

Challenge:

One of the largest compounding pharmacies in the United States needed to make strengthening leadership, managerial and supervisory capacity at the company a priority. The organization had seen steady growth over the prior decade, growing from a start-up to an industry leader in a relatively short period of time. An organized leadership development program was never offered to its staff, resulting in the business beginning to outpace their capabilities. Having worked with CCI two years earlier to develop a competency model, the company engaged CCI to create a developmental program for all its people leaders.

Solution:

To gain insight and perspective into the needs of the organization, CCI used the previously identified competencies as a back drop while conducting a comprehensive learning needs assessment. To understand and prioritize the needs, CCI conducted face-to-face interviews with each member of the leadership team and several high-performing employees. In addition, an electronic training needs survey was administered to each leadership level within the organization. As a result of the findings and recommendations, CCI’s Talent Development consultants designed a developmental training curriculum for four levels of people leaders: Director, Manager, Supervisor, and Assistant Supervisor. Each level included six workshops with topics based on the prioritized gaps from the training needs assessment. To reinforce the training, the leadership team was briefed on the topics and provided a “manager’s toolkit” so they could provide support to their direct reports. Also, the sessions were scheduled in a cascading fashion that allowed for the more senior audience to experience the training first so they could support their direct reports as they went through the workshops. At the program’s onset, each participant also identified a Burning Imperative. This was their own BHAG they were responsible for completing within the next year. After each session, the participants were responsible for applying what they learned to their imperative.

Results:

The primary mechanism for measuring program success was through session evaluations. Each cohort-level was asked to complete a session evaluation at the conclusion of each workshop. In addition to the qualitative responses, the three questions of most interest were:
  1. As a result of the program, I will be a stronger performer for the organization.
  2. I would rate my performance in this area before this program.
  3. I would rate my ability to apply what I’ve learned when I return to my team.
The following grid shows how each group responded with Top 2 answers (Agree/Strongly Agree or Above Average/Exceptional) on a five-point Likert scale.
  Q1 Q2 Q3 Delta Q2 & Q3
Asst. Supervisors 100% 48% 91% 43 points
Supervisors 96% 28% 86% 58 points
Managers 93% 27% 65% 38 points
Directors 89% 21% 71% 50 points
Overall, the participant feedback was considered very positive and this data indicates the value perceived by the audience. Nearly all the participants felt as though they would be stronger performers as a result of the leadership training.

Challenge

New CEO and VP of HR needed to change the leadership culture to better align with market demands and to develop leaders. Goals: Drive a culture change from corporate command-and-control to more localized decision making. Target audience was managers, frontline supervisors, and high potential management prospects. Needed a real-world business training approach that would provide actionable learning.

Solution

CCI designed a customized course of interactive sessions to improve essential management skills and to connect the skills to real business situations and company operations. The course was delivered multiple times, in six single-day sessions, one per month over a six month period. Participants of the course were provided with new tools and techniques they could use immediately, driving changes to company culture while improving employee engagement.

Results

More than 60 managers completed the course over a two-year period. A clear understanding was gained of the difference between a leader and a manager. The CEO described the course as "a key tool in facilitating a culture change from command-and-control to more localized decision making." Participants were able to successfully pass on to their direct reports the tools, techniques and lessons they had learned.

CHALLENGE

A leading financial services firm acquired one of the oldest and largest banks in Philadelphia, PA. The merger required a large reduction in force. The senior leadership team engaged CCI to develop and deliver a comprehensive and pleasant outplacement program that would provide all departing employees with a respectful transition.

SOLUTION

CCI guided senior leadership through the development of a respectful and efficient communication and job transition program.  All affected employees were notified of their job elimination, and retention bonuses were offered to help ensure the continuity of operations.  We offered career transition services and a variety of programs to all impacted employees. With a six-month period between deal closure and operational conversion, the client was interested in retaining and incenting staff – even those who would ultimately be affected by job loss – to ensure a smooth operational transition.  CCI supported this effort through the creative deployment of a series of career transition group workshops (two hours/session) held during work hours at the acquired company’s main office location.  These programs helped employees get a jump start on the transition and job search process and, upon termination, they were eligible for their individual three-month program.

RESULTS

CCI facilitated a series of group workshops over the course of three months, which were well attended and served to motivate the departing employees to engage in the job search process.  Following completion of the operation conversion, approximately 70% of employees elected to participate in their individual career transition program, which is a strong indication of the perceived value of the career transition services. CCI received positive feedback from senior leadership regarding the overall quality of the group workshops and the minimal disruption that the staff reduction event caused to day-to-day operations. Additional benefits reported by the client include:
  • Retention was strong and they were pleased that they did not lose any employees earlier than their planned termination dates
  • There were no legal claims or adverse action on the part of any employees who were affected by the staff reduction
  • Employees viewed the service offerings from CCI as a statement of “goodwill” on the part of the company, which was well-received