Translate your business strategy into a talent strategy
An organization’s ability to achieve its business strategy is predicated on mobilizing the talent required to successfully execute the strategy. The people side of the equation may well be the single most important element that differentiates an organization from the competition. Talent is critical to business continuity, so aligning the people strategy with business strategy is a key business imperative in strategic workforce consulting.
Workforce planning and strategy alignment
CCI helps organizations identify clear outcomes. Our role is not to provide a pre-designed strategic planning solution, but rather to understand and create people processes and approaches that align with organizational goals.
Creating a talent strategy that aligns with the business strategy helps to smooth succession planning, increases the organization’s ability to respond to growth opportunities, and improves the overall performance of the organization.
Our workforce planning and strategy alignment services will provide you with the information you need to answer the following questions:
- Where are we today?
- Where do we need to be?
- What is missing?
By answering these questions, you will be able to strengthen your team, your processes, and your organization as a whole.
The Business Impact of Effective Executive Coaching
- 96% Satisfaction rate among leaders receiving coaching
- 94% Felt better equipped to be a leader as a result of coaching
- 97% Were able to build rapport, trust, and a good working relationship with their coach
(Aggregate survey feedback from participants of CCI Consulting’s Executive Coaching, 2000 – 2019)
96% Satisfaction rate among leaders receiving coaching
94% Felt better equipped to be a leader as a result of coaching
97% Were able to build rapport, trust, and relationship with their coach
We believe the following principles should guide decisions about organizational design and talent development:
- Organizational structure needs to facilitate accomplishment of the organization’s purpose and objectives by focusing attention on the key priorities.
- Structure and systems should be as simple as possible while effectively supporting decision making, planning, and performance monitoring.
- Roles and responsibilities should be clearly defined and accountabilities should be clearly established.
Assess what you need to do to get where you want your business to be. We have been helping small, mid-sized, and large companies for over thirty years.
Contact us today to learn how our strategic workforce consulting and strategy alignment services will benefit your organization
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.
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.
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.
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.
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.
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.
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.
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.
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:
- As a result of the program, I will be a stronger performer for the organization.
- I would rate my performance in this area before this program.
- 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|
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.
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.
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.
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.