TMSS Case Studies
Transformation Case Study
- Organizational Transformation Project for $10B medical devices company; to better align with global business operating model we managed the transition to a self-service/Center of Excellence/service center based approach. In addition, a strategy and implementation approach were created to drive a culture of innovation and inclusion for 36,000 employees.
- Managed global broad-based, multi-phased $35 million HR transformation effort that included building and staffing a global HR function and implementing global business processes and an integrated, global talent management platform; coordinating 15+ teams over 4 year period. This approach was subsequently leveraged across other global functions.
- PMO structure was designed and implemented with executive dashboard that resulted in 33% project delivery improvement and ensured alignment and integration across HR leadership.
- Self service capabilities implemented for employees and managers through newly developed governance processes and training.
- Implementation of PeopleSoft Talent Management suite including processes and procedures for staffing and recruiting, absence management, succession planning, compensation administration, and performance management
- Change Toolkit created and implemented including templates, definitions, and resources to support individuals and leaders through the ongoing change process. Sample of resources created: G.R.P.I. tool, Decision Matrix, Leadership Toolkit – assessment tool for individuals and teams, meeting management tool, stakeholder analysis and communication materials, risk management, issue identification and mitigation.
- Project delivered on time and on budget
- Global implementation of PeopleSoft Talent Management Suite with minimal system customizations, enhanced headcount reporting, KPIs, and improved data validity.
- Improved efficiency and consistency of HR and Payroll processes to allow for global standardization with local customization as needed. Reduced headcount by ~15%.
- Created a Culture of Innovation and Inclusion index and achieved year over year improvement via employee engagement survey.
Talent Development: Competency Profile Case Study
- A large regional financial services institution (18,000+ employees) purchased IBM Watson AI software and competency framework to support the implementation of an internal career development site for all employees. An assessment tool was created that utilized competency job profiles as the basis for identifying strengths and areas for improvement for each individual by competency. In support of this implementation, competency profiles by job needed to be created.
- Provided two areas of support 1) Project Management and 2) competency profile creation.
- Created an overall project plan which outlined the timeline and resources required to draft 300 job competency profiles.
- Gathered information from existing resources (job descriptions, compensation data, talent acquisition requisitions, talent frameworks and additional web-based research as required where existing internal client data did not exist) and conversations with HRBP and Managers.
- Created first drafts of competency profiles utilizing the IBM Watson competency model and job description data gathered.
- Managed the three-tiered editorial and approval process across 4 lines of business.
- High level of engagement and education by HRBPs and Managers for the new career development site
- All job competency profiles were completed on-time and on budget.
Talent Planning Case Study
In response to the strategic need to develop greater succession flexibility and continuity, a completely revised Succession Planning process and toolkit were developed. Fully implemented for a global medical device company with over 36,000 employees and best practices leveraged at a regional financial services organization with 18,000 employees
- Created annual talent planning strategy based on strategic business plan, gaining buy in from CEO and senior leadership team. Integrated, cross functional HR approach was used to align Talent Acquisition, Mobility and Succession Planning key initiatives
- Facilitated CEO annual/quarterly meetings with direct reports. Developed meeting agendas in support of business strategic objectives, coordinated pre-work design and completion, completed data analysis and reporting as well as developed list of recommendations
- Consolidated post meeting results and decisions to ensure alignment and continued momentum with strategic plan
- Adopted two key metrics to drive Talent Strategy
- Tied talent discussions to capabilities required to meet business objectives
- Board of Directors approved mitigation plan for talent vacancy, readiness, portfolio and transition risks
- Identification of high potential talent to be targeted for additional assessment and development
- Integrated consistent set of definitions for talent discussions enabling better global, cross functional/cross business talent sharing
Team Development Case Study #1
A Financial Services organization, experiencing a discord over roles and responsibilities impacting internal customer satisfaction, restructured and replaced the leadership team. This also required analysis and intervention at the manager level to drive improved communication and engagement at the lowest levels of the department.
- Partnered with the Business Lead of the group and conducted team interviews to determine key issues and business implications (lack of communication and trust resulting in duplication of processes and redundancy of effort).
- Created strategic plan to address issues identified and prioritized implementation plan. Items identified included: review of engagement survey, group review and alignment of goals, roles and processes, MBTI session to build increased trust across departments, and communication skills workshop.
- Greater team engagement as demonstrated through team willingness to raise issues and offer solutions
- 25 team members successfully completed Communications Skills workshop
- Leaders identified key talent to leverage as change agents to support ongoing process changes in the group
Team Development Case Study #2
Global medical device company with 36,000 employees (5,000 managers) required major cultural and leadership shifts to support strategic direction to drive a culture of innovation and inclusion. To ensure managers were prepared to support and lead in this changing environment, we created an interactive development experience designed to help managers build and strengthen critical management skills and lead teams to higher levels of performance.
- Conducted global needs assessment to determine key capability needs based on business requirements vs. existing program offerings and identified areas of strength and weakness (based on employee engagement results).
- Gained buy in from senior leadership team including funding at the business unit level and target participation rates
- Developed a two session (6 day) program containing the core skills managers needed to succeed in their role and provide employees with the support and coaching they needed to excel as individual contributors. Program included pre-work, core modules, intersession work, post program social networking support and optional extended curriculum components that were customizable to specific regional/business unit requirements.
- Developed a train-the-trainer program delivered centrally with decentralized implementation approach.
- Created program on budget and on time.
- Trained 1000 managers in year 1 of implementation
- Trained 50 global HR participants in train-the-trainer program for local implementation
- Survey results indicated “strongly agree” with the benefits of the program as the average rating from participants
- Upon acquisition of medical device company, program was retained and integrated into new organization.
Leadership Assessment Case Study
A large medical device company had a major expansion in their global footprint through acquisitions and strategic resource allocation for future growth. Leadership assessment was done at the local level, preventing a global consistent assessment of talent.
- Identified the core elements of an assessment and the specific audiences to be assessed as the requirements for a global approach to leader assessment r.e. local language delivery, tiered pricing for different levels, types of assessment, sales, business leader etc.
- Selected multiple global vendors who would meet the requirements particularly for scope, language and validity/reliability and worked with senior leaders to test and select preferred vendors
- Designed a Leadership Assessment approach and approach to transfer day to day ownership to the HR leads in each of the regions, functions and businesses
- Defined the roles and responsibilities for a center led approach
- Trained HR and line managers around the world in the approach to leadership assessment
- Defined the top critical positions across the company to be ‘Owned’ by the CEO and senior leadership team
- Built a budget for proactive assessment of all leaders on the succession plans for the company’s ‘critical roles’ to ensure that there was up to date, agreed upon assessment data that could be relied upon for senior level position decisions