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| A
mid-sized, regional information technology company landed a large contract
with a Big Three-auto manufacturer and required a large increase in staff
to maintain contractual obligations. Working with their internal recruiting
staff and senior-level managers, a comprehensive staffing plan was developed
and implemented that reduced dependence on non-resident labor sources, thereby
reducing costs and shortening lead times for individual positions. |
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| A
large multi-national information technology company needed economically
viable resources for mainframe Y2K projects. We recommended the adaptation
of an internal training curriculum to a local college, which led to a full
partnership between the company and the school. The college provided instructors,
the company provided the trainees from internal, non-technical candidates.
The outcome was a steady pool of qualified entry-level resources at a competitive
cost. |
 New training solutions to develop scarce entry-level resources for Y2K projects. |
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| Traditionally
decentralized, a large regional operation of a Fortune 200 health care services
company decided to rollout a more centralized HR and employee relations
infrastructure. We developed and implemented processes and procedures across
three states and numerous units to realize this objective, resulting in
decreased costs and increased emphasis on sound HR practices. |
New human resource/ employee relations functions. |
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| As
a large health care services company proceeded with consolidating multiple
operating units into one organization, HR issues such as involuntary attrition,
employee morale, and retention were at the forefront. Using our extensive
employee relations experience and knowledge of best-practices in this area,
we provided the necessary expertise to assist senior executive leadership
with a successful consolidation. The result: no unforeseen negative consequences. |
Human resource implications of consolidation and downsizing. |
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