M hernandez capabilities summary

Maria Hernandez, PhDCapabilities Summary
September 2010
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Capabilities Presentation

Introduction
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Thank you for reviewing my capabilities presentation!
My life’s work is to leverage my knowledge of human behavior, organization, and culture in order to promote productive workplace environments where authentic leadership engages all employees to their fullest potential and the mission of the organization is achieved.
This overview highlights examples of my work among the core competencies that I have developed over the past 20 years as a consultant to senior executives in the public and private sector:
Executive Development
Team Building
Strategic Planning
Healthy Work Place
On-Boarding Program Design
Stakeholder Relations
Latino Employee and Consumer Relations
Employee Resource Group Development
I hope this summary creates an opportunity for us to meet and partner to promote your own or your organization’s continued success. All My Best,

Job History
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The majority of my career has been as a consultant to Fortune 100 companies and executives, major non-profits, start-ups and public agencies. Upon graduating from the University of Texas in 1985, however, I was an administrator in a small liberal arts college and lecturer. It was in 1994 that I began my consulting practice, MGH CONSULTING based in Oakland, California. In 2009 I sold my practice to Global Lead and became a Managing Director. When the company merged with Novations, my position was a duplicate of another senior leader and I was laid off in July 2010 I have resumed my consulting activity and am lending my skills and expertise to several firms across the country.
1994 -2009
Founder
MGH CONSULTING, LLC
Managing Director Western Region
2009 -2010
Assistant Dean for Special Programs
Saint Mary’s College of Moraga California
1986 - 1994

Examples of Coaching Assignments
Executive Development
Improving Collaboration, Communication and Team Leadership
Preparing for Media Interactions , Senate Testimony and Speeches
Leading a Diverse Team
Leading During a Series of Mergers and Acquisition
Preparing for Succession of Family Business
Team Building
Team Fundamentals™- A four hour session to look at Creating a Common Vision, Living Shared Values, Developing SMART Goals, and Best Practices to Promote Success.
Facilitated Retreat Sessions for Senior Executive Teams-Designed off-site meetings designed to look at past achievements, lessons learned, and envisioning a new future.
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Vision
Performance results may require new goals and KRA’s
MEASURE PERFORMANCE
Develop SMART Goals to support Targeted Priorities
Identify Targeted Priorities
Identify (New) Organizational Values
Align staff with Key Results Areas (KRAs) that support SMART Goals
Review/Develop Organizational Mission and Vision
Internal Scan (SWOT,
Focus Groups, and Surveys)
Environmental Scan (Needs Assessment,
Trend Analysis, Stakeholder Interviews)
Example of Strategic Planning
This is a model for revising a strategic plan or building a brand new one that I have used with major non profits, public agencies and small businesses. I have used this in two distinct scenarios—[1] assisting new executives who need to create strategy for their team upon being hired, or [2] when an organization must respond to new realities in their sector or budget changes require a new way to manage their activities.
Strategy = Opportunity/Capacity

On Boarding Program Design
I have also designed a highly customized and scalable program called Talent Ascent™ on-boarding of new leaders, transitioning leaders for new roles or developing high potentials for new assignments. In just 4 sessions, an executive can cut through the challenge of building key relationships, engaging in key dialogue and setting an action plan that positions his or her team for outstanding success.
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As part of my responsibilities at Global Novations, I facilitated the on-boarding program for all new Latino employees in two divisions of Proctor & Gamble. These programs begin with a 3 day off-site followed up by two 1 day sessions at key campuses.
If interested in Talent Ascent™ please contact me for a one page flier available with more details.
These take place within the first 90 days of hire

Examples of Stakeholder Relations
When MCI WorldCom filed for bankruptcy in 2004, the Senior Executive for Policy initiated efforts to regain the public trust. MGH CONSULTING supported him in one effort designed to create the National Minority Consumer Advisory Council. Its role was to identify how the company could address the digital divide in minority communities, rural regions, and for persons with disabilities. My role was to identify potential members for the Council, support the selection process, develop an orientation program and then manage their general and subcommittee meetings over the course of 2 years.
In 2005 St. Luke’s Hospital became part of Sutter Health-a network of 19 nonprofit hospitals throughout Northern California. In 2006 the hospital was slated for closure as a consequence of seismic retrofitting costs. The St. Luke’s Hospital Foundation asked that a community engagement process take place to look at helping local residents find alternatives and voice their views. MGH CONSULTING was engaged in a community outreach effort that ultimately lead to the hospital being saved from closure and repositioned as a campus of the larger facility across town.
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Working with Employee Resource Groups
The use of Employee Resource Groups (ERGs) has become a key strategy for employee engagement among major employers. In order to leverage their benefit throughout the enterprise, two domains of issues must be addressed:
Infrastructure
Activities
A sponsor needs to be appointed with clearly scoped resources to sustain the ERG
The leadership of the ERG must be comprised of a diverse set of employees—gender, rank, and/or department
An ERG must have a clearly defined charter that at a minimum opens the group to all employees, gives the business rationale for their existence and creates clear parameters for their activities.
Activities need to enhance the participants’ professional skills—leadership, networking, project management, and effective collaboration are key.
All ERGS must plan activities together which promote a culture of inclusion throughout the organization.
Business initiatives must be linked to ERG activities—quality, customer responsiveness, and entrepreneurship are examples.
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Examples of Customized Training
Latino 101—The Latino population of the US is growing exponentially. By 2050, Latinos will comprise 50% of working adults in the US. More people speak Spanish in the US than the total population of Canada. The influence of Latino culture is evident in retail, consumer goods, and new media. Latino 101 is a 4 hour workshop introducing managers to the culture, unique demographics, and a brief overview of 26 nations of Spanish speakers. It can be followed up with a 2 - 4 hour strategy session to address key issues that face an enterprise serving the Latino consumer.
Choice Points for Health—The passage of health care reform poses a unique challenge for improving and sustaining the health of employees. Choice Points for Health is a series of workshops that provide employees and managers a way to address the social determinants of health—creating a sense of employee empowerment, making good behavior choices, and building career resilience. Managers and participants learn fundamentals of employee engagement and the unique links to wellness.
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The Trade Mark for these courses is shared with Global Novations, Inc.

Contracting
I have not established a new firm and have decided to work with several firms. Depending on your industry sector and geographic location, I will be happy to create a project with you leveraging my relationship with:
Explora International, LLC
Global Ascent Consulting, Inc
KLR CONSULTING, LLC
Leap Solutions, LLC
Inclusion-INC
Solution Strategies, Inc
SM CONSULTING
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M hernandez capabilities summary

by Maria Hernandez on Sep 15, 2010

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