- Kelly S Mathews LLC was founded in 2003 by Kelly Mathews to provide tax services to oil and gas companies, growing to 14 employees over 10 years.
- The company realized it needed more formal HR processes and structure to support further growth plans while maintaining its positive culture.
- People Possibilities was hired to implement their "ABC's of the Employee Lifecycle" process, including creating job descriptions, performance reviews, and a succession plan to identify leadership for new roles and service lines.
- With new HR foundations in place, Kelly S Mathews LLC is now well positioned to double its revenue in the next five years as planned.
This document discusses HRM practices and organizational culture. It provides an example of how SK Holdings' HRM practices did not initially align with their business strategy when the government mandated non-discrimination policies. The document recommends that SK Holdings hire and promote more women to encourage change and enhance alignment between HRM practices and business strategies. It acknowledges that women face challenges in the workplace but can provide skills to improve competitive advantage, such as relationship building and identifying resources.
Get to know The Overture Group. The Overture Group finds the right people for your organization so you can keep moving—and pick up speed. As one of the Midwest’s premier professional/executive/management search and interim placement firms, we tap into a network of the top finance, accounting, human resources, operations and technology professionals to find your fit. With expertise in every element of the hiring process, we can guide you from pre-search preparation to post-placement training. We’ll find you people so perfect, you won’t be able to imagine how you ever got along without them.
Oktane offers comprehensive HR solutions to help small and medium enterprises attract and retain quality talent. This includes creating HR strategies, developing leadership and high potentials, improving employee engagement, implementing performance management systems, and establishing standard HR processes and manuals. Oktane's goal is to help clients build strong, professional organizations by nurturing a culture of excellence, performance, and employee growth.
This document discusses the vision and dreams of the HR team at Balmer Lawrie, an Indian company celebrating its 150th anniversary. It makes the following key points:
1) Balmer Lawrie values its human capital and the HR team plays a significant role in developing and nurturing talent to drive organizational performance and transformation.
2) The HR vision is aligned with Balmer Lawrie's strategy roadmap for 2020, focusing on areas like human capital, operational excellence, customer centricity, and execution.
3) The HR team's goals are to build capabilities across business units, acquire niche skills, manage the leadership pipeline, and ready business units to execute the 2020 strategy roadmap. Retaining existing
KeySpan Corporation underwent a major transformation of its HR department to better support the needs of its growing and increasingly complex business. HR leadership developed a new service delivery model with the help of consultants from Watson Wyatt. This included establishing an Employee Services center to consolidate HR transactions and improve efficiency. The transformation included developing a business case, roadmap, and implementation plan over six months. This resulted in a more responsive and collaborative HR organization able to better partner with the business and reduce costs.
This document provides information about McDermott + Bull, an executive search firm. It lists the leadership team and gives an overview of the company's services, which include executive search, interim leadership placement, and an executive networking program. It then discusses the company's approach, which focuses on understanding clients' needs and culture. The document provides client testimonials and describes the executive search process and Lean Six Sigma methodology used. It concludes by introducing the CEO and a principal consultant.
This document discusses how to build and sustain a high-performance organizational culture to drive long-term employee engagement. It defines organizational culture and explains that a high-performance culture has three key components: a clear mission, shared values, and shared accountability. Such a culture provides meaning for employees, guides behaviors, inspires innovation, and provides stability during times of change. The document outlines best practices for developing a high-performance culture, including clarifying the mission and values, assessing the starting culture, communicating and modeling the values, inspiring employees, and aligning practices. Developing an authentic culture requires looking inward and involves the entire organization.
This document discusses HRM practices and organizational culture. It provides an example of how SK Holdings' HRM practices did not initially align with their business strategy when the government mandated non-discrimination policies. The document recommends that SK Holdings hire and promote more women to encourage change and enhance alignment between HRM practices and business strategies. It acknowledges that women face challenges in the workplace but can provide skills to improve competitive advantage, such as relationship building and identifying resources.
Get to know The Overture Group. The Overture Group finds the right people for your organization so you can keep moving—and pick up speed. As one of the Midwest’s premier professional/executive/management search and interim placement firms, we tap into a network of the top finance, accounting, human resources, operations and technology professionals to find your fit. With expertise in every element of the hiring process, we can guide you from pre-search preparation to post-placement training. We’ll find you people so perfect, you won’t be able to imagine how you ever got along without them.
Oktane offers comprehensive HR solutions to help small and medium enterprises attract and retain quality talent. This includes creating HR strategies, developing leadership and high potentials, improving employee engagement, implementing performance management systems, and establishing standard HR processes and manuals. Oktane's goal is to help clients build strong, professional organizations by nurturing a culture of excellence, performance, and employee growth.
This document discusses the vision and dreams of the HR team at Balmer Lawrie, an Indian company celebrating its 150th anniversary. It makes the following key points:
1) Balmer Lawrie values its human capital and the HR team plays a significant role in developing and nurturing talent to drive organizational performance and transformation.
2) The HR vision is aligned with Balmer Lawrie's strategy roadmap for 2020, focusing on areas like human capital, operational excellence, customer centricity, and execution.
3) The HR team's goals are to build capabilities across business units, acquire niche skills, manage the leadership pipeline, and ready business units to execute the 2020 strategy roadmap. Retaining existing
KeySpan Corporation underwent a major transformation of its HR department to better support the needs of its growing and increasingly complex business. HR leadership developed a new service delivery model with the help of consultants from Watson Wyatt. This included establishing an Employee Services center to consolidate HR transactions and improve efficiency. The transformation included developing a business case, roadmap, and implementation plan over six months. This resulted in a more responsive and collaborative HR organization able to better partner with the business and reduce costs.
This document provides information about McDermott + Bull, an executive search firm. It lists the leadership team and gives an overview of the company's services, which include executive search, interim leadership placement, and an executive networking program. It then discusses the company's approach, which focuses on understanding clients' needs and culture. The document provides client testimonials and describes the executive search process and Lean Six Sigma methodology used. It concludes by introducing the CEO and a principal consultant.
This document discusses how to build and sustain a high-performance organizational culture to drive long-term employee engagement. It defines organizational culture and explains that a high-performance culture has three key components: a clear mission, shared values, and shared accountability. Such a culture provides meaning for employees, guides behaviors, inspires innovation, and provides stability during times of change. The document outlines best practices for developing a high-performance culture, including clarifying the mission and values, assessing the starting culture, communicating and modeling the values, inspiring employees, and aligning practices. Developing an authentic culture requires looking inward and involves the entire organization.
What it Takes to Make the Fortune 100 Best Companies to Work For® ListGreat Place to Work® US
In today’s competition for top talent, understanding and leveraging your company’s great workplace culture is more important than ever. In this presentation, Great Place to Work®—the company that conducts the research for the Fortune 100 Best Companies to Work For® list and selects the top 100 Companies each year—shares how you can assess, benchmark, and recognize your company as a great workplace, including:
• How to Apply for the Fortune Best Companies to Work For Lists
• Eligibility and Deadlines
• Selection Methodology, Models & Scoring
• Benefits of Applying to the List
• Tips for a Strong Submission
For over 15 years, the annual Fortune 100 Best Companies to Work For® List has been the gold standard of lists that recognize great workplace cultures. As Fortune’s most popular list franchise, the 100 Best Companies to Work For® List surpasses even the Fortune 500 in readership. Learn how your company can join this elite group of organizations today!
Neil Thornton is a corporate strategist and business speaker who has worked with hundreds of companies over 20 years. He shares insights and trends he has learned through consulting, entrepreneurship, and coaching business leaders. Thornton helps clients execute goals, drive change, and ensure success in today's fast-paced markets through his direct, no-nonsense approach focused on speed, agility and innovation. He has a track record of positively impacting businesses and is highly recommended by former clients and students.
This document is a study on talent management strategies for acquiring and retaining top employees in India submitted by Chaitali Deb to fulfill requirements for an MBA degree. It discusses how talent management has become critical for organizations facing a limited talent pool and high turnover. Effective talent management involves attracting, developing, and aligning employees with business goals through the continuous processes of acquisition, utilization, development and retention. Triggers driving the need for talent management include the scarcity of skilled workers, changing demographics as baby boomers retire, and the demands of managing global and diverse workforces.
The document discusses whether HR is a thankless job. It begins by setting the context that while HR has many resources and responsibilities, all of it goes in vain without human capital. It then provides two viewpoints - one that HR is thankless as they are often blamed for issues but rarely credited for successes. The other viewpoint is that HR plays a crucial role in developing policies and strategies to maximize employee productivity and engagement, which contributes significantly to organizational success. It concludes by stating that though HR may not receive direct thanks, their efforts are recognized through overall business growth and progress.
The document describes KPrince & Company, which helps top executives, entrepreneurs, and retirees create "Personal Succession Plans" for their next stages in life. It offers a three-part process: 1) A two-day "Breakaway" retreat for reflection and consultation with coaches. 2) Developing a vision and plan. 3) Long-term mentoring support. The company believes in tailored, individualized support and finding original visions aligned with clients' values. It provides ongoing guidance and connections to help bring plans to fruition.
The document discusses how successful companies are attracting talent in today's "Human Age" by focusing on career development and fulfilling careers rather than just filling jobs. It notes that individuals now view their careers as personal journeys and seek opportunities to broaden their skills across companies. To attract top talent, companies must prioritize career development, empower employees to manage their own careers, and ensure their goals align with the organization's. Studies show companies that focus on career development have higher revenue, engagement, retention and lower costs.
This document discusses what makes a great place to work and the importance of building trust within an organization. It outlines the key elements that comprise a great workplace, including two-way communication, credibility, respect, fairness, pride and camaraderie. It also describes the multi-phase process of becoming a great place to work, which involves laying a foundation of people philosophy, strengthening differentiators like equity and reliability, building great people managers, and institutionalizing an employer brand. Participating in studies of best companies can help attract top talent and create a fun workplace culture.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
The influential business leaders to watch small(1)Merry D'souza
One significant leader, featuring on the cover of this edition, is Jenny Hunt, the Founding Partner and CEO of Gateway Group of Companies. Jenny is a bestselling author for her eBook, Gateway To Abu Dhabi: How to expand your business into the capital of the UAE.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
Organizational culture is important for business success. A strong culture occurs when employees share the same beliefs and values that are supported by the organization's strategy and structure. This allows employees to know how management wants them to respond, believe the expected response is proper, and know they will be rewarded for demonstrating the organization's values. Employers must recruit applicants who share the culture's beliefs, develop programs to outline and reinforce core values, and ensure rewards go to employees embodying the values. A positive culture increases engagement, decreases turnover, elevates productivity, strengthens brand identity, retains top performers, creates a healthy team environment, and focuses on learning and development. Improving culture involves communicating well, listening, providing feedback, and
This document provides information about top employers in Africa for 2017. A record number of 86 organizations across 32 African countries and 23 industry sectors achieved certification as Top Employers for demonstrating excellence in employee conditions and human resources best practices. Transparency and effective communication were highlighted as important factors contributing to organizations achieving certification. Examples are provided of how some certified companies, such as Nestle and Microsoft, use various communication channels and cultural practices to ensure transparency and engagement with employees.
The document discusses key questions around what makes a great workplace and how organizations can create and sustain great workplaces. It then summarizes the findings of a study assessing organizations in India's retail sector. Some key findings:
- Organizations of all sizes can be great workplaces, but the best tend to offer more benefits like flexible schedules, paid vacations, health benefits, and development opportunities.
- The best workplaces in retail face less attrition, hire more through internal referrals, and ask fewer employees to leave involuntarily.
- Employee perceptions of the best workplaces are more positive in areas like fair pay, unique benefits, and management delivering on promises.
- Overall, organizations identified as having great
Graystone Leadership Coaching, LLC provides leadership coaching and training programs to executives, managers, and employees. They have over 35 years of experience working with Fortune 500 CEOs and senior leaders. Their services include leadership coaching, seminars, visioning workshops, and employee empowerment training, with the goal of creating high-performance teams and cultures to achieve breakthrough results. Testimonials from past clients highlight positive impacts on productivity, sales, and organizational trust from working with Graystone.
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
This year forced companies all over the world into a remote work pilot study. Sharing their insights from the front lines, Aptology spoke with leaders in HR like CHROs and marketers in HR tech about how HR is evolving in 2020. They covered: How do we understand and measure the employee experience? What pre employment screening data do we need to get visibility for better talent acquisition and DEI efforts? What tools and behavioral assessments do we need for internal sources of recruitment? How does our understanding of people and communication need to change? Prepare to take notes as this guide gives tactical advice for HR professionals in talent management, learning and development, succession planning, and talent acquisition.
The document discusses effective leadership in organizations and what Gen Y workers look for in leaders. It notes that while individual leaders are important, an organization's leadership capacity over time is even more crucial. Leaders guide others' behavior to achieve goals, while leadership refers to developing future leaders. Additionally, organizations must invest in both developing current leaders and growing leadership depth overall. The document also outlines that Gen Y workers particularly admire leaders who can influence and inspire them, and they seek leaders who are caring, inspiring and competent.
An overview of pac executive.
pac executive’s Human Capital business was established to provide our clients with services that assist them in selecting the right people for their business, and to optimise the performance and retention of their workforce.
We work closely with clients, assisting them in diagnosing their people issues, designing and developing appropriate and effective solutions and supporting them in the implementation of these initiatives.
Our team has extensive experience in a wide range of areas including productivity coaching and training, psychometric assessments, executive and management coaching, human resources, learning and development, training and facilitation.
In the early 1990’s, Michael wanted to develop a strategic process to attract the best talent and build a culture founded on the values of integrity, respect, friendship, caring and loyalty. During a conversation with a colleague discussing the direct impact talented employees had on customer relationships and company performance, he learned of the behavioral assessment tool Predictive Index® (PI), published by PI Worldwide®. More at predictiveresults.com
MAC Calcano believes in organizational change through acquiring and developing talent. They have led human resources efforts at several companies to broaden talent pools and shift resources quickly. However, changes in company leadership and strategic direction led to their departure from some roles. Calcano has 20 years of international experience in human resources and leadership positions across various industries.
Inside The Minds Creativity And Questioning Solving Hr…janieminkin
This document summarizes the author's experience as an HR consultant and former VP of HR. It discusses how the author helps clients maximize their HR efforts by analyzing costs, increasing efficiency, gathering data, and evaluating initiatives. It also provides an example of how the author reinvented a food manufacturing company as VP of HR by questioning everything, restructuring, and engaging employees to accomplish major projects quickly during a transition period.
What it Takes to Make the Fortune 100 Best Companies to Work For® ListGreat Place to Work® US
In today’s competition for top talent, understanding and leveraging your company’s great workplace culture is more important than ever. In this presentation, Great Place to Work®—the company that conducts the research for the Fortune 100 Best Companies to Work For® list and selects the top 100 Companies each year—shares how you can assess, benchmark, and recognize your company as a great workplace, including:
• How to Apply for the Fortune Best Companies to Work For Lists
• Eligibility and Deadlines
• Selection Methodology, Models & Scoring
• Benefits of Applying to the List
• Tips for a Strong Submission
For over 15 years, the annual Fortune 100 Best Companies to Work For® List has been the gold standard of lists that recognize great workplace cultures. As Fortune’s most popular list franchise, the 100 Best Companies to Work For® List surpasses even the Fortune 500 in readership. Learn how your company can join this elite group of organizations today!
Neil Thornton is a corporate strategist and business speaker who has worked with hundreds of companies over 20 years. He shares insights and trends he has learned through consulting, entrepreneurship, and coaching business leaders. Thornton helps clients execute goals, drive change, and ensure success in today's fast-paced markets through his direct, no-nonsense approach focused on speed, agility and innovation. He has a track record of positively impacting businesses and is highly recommended by former clients and students.
This document is a study on talent management strategies for acquiring and retaining top employees in India submitted by Chaitali Deb to fulfill requirements for an MBA degree. It discusses how talent management has become critical for organizations facing a limited talent pool and high turnover. Effective talent management involves attracting, developing, and aligning employees with business goals through the continuous processes of acquisition, utilization, development and retention. Triggers driving the need for talent management include the scarcity of skilled workers, changing demographics as baby boomers retire, and the demands of managing global and diverse workforces.
The document discusses whether HR is a thankless job. It begins by setting the context that while HR has many resources and responsibilities, all of it goes in vain without human capital. It then provides two viewpoints - one that HR is thankless as they are often blamed for issues but rarely credited for successes. The other viewpoint is that HR plays a crucial role in developing policies and strategies to maximize employee productivity and engagement, which contributes significantly to organizational success. It concludes by stating that though HR may not receive direct thanks, their efforts are recognized through overall business growth and progress.
The document describes KPrince & Company, which helps top executives, entrepreneurs, and retirees create "Personal Succession Plans" for their next stages in life. It offers a three-part process: 1) A two-day "Breakaway" retreat for reflection and consultation with coaches. 2) Developing a vision and plan. 3) Long-term mentoring support. The company believes in tailored, individualized support and finding original visions aligned with clients' values. It provides ongoing guidance and connections to help bring plans to fruition.
The document discusses how successful companies are attracting talent in today's "Human Age" by focusing on career development and fulfilling careers rather than just filling jobs. It notes that individuals now view their careers as personal journeys and seek opportunities to broaden their skills across companies. To attract top talent, companies must prioritize career development, empower employees to manage their own careers, and ensure their goals align with the organization's. Studies show companies that focus on career development have higher revenue, engagement, retention and lower costs.
This document discusses what makes a great place to work and the importance of building trust within an organization. It outlines the key elements that comprise a great workplace, including two-way communication, credibility, respect, fairness, pride and camaraderie. It also describes the multi-phase process of becoming a great place to work, which involves laying a foundation of people philosophy, strengthening differentiators like equity and reliability, building great people managers, and institutionalizing an employer brand. Participating in studies of best companies can help attract top talent and create a fun workplace culture.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
The influential business leaders to watch small(1)Merry D'souza
One significant leader, featuring on the cover of this edition, is Jenny Hunt, the Founding Partner and CEO of Gateway Group of Companies. Jenny is a bestselling author for her eBook, Gateway To Abu Dhabi: How to expand your business into the capital of the UAE.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
Organizational culture is important for business success. A strong culture occurs when employees share the same beliefs and values that are supported by the organization's strategy and structure. This allows employees to know how management wants them to respond, believe the expected response is proper, and know they will be rewarded for demonstrating the organization's values. Employers must recruit applicants who share the culture's beliefs, develop programs to outline and reinforce core values, and ensure rewards go to employees embodying the values. A positive culture increases engagement, decreases turnover, elevates productivity, strengthens brand identity, retains top performers, creates a healthy team environment, and focuses on learning and development. Improving culture involves communicating well, listening, providing feedback, and
This document provides information about top employers in Africa for 2017. A record number of 86 organizations across 32 African countries and 23 industry sectors achieved certification as Top Employers for demonstrating excellence in employee conditions and human resources best practices. Transparency and effective communication were highlighted as important factors contributing to organizations achieving certification. Examples are provided of how some certified companies, such as Nestle and Microsoft, use various communication channels and cultural practices to ensure transparency and engagement with employees.
The document discusses key questions around what makes a great workplace and how organizations can create and sustain great workplaces. It then summarizes the findings of a study assessing organizations in India's retail sector. Some key findings:
- Organizations of all sizes can be great workplaces, but the best tend to offer more benefits like flexible schedules, paid vacations, health benefits, and development opportunities.
- The best workplaces in retail face less attrition, hire more through internal referrals, and ask fewer employees to leave involuntarily.
- Employee perceptions of the best workplaces are more positive in areas like fair pay, unique benefits, and management delivering on promises.
- Overall, organizations identified as having great
Graystone Leadership Coaching, LLC provides leadership coaching and training programs to executives, managers, and employees. They have over 35 years of experience working with Fortune 500 CEOs and senior leaders. Their services include leadership coaching, seminars, visioning workshops, and employee empowerment training, with the goal of creating high-performance teams and cultures to achieve breakthrough results. Testimonials from past clients highlight positive impacts on productivity, sales, and organizational trust from working with Graystone.
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
This year forced companies all over the world into a remote work pilot study. Sharing their insights from the front lines, Aptology spoke with leaders in HR like CHROs and marketers in HR tech about how HR is evolving in 2020. They covered: How do we understand and measure the employee experience? What pre employment screening data do we need to get visibility for better talent acquisition and DEI efforts? What tools and behavioral assessments do we need for internal sources of recruitment? How does our understanding of people and communication need to change? Prepare to take notes as this guide gives tactical advice for HR professionals in talent management, learning and development, succession planning, and talent acquisition.
The document discusses effective leadership in organizations and what Gen Y workers look for in leaders. It notes that while individual leaders are important, an organization's leadership capacity over time is even more crucial. Leaders guide others' behavior to achieve goals, while leadership refers to developing future leaders. Additionally, organizations must invest in both developing current leaders and growing leadership depth overall. The document also outlines that Gen Y workers particularly admire leaders who can influence and inspire them, and they seek leaders who are caring, inspiring and competent.
An overview of pac executive.
pac executive’s Human Capital business was established to provide our clients with services that assist them in selecting the right people for their business, and to optimise the performance and retention of their workforce.
We work closely with clients, assisting them in diagnosing their people issues, designing and developing appropriate and effective solutions and supporting them in the implementation of these initiatives.
Our team has extensive experience in a wide range of areas including productivity coaching and training, psychometric assessments, executive and management coaching, human resources, learning and development, training and facilitation.
In the early 1990’s, Michael wanted to develop a strategic process to attract the best talent and build a culture founded on the values of integrity, respect, friendship, caring and loyalty. During a conversation with a colleague discussing the direct impact talented employees had on customer relationships and company performance, he learned of the behavioral assessment tool Predictive Index® (PI), published by PI Worldwide®. More at predictiveresults.com
MAC Calcano believes in organizational change through acquiring and developing talent. They have led human resources efforts at several companies to broaden talent pools and shift resources quickly. However, changes in company leadership and strategic direction led to their departure from some roles. Calcano has 20 years of international experience in human resources and leadership positions across various industries.
Inside The Minds Creativity And Questioning Solving Hr…janieminkin
This document summarizes the author's experience as an HR consultant and former VP of HR. It discusses how the author helps clients maximize their HR efforts by analyzing costs, increasing efficiency, gathering data, and evaluating initiatives. It also provides an example of how the author reinvented a food manufacturing company as VP of HR by questioning everything, restructuring, and engaging employees to accomplish major projects quickly during a transition period.
Creating employee friendly processes... link to engagementPhil Katich
This document discusses how creating employee-friendly policies, processes, and procedures can lead to true employee engagement and empowerment. It provides an example of how changing rules at a production plant to allow workers to rotate through all positions and manage supply chains led to a 30% increase in productivity while improving employee attitudes. The document argues that engagement only occurs when an organization improves work processes to allow employees to do their best work. Leaders should engage in dialogue with employees to determine their needs and involve them in creating new systems. Making changes that benefit employees will help them feel better about their roles and fully engage themselves. Finding the right balance between organizational and employee needs is key to empowerment and engagement.
The document discusses the challenges companies face as Baby Boomers exit the workforce and there is a shortage of Millennials with leadership skills. It summarizes that the company provides coaching and consulting services to develop leadership skills in current and emerging leaders so companies can continue to grow their workforce and profits. The company focuses on leader and team development, succession planning, and emerging leader programs.
The document discusses the challenges companies face as Baby Boomers exit the workforce and the shortage of Millennials ready to take on leadership roles. It introduces Mary Held, a business consultant and coach who partners with leaders to develop high-impact leaders through coaching, consulting, and training services. Her services include succession planning, emerging leader programs, and team development to build a productive workforce and foster leadership skills.
The applicant is applying for a human resources position and believes they are well-qualified for the role. They have over 8 years of experience in human resources management, including managing recruitment and selection processes, compensation and benefits, employee relations, training and development, and compliance with labor laws. They currently work as an HR Manager at a leading energy meter and transformer manufacturing company, where they handle diverse workforce management, organizational development, and talent management. They are seeking a new opportunity where they can further apply their skills and experience.
White Paper- Building Success in an Uncertain Economy- CEOs Reveal Their HR M...Wes Guzman
- The document discusses best practices for HR management strategies during uncertain economic times based on interviews with two CEOs, Govi Rao and Tom Hayse.
- The CEOs agree that the best practices for managing employees, such as hiring selectively based on fit and skills, providing training and benefits, and making strategic staffing changes, should be followed in both good and bad economies.
- Specific strategies discussed include recruiting entrepreneurial employees, conducting thorough interviews before hiring, training new employees personally, reviewing teams regularly to determine optimal size, offering competitive benefits, and maintaining a focus on company culture during difficult times.
KC Solutions Group helps companies assess, educate, and develop unified corporate cultures to improve work environments and business results. They identify current cultures using assessments and determine where cultures fall on a matrix. KC Solutions Group then educates companies on developing purpose statements, values, goals, and codes of conduct. Finally, they implement new cultural standards into performance reviews and training to ensure sustainable cultural transformation.
This document provides the business case for upskilling existing frontline workers. It notes that the skills shortage is a major challenge for employers due to factors like retirements, economic growth, and loss of experienced workers. Developing current employees through upskilling can help address this shortage by enhancing employees' skills and allowing them to fill higher-level roles. The business case for upskilling includes helping to attract and retain talent, as well as strengthening organizational culture. Senior business leaders recognize the importance of learning and development but many companies struggle with implementation.
This document provides an acknowledgement and overview of a project conducted at Bajaj Allianz Life Insurance Company. It thanks various individuals who provided guidance and support. It outlines the objectives of better understanding attrition causes to help with employee retention. It also aims to evaluate current retention measures and identify opportunities for improvement. The executive summary notes that a focus on retention is important given costs of replacement and impacts to productivity. It indicates the company is working to understand attrition causes to enhance management in that area and help with employee retention.
The document discusses the need for new leadership styles to manage the new generation of workers. It notes that Generation Z workers function differently than previous generations as they are more social, flexible, and expect flexibility and instant rewards from employers. Leaders need to change their style from micro-management and demands and recognize that workers now desire constant salary increases, benefits, and training opportunities. It also states that human resources is now expected to ensure a safe, respected workplace and help with both career growth and personal issues for employees. New leadership styles are needed that engage and empower workers by allowing creativity and involvement in the business's future.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
This document discusses transformative leadership and the importance of credibility, confidence, and collaboration. It summarizes research from interviews with business leaders on how transformative leaders inspire excellence in their organizations. The document advocates that credibility comes from competence and character, and establishes trust with employees. Confidence is also important for transformative leaders to gain support for new ideas, though they must avoid arrogance. Collaboration, both internally and externally, is the third key trait where diverse viewpoints are brought together to solve problems. Specific leaders like Elon Musk, Alan Mulally, and Jeff Bezos are discussed as examples.
gocareerguide-Careerdevelopment by gocareerguide.comCarmor Bass
This document discusses the importance of career development and management for employee retention and motivation. It outlines that companies need to reconsider their approach to careers given changing organizational structures. While employees are responsible for managing their own careers, companies should provide resources like training, mentoring and coaching. Retaining and engaging employees requires a focus on career growth, exciting work, relationships, recognition and learning opportunities. Effective human resource management involves attracting, developing and maintaining a quality workforce through strategic planning that is aligned with business goals.
HCL Technologies has adopted an "Employees First" philosophy that places the needs of employees above customers. They believe empowering and engaging employees is critical for success. The philosophy focuses on treating employees like partners and empowering them to deliver value for customers. HCL has implemented programs like open feedback for managers, employee-led councils, and leadership training to create a culture of transparency, accountability and employee empowerment. This approach has resulted in significant growth for HCL and improved customer satisfaction, with revenue tripling and market share growing 20% annually over five years.
This document provides information on a Human Resources & Administration Manager with over 18 years of experience in areas such as payroll administration, benefits administration, talent management, recruitment, training and development, HR policy development, and strategic planning. The individual holds a BSc in Human Resource Management and has experience managing HR functions for companies in various industries including construction, healthcare, and education.
Championing the next generation of female leadershipCBIZ, Inc.
More companies are proactively looking to expand female representation within leadership positions and placing a greater emphasis on ensuring proper representation at the executive level. While the focus on equality at the top level is important, more can be done earlier in the career cycle to promote greater engagement among female employees, positioning them for leadership success now and into the future.
The document discusses talent management, defining it as attracting, developing, and retaining people to meet current and future organizational needs. It outlines the purpose of talent management as developing leaders internally, maximizing employee performance, and empowering employees to reduce turnover. Benefits include placing the right people in jobs, retaining top talent, better hiring, understanding employees, and making better development decisions. The document then outlines the processes involved in talent management and recent trends, such as talent wars, increased technology use, and internal talent promotion.
1. Company — Kelly S Mathews LLC
Kelly S Mathews LLC ("KSMLLC") was founded in 2003 by Kelly Mathews. Prior to founding
the firm, Kelly Mathews began her career in 1994 with a Big Four Accounting Firm. Kelly's
work with the Firm centered primarily on the motor fuels tax outsourcing practice. During
this time, Kelly was exposed to the federal excise tax quarterly return and related deposits
and motor fuels tax returns in all 50 states.
After four years, Kelly was recruited to another Big Four Accounting Firm to start their motor
fuels tax practice from the ground up. Kelly remained at this Firm for over four years working
exclusively in the motor fuels tax practice area.
In 2003, Kelly founded KSMLLC and works exclusively with clients in the oil and gas
industry, specifically, clients in the refining and marketing industry, including refiners, traders,
and terminal/pipeline operators, and clients in the natural gas industry who operate fraction-
ation plants.
KSMLLC started with one employee, Ms. Mathews, and grew steadily over the next 10 years
to a multi million dollar company with14 employees.
Challenge — HR Structure, Growth Plans
“I realized my company was too big to call it an accident. It was time for me to go from entre-
preneur to CEO, but I was determined to keep the positive, happy, family culture we’d carefully
built.”– Kelly Mathews, CPA
Going from entrepreneur to CEO is a must for privately held, small to mid-sized
companies who want substantial growth. It takes systems, structure and the right
people doing the right things. It also takes the dedication and flexibility of a true
leader who is effective and confident at building and allowing their team to soar.
Case Study
3. “As a CPA, I’m highly process oriented. I wanted to know how it was going to be done. Kathi
stepped right in with a very clear and defined process that included set deliverables and a fixed
cost. I knew immediately People Possibilities was the right choice for me.”– Kelly Mathews, CPA
As the relationship with People Possibilities evolved, additional strategic initiatives were
addressed. During the succession planning process the question of having the right personnel
in place to grow the business was addressed by fine tuning the business model and creating
job descriptions. This then led to the implementation of a formal review process. Feedback
received from this process was used to help build the management team by identifying two
key employees and hiring a third experienced manager. These three leaders became responsi-
ble for the company’s three service lines.
With a business model developed for growth and key leaders identified, People Possibilities
helped Ms. Mathews establish a “back-office” by hiring an Executive Assistant/HR
Administrator to monitor and implement the HR plans to support KSMLLC’s growth. As her
team developed, Ms. Mathews was able to step back from the day-to-day and focus more
strategically on the desired growth of the company. At this point the company turned the
corner from entrepreneurial (one funnel through which everything must flow) to formal
business with sights on significant growth.
During this phase People Possibilities delivered the following:
• Creation of employee handbook to reflect and promote the unique culture.
• Formal job descriptions for all positions to clarify job expectations, roles and responsibilities.
Identification of core competencies that were most important for success in the job and
aligned with the firm’s core values, goals and strategy. Identified the threshold behavioral and
technical competencies required at each level.
• Formal procedures for sourcing, screening and recruiting candidates with a structured
process for onboarding new hires. Assisted in identifying vendors to provide background
check and drug screening services.
• Proactive hiring strategy to ensure the right staff levels are in place to match the desired growth.
• Performance review forms and processes tied to performance goals by position and focused
on employee development and career planning.
• Coaching of key managers.
• Creation of a succession plan to identify and close gaps in project management and signature
authority. Identification where experienced hires are needed for key positions.
With the company’s immediate needs addressed Ms. Mathews engaged in executive coaching
with People Possibilities. Ms. Mathews wanted to remove any barriers that were preventing her
company from soaring. As an accomplished professional, she was interested in anything that
would improve the company and make it even more successful.
“I found coaching with Kathi to be a very insightful process. I feel I’m now a better business
person, especially in addressing the career plans of my staff and the future growth of my
company. I was particularly impressed with Kathi’s ability to match my personality. She gave me
tools that fit my individual style and resonated with me. Kathi’s style is to teach and mentor. Due
to this experience, we can now stand on our own and have a solid HR foundation built for
growth. – Kelly Mathews, CPA
4. At the heart of People Possibilities
is the belief that transitions are
extraordinary opportunities for
innovation, relationship-building
and growth. We empower leaders
to transform the workplace by
creating innovative solutions for
people at work.
Building a bridge to a new way
of thinking, People Possibilities
focuses on optimizing the power
of positive change. We partner
with business leaders to
understand the complexities of
human interaction and provide
ideas to foster the employee
lifecycle and increase productivity.
At People Possibilities we are
changing the culture of business
one leader at a time.
1909 Branard, Suite E
Houston, TX 77098
Phone 281-450-6316
Fax 713-523-1474
kcrawford@peoplepossibilities.com
peoplepossibilities.com
Result — Peace of Mind. Plans for the Future.
Ms. Mathews and her company are in position to double
their revenue in the next five years. Since engaging with
People Possibilities, the company has hired a controller, an
IT professional, and all three service line leaders are in place
to ensure the service lines and staff are ready for the
increased business. The entire team is working in harmony
and the staffing plan is in place for growth.
Employees have responded very well to the enhancements
and are excited about their futures and the growth plans of
the company. All feedback from the team has been very
positive.
“When I hired Kathi and People Possibilities, I was very
concerned about our culture. I was feeling stress about
employee issues that I’d never had to deal with before and I
was working all the time because everything had to go
through me. I now have the tools and structure in place along
with the right people doing the right things at the right time. I
consider Kathi to be a key spoke in our wheel.” – Kelly
Mathews, CPA
About Kelly S Mathews LLC
Kelly S Mathews, LLC specializes in volume-based motor
fuels tax return preparation and motor fuels tax consulting
services. Established in 2003, the Company has grown to
one of the largest specialized motor fuels tax firms in the
country. Ms. Mathews is an active member of WPO
(Women Presidents’ Organization) and the AICPA. People
Possibilities knew they had what it took and submitted Kelly
S Mathews, LLC, as a candidate for Houston’s 101 Best and
Brightest Companies to Work For. They were right. The
Company has been a repeat Houston winner in 2013, 2014
and 2015 and they won at the national level in 2015.
Epilogue
Since the two years Ms. Mathews has been working with
People Possibilities, the firm has doubled in size. Ms.
Mathews summarizes her work with People Possibilities in
the best possible way — “I now have my weekends back; I
work less and customer satisfaction and quality has
continued. I couldn’t be more pleased with the work we’ve
done together.”