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Our case studies provide examples of how we can help. Our capabilities include
Case study #1: Transferring skills in mergers & acquisitionsThe
issue: A small services company
had the financial backing to make its first acquisition. It had a target identified, but lacked
the internal HR expertise to take it through the important due diligence phase
and, if necessary, acquisition and integration.
Finally,
Smith Knox helped put a price tag on lost productivity due to the challenges presented by
the need to merge two disparate cultures, and began development of a plan to
minimize these costs. Consolidated costs and a detailed breakdown were provided
to the Finance team responsible for consolidating and finalizing the bid. Following
the successful acquisition bid and shareholder approval, we worked with existing
staff to develop and implement a plan to merge operations and cultures,
integrate HR policies and programs, and minimize productivity loss. The
impact: The two organizations were successfully merged, within target
timeframes and budget. Importantly,
Smith Knox transferred knowledge and skills to the organization that would enable them to
manage their next acquisition. Case study #2: Aligning strategy and compensation plansThe issue: This commercial property development organization was changing its business strategy, requiring employees and management to focus their energies in new directions. Turnover rates had increased by 20% overall in a two year period and it was suspected that the existing incentive plans didn't reward staff for modifying behaviour and meeting the new requirements of the business model. The solution: As a first step, Smith Knox benchmarked base salaries and total compensation against the competitive market, learning that the company was paying in the 30th - 40th percentile on a total compensation basis. The adjustments that would be required to bring compensation into line with market, if base salary adjustments alone were applied, was prohibitive. We recommended moderate immediate salary increases, coupled with an accelerated merit review program for top performers. We also helped in revamping the performance management plans to assist managers in more clearly identifying "the best and brightest" of existing staff.
The impact: Turnover rates declined and business results improved over the course of the next year. An analysis of turnover and performance ratings indicated that poorer performers were leaving the organization voluntarily, while the top performers remained. Case study #3: Transforming the HR functionThe issue: The Human Resource systems and practices in this organization were affecting the bottom line. It was a transaction-oriented function and, with no single authoritative source for data, which was either paper-based or resided on multiple systems, discrepancies in employee pay and benefit information was common. The majority of HR staff was administrative, focused on the problems of trying to “get it right”. As a result, little in the way of consultative business support was being provided by HR to the operational management team.
We
worked with HR and in-house IT staff to design and implement processes and
controls to help define requirements for use of the technology, as well as data
definitions and project team responsibilities.
Benefits of the web-based functionality were maximized with self-serve
portals for employees and management, permitting on-line benefits enrolment and
timely attendance and salary planning data for management. T The impact: The systems were promoted to production. The call centre went through a busy transition period and the new HR Division is continuing to improve service levels and reduce costs with its new delivery model. Best of all, with HR staff no longer focused exclusively on transaction processing and fire fighting, HR professionals are being moved into business support roles, with senior consultants assigned to specific client business operations.
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Send Mail to webmaster@smithknox.com with comments or questions about this web site. Copyright © 2003-2007 Smith Knox & Associates Inc. Last modified September 5, 2007 |
A people strategy is a fundamental requirement for competitive
success. It defines a clear value
proposition that the organization uses to attract and retain the right
people with the right skills. It also addresses how you help your
people make the biggest contribution they can make to achieving your
business strategy.
The
solution:
Next
we recommended design changes to the incentive plans, ensuring alignment with
organizational strategy and goals, cascading from the executive level to the
front line. The new incentive plans increased the leverage for superior
performance, resulting in total compensation at the 45th - 50th percentile for
standard performance, and total compensation at the 60th - 65th percentile for
top performers. It was recommended that, as business improved, compensation targets be increased slightly, but only through increasing the
leverage of the incentive plans.
The
solution: Smith Knox supported HR staff in
developing a business case and gaining management approval for a web-based
solution that was fed by an upgraded HR management system.
o
address the cultural impact of the changes on HR, line managers and employees,
Smith Knox supported a
cross divisional group in selecting a group of employees to participate in
application testing and overseeing the development of employee communications and
training materials. Finally, we assisted in the development
of a high impact launch program, designed to generate interest and fun, and
incent employees to get on board with the changes.
