Representative Projects
Leadership Competencies Development
Customer: Human Resources Division of a Community Hospital
Business Challenge: This organization lacked a comprehensive leadership development and performance management approach.
Our Solution: CPC conducted a study to define the expected leadership competencies of department heads, managers and supervisors. The competencies and core behaviors were adopted by senior leaders and incorporated into the performance management process and tools. Current training and development programs were mapped to the competencies to determine gaps and develop future plans.
Leadership Improvement Process
Customer: Revenue Management Department of Fortune 500 Company
Business Challenge: This department received the lowest 360 degree feedback results in the company on the measure of “confidence in local leadership”. The Vice President over this group initially thought soft skills management training was needed.
Our Solution: In this project, CPC facilitated a cross-functional problem solving team focused on improving confidence in local leadership. We helped the team to analyze the issues, determine solutions and develop an implementation plan with short and long term goals, objectives and tasks. Senior management adopted all leadership development recommendations.
Redesign of Systems to Improve Performance Metrics
Customer: Division of a State Government Agency Responsible for Child Support Collections
Business Challenge: This division had one of the lowest rates for child support collections in the country.
Our Solution: CPC worked with an internal consultant to design and facilitate an initiative to improve federal performance metrics. Results included a redesign of the intake process, creation of a centralized customer service function and identification of collection opportunities. A 50% increase in viable cases and $37.5 million in increased collections were projected.
Improve Customer Service and Payroll Processing
Customer: Operational Division of a Fortune 500 Company
Business Challenge: This Division had received low customer service ratings and was experiencing high rates of payroll errors.
Our Solution: In this project, CPC led a cross-functional problem solving team charged with improving customer service and payroll processing. We collected data on the issues through interviews, process mapping and time studies. We then coached the team to analyze the data and develop an implementation plan with quick hits and short-term and long-term recommendations.
Case Studies
A Vice President of a Finance department requested management development training. He had the perception that managers did not understand their mission and primary services and needed development on the skills of managing others. He also believed that managers needed to increase their ability to provide consulting services for internal groups. An OD method called action research was used to pinpoint the opportunities and devise a set of solutions.
1. Data collection was accomplished through individual interviews with managers and group interviews with staff. Responses were analyzed and then presented to the group.
2. The OD consultants and the managers worked together and shaped the recommendations into an implementation plan.
3. The organizational solutions included creating individual professional development plans for each manager, a more formalized feedback system, updated job descriptions and job ladders and an orientation program for new hire employees.
4. The training solutions included customized training on management skills, project management and consulting skills.
The overall result was measurable improvements in individual performance and internal consulting ratings.
A Director of Customer Service requested customer service training for frontline workers.
The instructional designer developed an interactive, situation-based training course. She incorporated an activity into the training where participants identified what helped them to provide good customer service and what got in the way. The Director received feedback on two major issues. First, the communication process between departments was inefficient and resulted in dissatisfied customers. Second, the physical set-up of the office further complicated the situation. The Director conducted an additional study of the issues with his staff and implemented changes to the inter-office communication processes and physical workplace.
Customer satisfaction increased by 50%.