Who I Am

An independent thinker and consultant with twenty plus years in Human Resources and management, ten in various large company HR functions and ten as an independent consultant. (see my bio)

Focus

• Improve managerial and organizational performance through development and execution of effective practices and processes;
• Improve the talent in organizations through the use of competency models for selection, development and norms development; and, 
• Help organizational leaders hire the best executives in Human Resources disciplines.

Experience

Manufacturing, start-up, high-tech, B-to-B training and service industries. Performance appraisal, management systems and competency models.

Education

Master's degree in curriculum and instruction, with an adult learning focus, and an Honor's degree in Psychology. Lifetime certification as a "Senior Professional in Human Resources" HRCI/SHRM. Member of SHRM and NCHRA.

Why I Do It

Today's competitive pressure requires that companies innovate yet stay grounded in practices that work. Unfortunately, many firms have instead invested in practices that reduce morale and productivity. Without getting outside the organization, it is sometimes difficult to see these practices for what they are, and create alternatives.

Companies need external viewpoints.

As a consultant, I bring fresh perspective and new ideas. I develop my clients' internal competence and build intellectual capital. I stay independent so as not to be wedded to one solution to all problems.

What I Do

I make your organization work better. Employees get more done without working longer hours. Managers start understanding what that title really means, and set goals, develop accountability systems and run better meetings. Outmoded processes are revised or eliminated, and better programs introduced.

Organizations depend on people for their success. I provide tools to help people achieve their goals.

How I Do It

One size does not fit all.

However, most of my consulting engagements start with agreement on objectives, deliverables, program sponsor, methods, timeframes and fees. What comes next may be:

Evaluation of existing conditions - practices, policies, perspectives. This evaluation can take the form of interviews with key stakeholders, focus groups, surveys, review of written materials and so forth. Determination of the type of evaluation needed is made at the program start, and modified as necessary during the engagement; or,

Delivery of training, facilitation of meetings, coaching of executives, managers or teams in particular tools.

Next, possibly:

Development of draft of new practices or policies, with associated implementation and communication plans. Due attention is given to the change management process, including involving those affected in aspects of program design and implementation.

Then:

Implementation of programs. Often this is done by the client organization alone, although I am available to provide assistance if the program requires hands-on coaching or facilitation.

And:

Follow-up to assess impact. Ideally, metrics for program evaluation are established at the outset of the project.