| 24 Jun 2008 |
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Just-in-time Performance Management Training
Problem/Opportunity:
Fortune 20 Healthcare company looking for efficient and cost-effective way to train 32,000 employee organization on new Performance Management process. A single classroom based program existed but every year the company's Human Resources Generalists had to take on the added responsibility to develop and provide training to their respective business units. The result was uncoordinated and inconsistent training and messaging on the company's PM process and tool.
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| 5 Feb 2008 |
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Implementing Phase-Gate Process
Problem/Opportunity:
The Planning & Process Office of a major Healthcare IT company initiated a strategic initiative to implement new product management processes to help the organization develop market-driven business cases for new product ideas. As the processes were developed, there was a need to ensure that all Product Managers, Product Marketing Managers, Developers and other related process owners were trained on the new processes.
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| 14 Apr 2007 |
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Strategic Partnering for Human Resources Professionals
Problem/Opportunity:
World's largest office products company seeking to elevate human resources consultants from tactical policy enforcer role to strategic partners within their markets. The Regional VP, HR Southeast was fighting a battle of both needing and wanting her team to play a more strategic role in working with the businesses but faced two obstacles:
- lack of strategic partnering skills amond HRC's
- perceived lack of credibility amond BU VP's that HRC's could assist with their strategic concerns
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| 13 Apr 2004 |
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Enterprise-wide 360 Degree Feedback & Coaching
Problem/Opportunity:
Privately held health insurance payor organization needed a way to quantitatively assess their leadership and executive talent pools. Not only was the CEO three years away from retirement but there was also a need to identify internal candidates for other key executive positions.
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| 17 Mar 2003 |
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Learning Strategy and Governance Council
Problem/Opportunity:
Health insurance technology company seeking best practice approach to determine where to spend budget dollars in learning. The company was tasked by it's Board of Directors to implement the Balanced Scorecard framework which included a Learning and Growth component. Prior to implementing the Balanced Scorecard, the company never had a systematic way to determine where the investments in learning should be made. There was also very little transparency into learning and virtually no executive sponsorship. Training organization was seen as "order takers".
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