Today’s business environment is changing more rapidly than ever before. It is increasingly competitive and volatile, and marketplace uncertainties and distractions abound. In this highly dynamic environment, it is especially critical that your talent is laser-focused on the priorities that matter most to your business success. In order for this to occur, your human capital strategies need to be aligned with your business strategies, well-designed people-focused systems need to be in place, and your efforts to implement change in a variety of situations need to be successful.
To assist you with these efforts, St. Charles Consulting Group provides services over a vast array of human capital areas, and these are summarized in the categories below. (Click on the plus sign to the left of each of the items listed below for additional details.)
Our experienced Human Capital experts partner with you and your team to design and implement strategy, structure, and service delivery model design, functional improvement, strategic competencies and skills, and HR services/programs necessary to drive the business strategy and to build the foundation for a strategic (vs. administrative) function. We provide an “outside looking in” perspective – driven by the users of services (“voice of the customer”) – as well as input from the members of the function itself. Our approach is both action-based and fact-based – focusing on recommendations, solutions, and results rather than strictly a diagnosis of the problem.
Through a tools-driven approach and proven methodology, we take a best practices perspective that is powered by a knowledge-sharing and client partnering perspective, providing your staff with the leading practices in building their capabilities.
Our HR Strategy & Structure services drive results through:
Sample Project Experience
HR Strategy/HR Functional Improvement. Served as team leader for the HR strategy and functional improvement efforts for a Fortune 500 financial services company. Built and validated the HR Strategy Map (aligned to business strategy), conducted HR activity analysis and voice of the customer assessments and aligned results against HR best practices, designed the new HR service delivery model and associated process maps, and developed the implementation plan.
Business Strategy. Served as team leader for the design and implementation of the business strategy as part of the transition of a public sector (government) entity into a private enterprise. Met with Board and key stakeholders to develop the Strategy Articulation Map, detailed implementation plan, and overall success measures.
Finance Transformation. Served as team leader for the transformation of the Finance function for a leading financial services company. Scope included: design and implementation of a new Finance Service Delivery Model that focuses on efficiency and effectiveness of the Finance function’s key processes, the development of Finance cultural expectations, organizational design, Finance competency model, workforce planning, and the change management approach required for effective implementation.
HR Productivity Improvement/HR Cost Takeout. Served as team leader for a cost reduction/productivity improvement initiative for the HR function at one of the top retailers in the U.S. (with over $40 billion in revenue). Developed the HR success profiles, HR service delivery model, HR competency model, HR improvement portfolio, and HR performance measures. Team identified productivity improvements and cost savings of over $9 million.
HR Transformation/HR Productivity Improvement. Served as team leader for an HR transformation project for a Fortune 500 insurance company. Partnered with the SVP of HR and team to develop the Human Capital Strategy, HR organizational design, HR productivity improvement inventory, HR competencies, HR technology requirements, alternative training delivery models, and change management implementation. Team identified productivity/program improvements resulting in nearly $22 million in cost savings for the HR function.
Training/Education Insourcing Model. Served as subteam leader for the Training/Education Insourcing Model for one of the largest training and education centers in the world. Built the value proposition, defined the service offering and delivery model, and identified and contacted interested companies to insource training.
HR Strategy Framework/Workforce Planning. Served as team leader for the design of a Human Capital Strategy Framework aligned to corporate strategy for one of the largest retail companies in North America. Defined the value proposition, market differentiators, business imperatives, critical processes, and key metrics required to drive growth. Conducted interviews of a cross-section of key company stakeholders, facilitated focus sessions of functional leaders, and validated the strategy framework with the executive leadership team. Built workforce plan to deliver on the strategy.
Recruiting Reengineering/Diversity. Served as subteam leader for the reinvention of an enterprise-wide recruiting program for a Fortune 15 petrochemical company. Scope of program included: strategic staffing planning, applicant tracking system, corporate image campaign, standardized interviewing, best practices in recruiting, employee retention, and a targeted campus recruiting infrastructure.
HR Functional Analysis/HR Benchmarking/HR Technology. Served as project team leader for a comprehensive analysis of the HR function at a Global 1000 utility, including HR benchmarking, HR competency modeling, HR service delivery model design, HR technology audit, HR practices leading to greatest shareholder return analysis, and HR strategic initiative portfolio.
Strategy Articulation and Transformation. Developed the HR Strategic Definition Framework for one of the world’s leading construction service companies as part of an HR transformation initiative. Defined the HR value proposition, the business imperatives, the critical processes, the key performance accountabilities and HR’s competitive advantage.
HR Effectiveness/Talent Management. Served as team leader for a Board-driven HR functional improvement/talent management initiative (based on aging workforce implications) for a major utility. Partnered with the EVP-Administration and HR Leadership team to design the new HR service delivery model, conducted cross-organizational stakeholder interviews (including union), identified HR competencies required of new roles, and built the change management plan for effective implementation. Redesigned labor relations role to better align with overall labor relations strategy.
People Strategy/Post Merger. Served as team leader for a People Strategy/HR transformation project for a post-merger Global 1000 financial services company. Partnered with the SVP of HR and team to develop the HR strategy articulation map, HR activity analysis and service users’ assessment, HR service delivery model, and HR competency model.
Our experienced Change Management experts partner with you and your team to take a tools-driven, methodology-focused, and structured approach to managing organizational change by defining the scope of the change, evaluating the readiness for change and the people risks and barriers and by building mitigation steps, ensuring leaders are capable of leading change, moving the meter on key stakeholders, monitoring the change results against predefined metrics, and assessing and recalibrating to ensure sustainability of change.
St. Charles uses the Delta+® (Define, Evaluate, Lead, Track, and Assess) methodology, designed to integrate seamlessly with client methodologies and project plans (e.g., ERP, business transformation, merger integration, organizational design, etc.) – encompassing both the macro-organizational as well as micro-individual aspects of effectively managing change. The”+” in Delta+® represents our commitment to the client to train and develop their staff on change and tools, so as to effectively enable the client staff to lead future change efforts.
Our proprietary Delta+® change management methodology drive results through:
Sample Project Experience
Change Management/Technology. Served as team leader for the change management efforts associated with a process/systems implementation (Oracle) at the one of the largest private employers in North America. Focus areas included stakeholder analysis, employee engagement, job/organizational design, communication strategy, culture, training, and rewards.
Change Management/Technology. Served as team leader for the change management stream of work required for an implementation of a Customer Relationship Management (CRM) system for one of the leading suppliers of advanced information on insurance claims.
Change Management/Call Center. Served as primary advisor/coach for the change management stream of work required for an implementation of a new contact center/phone system for a leading financial services organization.
Change Management/Organizational Design Implementation. Served as team leader for the change management stream of work required for an implementation of a new organizational design for an IT Department at one of the largest retailers in North America.
Change Management/Methodology Development. Served as team leader for the design, development, and rollout of a Change Management methodology and corresponding tools for use by a professional services consulting firm. Methodology takes a data-driven and tools-based approach to mitigating people risks associated with organizational, technological, and individual change.
Change Management/Technology. Served as team leader for change management activities required for the design and implementation of an HRIS system for a global manufacturer. Project efforts focused on stakeholder analysis, communication planning, training, change readiness assessment, job impact analysis, and risks/barriers mitigation.
Change Management/Merger Integration. Served as team leader for the merger integration of HR processes and programs (including staffing levels, HR systems (PeopleSoft), selection process, organizational design, labor impacts, compensation design, merger communication strategy, retention, workforce reduction, and post-merger cultural and workforce issues) and development of the change management plan as part of an investor-owned utility merger.
Our experienced Talent Management experts partner with you and your team throughout the full employment lifecycle to create processes and programs that help you identify, attract, motivate, develop, and retain individuals capable of making a significant contribution to the organization’s success. HR professionals understand that a talent shortage is once again on the horizon – and proactive companies are mobilizing now. In addition, significant cuts in senior and middle manager roles have led to a heightened need for strategic succession planning.
The St. Charles approach to talent management and workforce effectiveness focuses on diagnosing critical workforce skills and competency gaps through strategic workforce planning, building HR programs to deliver on the business needs driven by talent shortage requirements, building the employee value proposition and employer brand, focusing on knowledge capture, knowledge transfer, and knowledge management, and by building the candidate sourcing pipeline and “re-sourcing” plans.
Additionally, we focus on the employee experience – through the design and implementation of strategically-relevant, performance- and rewards-driven human capital programs resulting in greater employee engagement and retention.
Lastly, from an employee development perspective, St. Charles focuses on building your staff’s internal consulting capability through defined competency models and assessment tools, internal consulting competency development programs, as well as hands-on project experience.
Our Talent Management/Workforce Effectiveness services drive results through:
Sample Project Experience
Talent Management/HR Effectiveness. Served as team leader for a Board-driven HR functional improvement/talent management initiative (based on aging workforce implications) for a major utility. Partnered with the EVP of Administration and HR Leadership team to design the new HR service delivery model, evaluate workforce planning approach, identify HR competencies required of new roles, and build the change management plan for effective implementation. Redesigned labor relations role to better align with overall labor relations strategy.
Workforce Transition/Business Integration. Served as project leader for the design of a workforce transitioning program (including staffing, selection, severance parameters, and strategic communications), which facilitated the consolidation of several subsidiaries of a major consumer products company ($18 billion). Developed and implemented a 30-60-90 day workforce transition strategy.
Business/Cultural Transformation/Talent Management/Performance Management. Served as team leader for the development of HR strategic programs designed to enable the business transformation for a Fortune 500 utility. Prioritized HR strategic programs included: an enterprise-wide competency model linked to company values, a high performance culture, talent management, workforce planning, and diversity efforts; a performance management system aligned to business goal attainment and competency proficiency; a workforce transition program designed to accommodate the skills tracking and movement of impacted workforce both within and outside of the enterprise; and a comprehensive change management program.
High Performance Culture. Served as project lead for an enterprise-wide cultural alignment assessment for a Fortune 500 services company. Assessed current cultural climate, identified human resource enablers and barriers, defined the future state cultural vision and conducted gap analysis. Process incorporated surveys, focus group sessions and executive interviews.
Multi-location Workforce Transition. Served as project lead for the workforce transition process for a major textile manufacturer. Transition required coordination over a multi-site, multi-state geography.
Career Mapping. Served as project lead for the development of an HR Career Map – aligned to the new service delivery model – for a leading energy service provider in Canada. Career Map tied to HR competencies, skills attainment, and experience track.
Our experienced Organizational Design experts partner with you and your team to apply a tools-driven, methodology-focused, and structured approach to organizational design – including leveraging strategy maps, organizational design principles, future state organizational modeling. In addition, we bring an expertise and point of view on team-based organizational structures, shared service model development, and building transition roadmaps required for effective organizational design. Our Organizational Design services include:
Sample Project Experience (in non-HR areas)
IT Organizational Design/Change Management. Team leader for the functional design and change management associated with rebuilding the IT function for one of the largest retailers in the US. Designed structural reporting relationships, IT competency model, IT job profiles, journey map, and risks/barriers analysis associated with major structural change.
Organizational Design/Services Company Set Up. Designed structure and developed change management initiatives necessary to launch a Services Company model for a post-merger utility as required by the Securities and Exchange Commission for compliance with the Public Utilities Holding Company Act (PUHCA). Project deliverables included services company organizational design, communication strategy, workforce transition plan, and people risks/barriers analysis. Viewed as industry best practice.
Call Center Design, Productivity Improvement, Attrition Cost Model, Onboarding Process Improvement. Engagement manager for the development of an attrition cost model and onboarding process design for a multi-state call center infrastructure at one of the largest retailers in the U.S. Project focused on reducing turnover and increasing productivity of call center employees. Estimated client savings of $5 million annually.
Team Effectiveness Assessment and Team Design. Subject matter expert for a productivity improvement study of the self-directed work team structure for one of the world’s largest diversified resources company. Productivity improvement outcomes included realignment of work teams and structural redesign, role definition and governance, incentive alignment, and management best practices.
Organizational Design and Recruiting Strategy. Project leader for the HR stream of work required for the design and implementation of a startup of a Regional Transmission Operator. Designed the organizational structure, developed the job profiles, HR policies, and designed/implemented a recruiting strategy.
Organizational Design/Leadership Competency. Project leader for the business strategy, organizational design (top three levels) and shared services model, and leadership competency prioritization for a Midwest-based residential care provider. Developed the Business Strategy Framework Map, prioritized organizational design principles and leadership competencies, developed Future State organizational model (including shared services structure), and implementation plan.
Our experienced Human Capital experts partner with you and your team to take a tools-driven, methodology-focused and structured approach to managing the people side of merger integration and consolidation – from front-end cultural due diligence to staffing and retention to workforce transition.
Sample Project Experience
Merger Integration. Served as team leader for the merger integration of HR processes and programs (including staffing levels, HR systems, selection process, organizational design, labor impacts, executive and broadband compensation design, merger communication strategy, retention, workforce reduction, and post-merger cultural and workforce issues) and change management plan as part of an investor-owned utility merger.
Merger Integration. Served as primary subject matter expert for the design of HR processes associated with the acquisition integration of two regional gas utilities. Developed the merger staffing/selection process, culture profile, organizational design, conducted human capital cost modeling, and designed the post-merger HR function.
Merger Integration. Designed an HR business plan and conducted a risk/barriers analysis for a multi-entity financial services industry merger. Plan addressed HR merger costing, communications strategy, change management, and cultural alignment.
Business Integration/Workforce Transitioning. Served as project leader for the design of a workforce transitioning program (including staffing, selection, severance parameters, and strategic communications), which facilitated the consolidation of several subsidiaries of a Fortune 500 consumer products company.
Post-Merger People Strategy. Team leader for a People Strategy/HR transformation project for a post-merger Global 100 financial services company. Partnered with the SVP of HR and team to develop the post-merger HR Strategy Articulation Map, HR activity analysis and service users’ assessment, HR service delivery model, and HR competency model.
Many organizations are in the process of reevaluating their approach towards business ethics and also in revisiting their codes of ethical conduct. When one considers the ethical breakdowns that have made national news over the last decade – which has resulted in a crisis in confidence among the public, shareholders, employees, and future hires – it is no wonder that companies have found a renewed interest in their ethical standards and development of a revised Code of Ethics.
St. Charles Business Ethics experts work with clients to evaluate and define company Codes of Ethics. As a first step in assessing an organization’s ethical framework, St, Charles uses the Collins Optimal Ethics System Check-Up Tool – a 76-item ethics benchmarking tool that assesses an organization across several key ethics areas, including:
The tool is administered either in hard copy or electronically to client executives and staff to establish a baseline of how the organization stacks up relative to each of these ethics categories. From these data, a detailed report is developed with recommendations on how to “move the ethics meter” at your organization. In addition, St. Charles partners with the client to develop (or enhance) the company’s Code of Ethics and to build the rollout strategy.
Lastly, St. Charles works with you to establish your Business Ethics training program, leveraging training materials from multiple sources, including the Business Ethics casebook co-authored by St. Charles Managing Director Tom O’Rourke, entitled “Ethical Dilemmas in Business.”