Human Resource Services: INTERIM GENERAL MANAGER & RECRUITMENT OF A PERMANENT GENERAL MANAGER

HUMAN RESOURCE SERVICES:

Interim General Manager & Recruitment of a Permanent General Manager

HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

BACKGROUND

- A metal fabrication WOFE located in Changzhou with a US parent was faced with a situation involving an ineffective General Manager
- EWA was engaged to:
  - Recruit and supervise an Interim General Manager
  - Identify, qualify and recruit a permanent General Manager

HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

APPROACH

Recruitment & Supervision of an Interim General Manager

- Preparation & alignment
- Selection
- On-boarding & engagement management

General Manager Candidate Criteria, Development & Assessment

- Hard & soft skills definition
- Individual interviews
- Selection of 3 top candidates

General Manager Candidate Due Diligence

- Determination of scope
- Desk-top audit & field research
- Forensic review
- Legal issues

General Manager Candidate Final Report

- Analysis, recommendation & rationale

HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

RESULTS

- Successful search to find a General Manager fitting a specific set of client requirements:
  - Integrity
  - Employee relations
  - Financial
  - Operational skills
- Six-week search resulted in:
  - 3 highly qualified referrals
  - 1 individual was hired
- Three months after the new GM reported to work:
  - Plant productivity increased from less than 55% to over 85% and rising
  - Staff productivity increased 15% in the same time frame
  - Customer complaints reduced to less than 1 per month (vs. 7+ over the previous 12 months)

Timely Topics To Drive Growth.

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OUR CLIENTS

accessdata

Adler Pelzer Group

Accuride

aseptia

alliance

amercable

americhem

anisa

calient

corning

chemco

climate-master

curtiss-wright

federal-signal

greenheck

flexco

gore

hilite

HJ-Baker

Icee

mascoat

merichem

micromeritics

nanotex

oerlikon

plasticolors

rudolf-group

silfex

sweco

tile-shop

tedia

titeflex

weber

Human Resource Services: Organizational Improvement Initiative

HUMAN RESOURCE SERVICES:

ORGANIZATIONAL IMPROVEMENT Initiative

HUMAN RESOURCE SERVICES: ORGANIZATIONAL IMPROVEMENT INITIATIVE

APPROACH

ORGANIZATIONAL ASSESSMENT

- 360° assessment of factors impacting performance
- Diagnostic individual & team structured interviews, which found:
  - Lack of trust
  - Hoarding of information
  - Lack of shared goals
  - Unacceptable individual & group meeting behavior
  - Conflicting perception of goals

ORGANIZATIONAL DEVELOPMENT

- Group behavior improvement
- Individual behavior improvement
- Interdependence

ORGANIZATIONAL DESIGN

- Revised organization structure & reporting processes
- Development & implementation of a new internal communications plan

HUMAN RESOURCE SERVICES: ORGANIZATIONAL IMPROVEMENT INITIATIVE

RESULTS

- Follow-up surveys (individuals & group) reported significant improvement:
  - Cooperation
  - Information sharing
  - General trust
- Dramatic improvement of key performance indicators (6 months later):
  - Time to market rate improved by 50%
  - Unwanted staff turnover was decreased by 15%
  - SG&A costs were reduced by 21% on an annualized basis
  - 18% reduction of inventory costs
  - Sales costs were reduced 14% due to improved expense controls

Timely Topics To Drive Growth.

Sign up for our webinars.

OUR CLIENTS

accessdata

Adler Pelzer Group

Accuride

aseptia

alliance

amercable

americhem

anisa

calient

corning

chemco

climate-master

curtiss-wright

federal-signal

greenheck

flexco

gore

hilite

HJ-Baker

Icee

mascoat

merichem

micromeritics

nanotex

oerlikon

plasticolors

rudolf-group

silfex

sweco

tile-shop

tedia

titeflex

weber

Human Resource Services: Organizational Development

HUMAN RESOURCE SERVICES:

ORGANIZATIONAL DEVELOPMENT

HUMAN RESOURCE SERVICES: ORGANIZATIONAL DEVELOPMENT

BACKGROUND

A US privately-owned manufacturer of semi-custom industrial conveyor accessories had experienced a severe decline in performance over the last 3 years and was also unprofitable for the last 2 years. EWA was engaged to develop solutions to improve organizational efficiency.

HUMAN RESOURCE SERVICES: ORGANIZATIONAL DEVELOPMENT

APPROACH

COMPREHENSIVE ORGANIZATIONAL ASSESSMENT

- Structured diagnostic interviews were performed with individuals, interdependent functional teams and department teams)
- Observations were conducted of department teams, cross-functional teams and senior management interaction and interdepartmental communication
- Information flow and reporting processes were also monitored

ANALYSIS OF INDIVIDUAL AND GROUP GOALS

- Assessment analysis identified several key issues which negatively affected the company’s organizational effectiveness including lack of trust, hoarding information, no shared goals, specific non-constructive meeting behaviors, and overlapping perceptions of individual roles

DEVELOPMENT OF CORRECTIVE ACTIONS TO INCREASE PERFORMANCE THROUGH IMPROVED INTERACTION

- Supporting groups and members to develop their interactive abilities, information sharing, trust and becoming more self-aware of their impact on others
- Working with individuals on negative behaviors, being a better observer of how others reacted to them and self-tallying instances of back sliding
- An internal event was conducted and all stakeholder viewpoints, inputs, finding and action steps were presented and discussed with the teams, new interaction norms were established and agreed and then teams were trained

HUMAN RESOURCE SERVICES: ORGANIZATIONAL DEVELOPMENT

RESULTS

- Company attained breakeven status at the end of the year
- Sales grew by 10%
- Time to market decreased by 50%
- 15% reduction in staff turnover