Below are some examples of the challenges our clients have faced and the role(s) we took to helping our clients achieve success:
Assessment and Analytics
Making Informed Hiring Decisions
A company recognized that about three months after hiring new employees, both the employees and their managers were “surprised” that the employees struggled with certain aspects of their new jobs and fitting into the company’s culture. The company decided to supplement its hiring and selection process with personality assessments for their top candidates – administered by The Millinger Group. The company found that the insights gleaned from the assessment debriefs greatly enhanced their knowledge of their top candidates, improving their onboarding and eliminating the surprises.
Helping a Manager Lead His New Team Quickly and Effectively
A manufacturing company promoted one of its managers into a leadership role in which he would be leading people he had never worked with before. The Millinger Group was hired to use assessments as part of this transition process. We assessed the leader and his direct reports, and used the assessment results to develop customized insights and strategies for the various working relationships within the team. The entire group benefited from quickly understanding where their styles complemented—and potentially conflicted with—each other. This effort saved them at least six months of trying to get to know each other.
Identifying Which Employees are Best Suited to Take On Critical Roles
A company identified one of its senior-level managerial positions as being central to its ambitions both for today and the future. The Millinger Group was hired to develop a benchmark profile for this critically important role, and to assess existing and potential incumbents for their potential to succeed. We developed a custom benchmark profile, assessed individuals, and analyzed their profiles relative to the benchmark. As a result, we determined who was most closely aligned to the needs of the role both today and in the future. We also identified where the group has overall strengths and developmental needs. Each participant benefitted from receiving a personal report and debriefing, as well as coaching on specific areas for improvement.
Employee & Management Training
Training Employees to Sharpen Their Presentation Skills
A company recognized the need for its employees to up their game in presentation skills to differentiate themselves from their competitors in a crowded industry. They hired The Millinger Group to design and deliver training to equip the company’s employees with the skills needed to effectively present to both external and internal customers. Participants gained valuable presentation skills, peer feedback, confidence, and the voice they needed to knock their presentations out of the park!
Designing and Delivering an Inaugural Management Training Program
Like many fast-growing companies, a consulting firm had been promoting its employees into managerial positions based upon their technical skills, without training or tools around managing their people. They asked us to develop a training program to elevate the significance of the “people” part of their jobs. Our training centered around how to gain the trust of their direct reports, how to recognize and react to the needs of team members, and how to coach their employees. We also emphasized how the managers can themselves work as a peer group to help each other grow with these new skills within a safe environment.
Designing and Delivering a Training Program for New Supervisors
A manufacturing company recognized that it was promoting and hiring employees into front-line supervisory roles without giving them the proper “people management” training to succeed. It hired The Millinger Group to design and deliver a supervisory training program to eligible front-line supervisors from facilities all over the country. The success of the program exceeded expectations, with trained supervisors returning to the workplace excited and engaged – eager to apply the tools they acquired during the training. The program received special recognition by the company’s executive leadership.
Coaching Leaders to Collaborate Across Organizational Silos
A mid-sized company recognized that its functional leads had deep passion and skill in their individual areas of expertise, but lacked the ability to effectively collaborate with one another and focus on organization-wide wins. The company hired The Millinger Group to coach individual leaders on improving their collaboration. We took the approach of identifying the specific motivators, behaviors, and tactics that were critical to each individual leader – working 1:1 with each – which resulted in more fluid and efficient collaboration.
Preparing a Valued Manager to Step Into a Higher Executive Role
A company had identified a valued manager whom they wanted to promote to a senior managerial position. This next step was a big one for the manager and the company wanted to make sure it would be getting a big return on this investment. We were hired to coach this person to prepare him for the skills necessary to thrive in this next-level assignment. We initially conducted a personality assessment and gathered feedback from his current team and manager. We then coached him on specific elements of the new job that he needed to improve upon, meeting twice a month for nine months. He made tremendous strides, got the promotion, and is now doing very well in his new role.
Preparing a Valued Manager to Step Into a Higher Executive Role
A company had identified a valued manager whom they wanted to promote to a senior managerial position. This next step was a big one for the manager and the company wanted to make sure it would be getting a big return on this investment. We were hired to coach this person to prepare her for the skills necessary to thrive in this next-level assignment. We initially conducted a personality assessment and gathered feedback from her current team and manager. We then coached her on specific elements of the new job that she needed to improve upon, meeting twice a month for nine months. She made tremendous strides, got the promotion, and is now doing very well in her new role.
Designing Competitive Pay Ranges for Non-profit
A non-profit organization had a mix of hourly, administrative, and support employees with no framework in place for determining pay levels. They asked us to benchmark their pay relative to other organizations with whom they compete for talent. They also requested that we create a salary structure with competitive pay ranges so they can make more informed pay decisions and ensure they are compensating their people fairly and competitively. This also prepared them to inform employees what they could expect as pay increases upon promotion to another position.
Designing and Facilitating Manager Compensation Training
A global communications company was growing largely through acquisition and it needed to develop a framework for administering pay and career progression. It hired The Millinger Group to design career ladders and compensation training for its managers. A key part of this project was training managers to communicate pay decisions to their employees within this new framework.
Incentive Plan Update, Communications, and Employee Training
A global consumer products company had a management incentive plan that had a fairly complex design. Management wanted the incentive plan to be simplified and to be easily understood by participants. They hired The Millinger Group to lead an internal project team to update the incentive plan and improve communication. An integral part of this project was our developing hands-on presentations to plan participants, to ensure they understood how the updated incentive plan was tied to the business strategy and the types of actions and behaviors that the plan rewarded.
Acquisitions: Integrating Compensation Practices
A chemical company was acquiring a couple of new businesses with very different compensation cultures and practices. It hired The Millinger Group to ensure timely and effective integration of compensation practices. This included reviewing all of the acquired entities’ jobs for fit into the company’s pay structure. A critical part of this project was our designing presentations to the leadership of the acquired entities to ensure that they understood the differences in pay practices, decision-making, and the compensation culture.
Developing an Inaugural Performance Management Process
A boutique consulting firm lacked a process to measure its employees’ performance. They asked The Millinger Group to design an entire performance management process and build their skills in writing performance objectives that link to firm goals. We developed easy-to-use tools to assess employees’ behaviors and performance. The tools focused specifically on behaviors and results that the firm identified as critical to their success. We also trained all employees and the firm’s partners in implementing these efforts and provided oversight and feedback on how they were doing.
Identifying, Defining, and Measuring Ways of Working
Like many other brand-led companies, an organization wanted to make sure that all of its employees “walked the talk,” when it came to ways of working. Yes, it was easy for them to agree on the type of employee behaviors that represented their brand – but they were stuck on how to define and measure them. The Millinger Group helped them define Ways of Working that really resonated with employees and easily integrated into their performance management to promote dialogue, feedback, and improvements!
Developing Guidelines for Managers Conducting Talent Reviews
A global consumer products company had a framework for assessing talent, but found that actual use and implementation varied by business unit and location. The company wanted to ensure that the leaders who would be assessing talent were “speaking the same language” and calibrating their reviews across the organization. It hired The Millinger Group to make these improvements and to ensure that the leaders and managers were trained appropriately. Rona developed a talent-assessment toolkit and a training plan for managers that would help them be prepared for their talent-review meetings. The result was talent-review meetings that produced meaningful insights and improved talent decision making and mobility.
Launching Employee Engagement and Inaugural Engagement Survey
A global consumer products company had gone through leadership and organizational changes and wanted to get a baseline measure of its employee engagement. It hired The Millinger Group to lead an internal project team to successfully launch the organization’s inaugural engagement survey. Rona provided both strategic and executional guidance that included: selecting the survey vendor, consulting on the survey questions, defining the employee population, improving the results reports, and communicating to managers and employees. A key part of this project was our ensuring that employees were comfortable with answering the survey candidly and guiding managers on how to use and interpret the results.
Aligning Engagement Survey Results with Targeted Training Initiatives
The U.S. division of a manufacturing company had gone through a couple of cycles measuring employee engagement. It recognized that the time had come to turn its insights into action. HR management hired The Millinger Group to help them identify and deliver the training that their managers and employees needed, based upon the results of the engagement surveys. Rona identified and developed a focused training curriculum, which she tailored based upon the needs identified by the surveys, and she oversaw delivery of 37 sessions over an 18-month period. A key component of this project was our coaching other facilitators on how to effectively link the training to the engagement survey insights, in order to ensure meaningful takeaways and actions.
HR Strategy and Communication
Developing Framework for HR Function’s Strategy and Objectives
The Global HR department of a consumer products company wanted to bring its HR Leadership Team together to develop a 3-year strategy and annual objectives. They hired The Millinger Group to lead this process and to develop a framework for cascading the HR function’s objectives to every HR employee. The effort’s focus was to define what the HR function needed to do that would enable the business to achieve its 3-year strategy. The result was our identifying several talent initiatives that aligned with the business strategy – across the HR specialties. This included our taking deep dives into the specific work streams/timelines/owners for each of the talent initiatives. Each HR employee ultimately knew how he or she would be contributing to the success of the HR department, and to the successful implementation of the business strategy.