Case Studies - Proven Success

Macro Issue:  Strategic reconfiguration of departments.

Cause Analysis:  Depth Chart – Assessed current department head’s competencies compared to goals of department.   This was accomplished by comparing education, past experience, 360 Degree Evaluations to strategic needs of department.

Gap Analysis:  Department head’s missing competencies were detailed on a depth chart – Green meaning competent, Yellow meaning needs competency development, Red meaning not suited for position as stated.

Solution Implementation:  Either the department head was given educational support to correct competency deficiencies, or transferred to another department in which he/she was more suited.

Macro Issue:  Change operations model from a Non-Profit Configuration to a Business Model.

Cause Analysis:  Review of Financial Statements and Operational Integrity.

Gap Analysis:  Financial Statements showed deficit of over $600,000.  Non-Profit operations not sustainable, due to deficit and non-aligned strategies.  Review of workforce to operational needs proved that there was a larger FTE ratio to sustainable income.  Review of Job Descriptions were implemented and services reviewed for direct correlation to mission.

Solution Implementation:  New Mission Statement was developed that matched the needs of those served by the non-profit; austerity measures were implemented to reduce the deficit (which included reduction in workforce); departments were consolidated to match new outcomes developed from Mission Statement; and Job Descriptions were redesigned to match the new needs of each department to more efficiently serve the needs of its clients.

Macro Issue:  Diversity Initiative and Recruitment Process.

Cause Analysis:  Review of recruitment and hiring process showed a lack of diversified applicants applying for positions, and a lack of universal hiring methods used university wide during the hiring process.

Gap Analysis:  Recruitment process was decentralized, with no documented hiring process to follow by hiring managers; the Human Resources Department was not involved in the hiring process, except for paperwork; there was a documented lack of qualified diverse candidates; and the perceived competencies of those hired were not in line with the job description, due to a lack of proper vetting during the hiring process. 

Solution Implementation:  The Hiring Process was centralized using a HRIS/ATS system, bought after a thorough vetting process using  an RFP process (Request for Proposal).  All applicants were required to apply via online ATS (Applicant Tracking System) that vetted competencies in relation to the job description.  The HR Department directed the interview process (using Patterned Interview Guides), and increased the diversity of candidates by sourcing diversified community and national organizations.