A member of our team, Joe Leotta, was engaged with a small, entrepreneurial company located in New Jersey that markets its products direct-to-consumer. The company sources products overseas and depends on multiple self-developed/managed e-commerce platforms to market and sell its product lines.

The company lacked Human Resources systems and needed to organize its work rules, compensation structure and provide training to its associates.

Over the period of several months, Joe helped organize a pay-for-performance and associated performance appraisal system, developed an updated employee handbook and set up a methodology for performance improvement plans.

We also provided training for all employees in sexual and other forms of harassment. The management team was provided with training in supervisory skills, time management and delegation.

Individual performance issues were reviewed by our consultant and, where necessary, we provided individual counseling and executive coaching.

The results were numerous – the company is following a performance management program that identifies deficiencies and aims for improvement; disciplinary actions are being handled separately as they relate to work rule infractions; a key supervisor in the company emerged from mediocre supervisory performance to an effective manager; an executive coaching regimen with a problematic staff member helped to alleviate employee relations issues that were clouding performance potential the staff member achieved superior performance results.

The introduction and implementation of performance management tools has allowed management to convey its expectations and recognize areas in which specific job-related training is needed.

During this period, we also mentored a member of the management team to effectively function as the “de facto” Human Resources Manager. Our client is better for having engaged our expertise and support.

For a second client, a nonprofit located in New York City, the Board challenged management to develop a medical plan renewal strategy to save 15% over prior year’s costs. Management struggled with adhering to the Board’s directive and being fair to employees who could not afford to be burdened with additional costs.  After reviewing considerable pricing models that included changes in plan design and cost sharing, our consultant, Lynn Schott, came up with a solution that satisfied the both Board and management objectives. Another success story!

To learn more about how we can help you, contact us at info@lindenbergergroup.com or at 609-730-1049.