A study for a financial
services institution to
determine advancement
opportunities for women
into senior management.

Results presented to the CEO whose goal was to take the lead in making opportunities for women more fluid.

      A corporate-wide study
to evaluate the initial
effectiveness of a Fortune
Top 50 company’s
Performance Management Process.

Suggested modifications for both the exempt performance management process and the non-exempt introduction. Results presented to the Vice Chairman and the Senior Management Committee and to all employees in the company magazine. The company prepared a video-taped presentation of the summary of findings for use in training.

      A comprehensive survey among 3,000 employees at a Fortune Top 100 Company’s Data Center.

The focal points were work values, attitudes overall, and communications. A key outcome was greater understanding of the factors effecting employees’ overall commitment to their jobs and their willingness to provide quality services to their "internal” customers.

      A study among employees of a Fortune Top 50 Company’s Computer Sciences Division.

The survey determined work values and their impact on the holding-back of “discretionary effort.” Used the study results to expand the menu of non-financial rewards, thereby retaining systems analysts who were being wooed by smaller start-up companies. Results were so positive that they were presented to the managers of similar information technology operations in competitive organizations.


      A “Quality Enhancement”
survey conducted for the
powertrain component
manufacturing division 
of a U.S. car company

Consultation provided for training, communications and attitude monitoring systems for their quality enhancement program.

      A large upward feedback
process for two divisions 
of a Fortune 25 company.

Used within a performance management evaluation system, ratings of supervisors were positioned in a peer normative base to provide management with direction for division-wide training and development efforts.

      Employee attitude studies
for all divisions of this large
U. S. home builder.

Each division conducts fully customized assessments of their work force for use in planning and development activities throughout the year.

      Development and conduct
of a Worldwide Employee
Survey program for a 
Fortune 25 company.

Instituted a survey-based organizational development process, used as part of this corporation’s newly adopted “Continual Quality Improvement” effort. All 51,000 employees participated in the survey, conducted in five languages and repeated every two years. Output is utilized in action development, strategic planning and change initiatives. Assignment called for integration of process and findings from company locations in the U.S., Europe, Central and South America, Africa, and the Pacific Rim.

      Development and delivery
of the “Managing Human
Resources” syllabus for
inclusion in a week-long 
top management seminar
conducted by a major U.S.
defense contractor.

The goal was to increase quality output through more effective management of the company's human “assets.” Repeated the seminar for three consecutive years.

      A series of benchmark and follow-up employee surveys with the major divisions of a major U.S. aerospace company.

The goal was to modify and install a “Total Quality Management” system. Over five years, created and led a “people management” skill development training course, as well as conducted consensus building and consulted on organizational design issues. Coached top managers regarding leadership style, influence strategy and the precepts of the management of quality processes.