Aligning People Strategy with Organizational Strategy

Assessment, Strategy, Action and Results

Our Process

  • Eliminate immediate obstacles to focus and change
  • Identify the key drivers of organizational success
  • Evaluate the effectiveness of the HR leaders, staff, programs and systems
  • Restructure the HR function as necessary to drive organizational performance and committment
  • Measure results

Our Expertise

Twenty five years of involvement with people-related organizational issues enables us to see patterns, make connections and draw from a broad array of solutions. We have the hard-won advantage of seeing the results of hundreds of corporate interventions initiated by us and others. We are clear about the ingredients for excellence and success.  We understand that every situation is unique and requires creative and customized solutions.

Greg Gast is a Certified Management Consultant (CMC) and Senior Professional in Human Resources (SPHR) with experience as an HR executive, consultant and founder/owner of multiple professional services firms.

Strategy to Enhance Alignment and Improve Performance

We facilitate work sessions to clarify organization objectives and understand the drivers of success. Working with senior leadership and other teams, we envision the most powerful and satisfying work environment with which to achieve your objectives.  We identify the people, programs and systems which will best achieve performance and engagement.

Action Plans

Flowing from the assessment analysis, we select the critical elements of change required to embed the new ideology.  Some of the typical activities include education on values and behaviors, leadership development coaching, operational streamlining and revised recruitment and selection and performance evaluation processes.

Measurement for Results

Ultimately, an aligned Human Resource function will produce an engaged workforce with enhanced quality and increased profitability.  In order to track progress along that path, key performance indicators (KPIs) are selected and reviewed on regular basis.  This information is shared with the entire organization to develop awareness and focus on the journey to transformation.

Long-term care facility

While assisting with the merger of two long-term care facilities, we encountered several mid-level managers who were resistant to changes in their responsibilities and reporting relationships.  During the transition, we provided focused coaching to the individuals and their supervisors to facilitate their adjustment to the changed environment.  Over time, one of the managers came to trust and respect their new supervisor, grew to understand her role on the team and remained as a productive member of the organization.  The other manager determined that she was no longer a professional fit with the merged entity and decided to leave the organization.

Healthcare Provider

A Catholic hospital system was searching for a way to embed its stated mission and values into the daily work activities of its staff.  Our analysis revealed that most people were aware of the organization’s mission and values.  However, we discovered that the performance appraisal system limited the evaluation of employees to their technical competencies and their regulatory compliance while largely neglecting adherence to organizational values.

Consequently, we developed a multi-pronged approach which incorporated core organizational ideology into the performance management system, trained managers to hire and promote based on observable value traits and increased communication to staff about how acting on values enhanced patient and colleague satisfaction.  The result was that values became a common denominator for decisions and actions.  This system has been subsequently introduced to dozens of organizations from manufacturing to professional services who wanted to integrate values with operations.