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Pharmavite LLC
High-quality manufacturer of Nature Made® vitamins and
minerals, SAM-e, Nature’s Resource® herbal products and other
supplements designed to promote health
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With the senior leadership
team, developed a reward strategy that focuses on business
results and helped move the business forward.
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With a cross-functional
design team of managers and supervisors, developed a
performance-management program for all employees, including
cascading goals, competencies, and development. Designed a base
pay increase methodology for all employees, focusing on an
individual’s value added to the organization. Implemented a
process for performance management focused on accountability.
Enhanced communications of the company-wide incentive plan.
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With a different
cross-functional design team of managers, developed a base pay
structure of bands that communicates the competencies required
for each band and provides competitive base pay levels (market
references).
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With a diagonal-slice design
team of employees and managers, developed a recognition and
celebration program that reinforces contributions to the
business and Company values and provides a variety of ways to be
recognized by both leaders and fellow employees.
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With a team of senior human
resources and organizational effectiveness leaders, developed a
human resources and organizational effectiveness strategy that
closely aligns with business direction and reflects
leader/employee needs, compares future state and current state,
and outlines short- and long-term plans and evaluation measures.
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Leadership views performance
management program as an integral part of the Pharmavite’s
business processes by serving as a key communications vehicle
and a way that the Company has enhanced business results.
Employees report satisfaction because they understand the
organization’s goals and how they contribute to the
organization, get regular performance feedback, and participate
in the process.
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Pinnacle West Capital
Corporation (Arizona Public Service)
Fortune 600 electric utility in southwestern U.S.
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Developed officer total pay
program including base pay and short- and long-term incentives
including the use of equity devices.
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Developed performance share
and performance-accelerated stock option plans consistent with
focus on long-term growth and performance.
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Designed a stock ownership
incentive for enhanced alignment with shareholders.
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Designed a market-based base
pay program to deliver competitive total cash compensation
opportunities.
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With the board and
executives, developed measures and goals to align officer team
with shareholder performance objectives.
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Communicated effectively
with board and executive management.
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For 5 years, have provided
continuing updates of program including plan design and
competitive analysis.
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Blue Cross and Blue Shield
of Arizona
Award-winning Blue Cross and Blue Shield Plan
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For 20 years, have helped
BCBSAZ evolve compensation programs for executives, managers,
and employees as business needs and directions have changed.
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Developed one of the first
employee incentive plans that is still effectively focusing
employees on quality and business goals.
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Developed a program for
telephone customer service representatives that reduced turnover
and helped keep skilled talent working on the phones—career
ladders, team incentive, and recognition.
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TriWest Healthcare Alliance
One of the 10 largest U. S. Department of Defense contractors;
provides access to cost-effective, high-quality health care to
active and retired uniformed service members and their families
since 1996.
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With senior leadership and
the board of directors, developed and continue to update an
integrated reward strategy that has evolved as TriWest
experienced significant expansion (hypergrowth) with its latest
DoD contract.
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Worked with leadership and
the board since TriWest’s inception in developing and evolving
variable compensation plans—company-wide plans, project
incentives, and incentives for particular employee groups—that
communicate and focus people on beneficiary service and
satisfaction, meeting the DoD requirements for service, and key
business results.
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With the board since the
Company’s inception, have developed and refined reasonable
executive compensation programs aligned with business goals, DoD
requirements, and beneficiary service for the shorter and longer
term.
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With a diagonal-slice design
team of employees and managers, developed a recognition program
grounded in beneficiary service because of TriWest’s strong
belief in its mission of superior customer service to those who
are or have been in harm’s way.
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Andersen Corporation
(Andersen Windows)
Major manufacturer of wood windows and doors
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With a senior leadership
team, developed a strategy for terminating and replacing the
piece-rate incentive plan that had an over 50-year history in a
very large manufacturing facility because it was no longer
consistent with the move to lean manufacturing and continuous
improvement.
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With a design team that
comprised of managers at the start and evolved to a combination
of managers and associates, developed a base pay and lump-sum
payment program that focuses on behaviors consistent with lean
manufacturing to drive improvement in quality and safety.
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The Permanente Medical Group
A large medical group operating at multiple hospital medical
centers and outpatient facilities
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With the board of directors,
developed a performance-based total cash compensation strategy
for all types of physicians to focus on key success factors
necessary for long-term organizational viability.
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With the board, developed
market-competitive base salary based on sustained performance
over time, variable pay based on individual and team performance
on key metrics (patient satisfaction, quality,
productivity/efficiency, and service to the physician
community), and an implementation strategy over a few years to
change the compensation opportunities of different groups of
physicians.
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Conducted three sets of
focus groups with physicians at multiple sites to communicate
(1) the new compensation strategy and the business case for
changing compensation for input from the physicians, (2) a
preliminary draft of the compensation design for input from the
physicians, and (3) the final compensation program.
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Solectron California
Fortune 500 high-tech manufacturing company and 2-time
Malcolm Baldrige winner
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Developed and implemented a
team-based variable pay system for teams.
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Team pay focused on customer
goals and improvements in quality and productivity.
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Design process involved the
leadership team and input from team members.
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Already strong performance
improved to significantly higher performance levels during the
four years following team pay implementation.
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Monsanto Company: Protiva
Business unit of Fortune 500 agricultural biotechnology
company
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Designed and implemented a
competency pay system to change people's focus to one of growth,
development, and performance.
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In less than five months, a
high-involvement team developed a practical competency model, a
developmental feedback system including multisource feedback,
and a base pay system linked to competency growth and added
value.
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Pay system provided the
foundation and role model for competency pay in this and other
global companies.
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UCLA Medical
Center
Leading teaching and research tertiary care healthcare
organization
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Developed a team-based
variable pay plan for union and nonunion workers.
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Team-pay system improved the
ability of the teams to set and achieve key goals aligned with
key organizational objectives.
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During the four years after
plan implementation, the organization reports improved team
performance, better quality goal setting, and a greater
understanding of the overall goals and objectives of the
organization.
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Giant Eagle, Inc.
Major eastern U.S. grocery chain employing over 30,000 employees
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Developed incentive plan for
unionized store employees to gain commitment to customer
satisfaction, sales, and cost.
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Designed measures and goals
that can be applied at the individual store level and that
justify cost/benefit of paying incentives for performance.
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Integrated incentive plan
into Company customer satisfaction initiative to ensure
alignment of workforce with key measures and goals.
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Developed negotiation
strategy with union for acceptance and implementation.
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Aligned unionized and
nonunion workforce throughout all stores.
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