Performance Secrets of Winning
Companies
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435 Years of Research
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Performance and Talent Management Are Pivotal to
Drive Financial Performance
Shareholder
Growth
Financial Profit
Performance
Return
Company Strategy and Market Position
Alignment Enabler
Explains
15%
Requirement
Explains
85%
EXECUTION = PERFORMANCE
Motivation
x
Talent /
Competencies
Recruiting
(Buy)
x Organizational
Ability
Learning
(Build)
Bob Paladino
¾Lead Drs. Kaplan & Norton at the Balanced
Scorecard Collaborative in affiliation with
Harvard Business School; led winning programs
for Balanced Scorecard Hall of Fame Award and
APQC’s Best Practice Award
¾Dual MBA (Finance & Management) from The
Wharton Graduate School of Business
Quoted and published extensively in
leading journals
Author: Five Key Principles of CPM
Five Key Principles of Corporate Performance
Management – A #1 Best Seller
Award Winning Executive Shares Leading Edge Research and
Case Studies
Bob Paladino, CPA, MBA
Bob Paladino, Managing Partner
Bob Paladino & Associates, LLC
2543 Washington Road – Suite 910
Pittsburgh, PA 15241
O:412-833-9317, F: 412-220-2454
Email: bobpaladino@paladinoassociates.com
Visit our website www.paladinoassociates.com
Bob
Bob Paladino
Paladino &
&
Associates,
Associates, LLC
LLC
Bob Paladino & Associates, LLC
The Firm – A Snapshot
Consulting and Training
Representative Functions
Service Partners
(including all sub functions)
Services
¾
AICPA
¾
Strategic Planning
¾
CFO Magazine
¾
Planning & Budgeting
¾
Financial Executive International (FEI)
¾
Balanced Scorecard
¾
American Productivity & Quality Center
¾
Benchmarking
¾
American Strategic Management Institute
¾
Process Improvement
¾
Strategic Finance Magazine
¾
Six Sigma Green Belt
¾
¾
Knowledge Management
¾
Human Resources
¾
Finance
¾
Accounting
¾
Audit
¾
Supply Chain Management
¾
Strategic Planning
Business Finance Magazine
¾
Environmental, Health and Safety
¾
Better Management Inc.
¾
Information Technology
¾
The Conference Board
¾
Sales & Marketing
¾
Harvard Business School (HBS) Press
¾
Legal & Regulatory
¾
Motorola University - Six Sigma
Representative Clients, Group Study Partners:
Air Products, American Express, Anheuser Busch, Bank of America, BC Hydro, Baltimore Gas & Electric (BGE), Bonneville
Power Administration (BPA), Booz Allen & Hamilton, Canadian Customs and Revenue Agency (CCRA), Chrysler,
Consolidated Edison, Constellation Nuclear, Coors, Crown Castle International (CCI), Excelon, Federal Reserve Bank, First
Energy, Ford, GE Capital, Gillette, Johnson & Johnson, Houston Chronicle, Intercomp Technologies, Power Authority
(NYPA), PricewaterhouseCoopers (PwC), Proctor & Gamble (P&G), Progress Energy, Royal Canadian Mounted Police
(RCMP), RR Donnelly Publishing, Sara Lee, Saturn, Seagram’s, Sharp Electronics, Simon & Schuster, Sprint, Texas Utilities
(TXU), Tennessee Valley Authority (TVA), TRW, U.S. Army, Wind River, Verizon, Viacom, and Xerox.
7
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Starting a New Executive Role….
In 2001, CEO Crown Castle International invited me to establish a Global
Performance Office to direct global CPM efforts…. I had many questions:
¾
What are best practices for this new function?
¾
How did winning companies organize themselves?
¾
What are their core competencies?
¾
How did they achieve frame-breaking results?
¾
Many more questions……. so it was time to study the winners
“Only the fool learns from his own
mistakes, the wise man learns from the
mistakes of others.” - Otto von Bismarck
8
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
...Against a Challenging Landscape….
¾
The Telecom meltdown had begun, Crown customers were starting to consolidate and
capital markets were contracting.
¾
Booz Allen Hamilton - reported “European and North American CEOs topped the list of
involuntary exits.”
¾
Fortune - “If making the Fortune 100 best lists is an enormous accomplishment,
consider how tough it is to repeat the feat every single year. Just 22 companies have
appeared on our list every year since its 1998 inception.” The turnover is staggering.
¾
Kaplan & Norton – “9 out of 10 Companies Fail to Implement Their Business Strategies”
¾
HR Magazine – “Executives are expected to demonstrate results faster than ever
before; CEO, CFO, COO, and CIO turnover has accelerated rapidly in the past few
years”
9
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
…Posed the Question…..
“What do Malcolm Baldrige Quality Award, Global
Balanced Scorecard Hall of Fame Award, Sterling Award,
Deming Award, Fortune 100 Best Company Award and
APQC Award winning enterprises all have in common?”
“Man’s mind, stretched to a new idea, never goes back
to its original dimensions”
– Oliver Wendell Holmes
10
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
...Commenced Research on Winning Organizations….
Participated with executives and leaders from dozens of leading organizations that
included Balanced Scorecard Hall of Fame, Baldrige, Sterling, Fortune, and
APQC Best Practice Partner Award winners; research projects and clients
included:
¾ Commercial Performance Management Consortia Best Practice Project
¾ Government Performance Management Consortia Best Practice Study Project
¾ Kaplan and Norton’s Office of Strategic Management Study (OSM) Group
¾ Customer Relationship Management (CRM) Consortia Best Practice Study
Project
¾ Knowledge Management (KM) Consortia Best Practice Study Project
¾ Best Practice Sharing Consortia Study Project
¾ Numerous high performing companies and divisions
11
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
…. Gained Exposure to Top Leadership Thinking…
„
National Malcolm Baldrige Quality Award winners who have out performed
their peers in many performance categories including Medrad, Boeing,
Bronson Methodist, Motorola, and City of Coral Springs Florida (Sterling State
Award).
„
American Quality & Productivity Center (APQC) Best Practice Partner
Award winners including Hilton Hotels, TVA, Bank of America, Jet Blue,
Saturn, American Red Cross, Florida Department of Health, and LL Bean.
„
Global Balanced Scorecard Hall of Fame Award winners including U.S.
Army, Crown Castle International, Canon, Ricoh, Royal Canadian Mounted
Police (RCMP), Serono, Tennessee Valley Authority (TVA), and KeyCorp.
„
High Performing Enterprises including Marriott, Raytheon, Siemens, Sprint
Nextel, Anheuser Busch, First Energy, Hearst Publications, LB Foster,
Bonneville Power Administration (BPA), Federal Reserve Bank, and M7
Aerospace.
Book Royalties Will be Shared to Fund Tower of Voices Flight 93 Memorial
12
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
…. Learned “5 Key Principle” Organizations Demonstrate
Consistent Winning Earning Multiple Awards.
Enterprise
(alphabetical order)
Balanced
Scorecard
Global Hall
of Fame
Award
(Kaplan &
Norton)
APQC
Best
Practice
Award
U.S. President
Malcolm
Baldrige
National
Quality Award
Governor
Sterling
Quality
Award
Deming
Award
Fortune
100 Best
Companies
to Work
For Award
American Red Cross
2 times
Bronson Methodist Hospital
3 times
City of Coral Springs
Crown Castle International
2 times
Florida Dept of Health
Hearst Publications
(Houston Chronicle)
KeyCorp
LB Foster Company
Medrad
Raytheon
2 times
Ricoh
Serono International
Forbes
Award
Sprint Nextel
Tennessee Valley Authority
“I'm against a homogenized society, because I want the cream to rise.”
13
© Copyright 2007 Bob Paladino & Associates, LLC
- Robert Frost
Bob Paladino &
Associates, LLC
Award Winning Case Organizations
Royalties Will be Shared to Fund Flight 93 Memorial
14
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
A Great Deal of Interest in Leadership:
#1 of 1,621 “Management & Leadership” Titles
Royalties Will be Shared to Fund Flight 93 Memorial
15
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
“Five Key Principles” Containing Over 30 Best Practices Provides the
Framework to Accelerate Performance
16
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Agenda – Two HR Case Studies
Crown Castle International
„
„
Hearst Newspapers
Company Profile
Review CCI BSC Program
„
HR’s Critical BSC Role
„
Learn How the BSC Integrates
„
Company Profile
„
Review HR Strategy Map, From
Traditional to Strategic HR
with Best Practices and
Knowledge Management
„
Case: Implementing workflow
„
Learn how HR BSC Links to Six
Sigma Projects
17
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Crown Castle International Used the Balanced Scorecard to Drive
Significant Value Across Four Perspectives
• Stock price increased from $1 to $30 on the NYSE, beating all market
indexes
• Improved cash flow by over $500 Million in one year
• Increased customer satisfaction by over 25%
• Reduced order to cash cycle time by over 75%
• Knowledge management (KM) provided global library of best practices
• Six Sigma black and green belt programs brought in over $300 million in
cash
18
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
CCIC Strategy Map – Four Major Themes
Financial Perspective
Maximize Shareholder Value
Grow Organic Revenue
Increase
BBEs
Increase
Pipeline
Optimize Capital
Expanding Recurring Revenue Margins
Increase
Recurring
Revenue
Reduce
Operating Costs
Expand Revenue (Adjacencies)
Increase
Installation
Margin
Reduce A/R,
Unbilled and WIP
Expand Revenue
Around Assets
Customer Perspective
Meet Time
Commitments
Customer
Relationship
Price
Quality
Internal Perspective -Operational Excellence
Reduce Negative
Tower Margin
Accelerate Application to
Rent Cycle Time
Preserve Land
Leases on
Strategic Towers
Manage Projects
Timely, Accurately &
Profitably
Increase
Understanding of
Assets
Update Drive Test
Data
Resolve
NOTAMs
Timely
Reconcile
Rent Rolls
Learning & Growth Perspective- Emulate Fortune’s 100 Best Companies
Improve Employee
Satisfaction
Align Organization
with Strategy
Improve Global
Knowledge
Management
19
Implement
World Class PM
System
Improve Alignment of Applications
to Processes
© Copyright 2007
Bob Paladino & Associates, LLC
Promote Career
Development
Bob Paladino &
Associates, LLC
Cascading BSC 5 Levels Deep; Aligning Employee Talents
Global Balanced Scorcecard Report Heirarchy
Level 1
CCIC Corporate & Board
Board & Corporate
Level 2 Country Level
Level 3 Area Level
Level 4 District Level
Level 5 Position
CCA
CCUSA
CCUK
Great Lakes
Carolina
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
District
South
Central
West
Northeast
Florida
North
District
District
District
District
Midlands
District
District
District
Southeast
District
District
Southwest
District
District
Telecom
NOE
Personnel
Personnel
20
© Copyright 2007 Bob Paladino & Associates, LLC
Personnel
Bob Paladino &
Associates, LLC
Improving Human Capital Through COE
21
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Scorecard Links with Benchmarking, Annual Incentive Plan,
Recognition Plan and Job Descriptions – Let’s Review One by One
22
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Scorecard Links with Benchmarking, Annual Incentive Plan,
Recognition Plan and Job Descriptions – Let’s Review One by One
23
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Benchmarked “District” and “Area” Teams Finish with Olympic
Gold, Silver and Bronze Positions in the Monthly Race
24
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
The Gold, Silver, Bronze District Race Has Increased
Focus and Performance Recognition
Top 3 Districts
Balanced Scorecard Measure
Financial
Gold
S1.0 EBITDA $
S1.1 EBITDA $ Per Employee
S1.2 % Tower Gross Margin
S3.0 % Service Gross Margin
S4.0 % Rental A/R > 90 days
S4.1 % Service A/R > 90 days
Tower Operations Cost as % of Tower
S6.0
Revenue
Service Operations Cost as % of Service
S6.1
Revenue
S6.2 G&A as % of Total Revenue
Silver
Bronze
Greensboro
Pittsburgh
Eastern Tennessee
Greensboro
Philadelphia
DC Baltimore
South Alabama
Greensboro
Eastern Tennessee
North Alabama
Bay Area
Western Tennessee
Greenville
Central California
Arizona/San Diego
South Central Texas
Southwest Rocky Mts
Arizona/San Diego
South Alabama
Greensboro
Eastern Tennessee
North Alabama
South Florida
Bay Area
East Georgia
Western Tennessee
East Florida
Locations for illustration purposes only
25
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Teams Win BSC Olympic Gold, Silver and Bronze Winners GSA are
Linked to Human Capital’s New Crowning Achievement Nomination
Program
• Crowning
Achievement
Nomination Form
• Dinner or lunch
ceremonies
• American Express,
Crown Castle
Store
• Traveling Trophy
• Olympic
Certificate
• Signal Story with
pictures
26
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Crowning Achievement Nomination
Nominate an Entire District Western Kentucky Team
27
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Quarterly/Annual Recognition Nomination
Nominate Individual Ashley C. in Customer Service
Name of Nominee
Ashley C
Nominee’s Title
Sales Manager
Area/Department
Gulf Stream
Nomination Category
Supervisor’s Name
Timothy F
Supervisor’s Title
VP Sales
Description of Achievement
Leadership
Financial Performance
Operational Excellence
Customer Service
Nominated By:
Shannon C
In the GSA 2Q customer satisfaction survey, Ashley C was specifically recognized as a Crown Castle employee who
continually provided outstanding service. She was noted as responsive, professional and a good problem solver. Below
are a few comments contained in the survey:
• Ashley C is my account rep and no matter what our issue is she gets back to me immediately and we put a plan
in place to resolve the issue in a timely manner.
• Ashley C & J Williams are ALWAYS very helpful
• Ashley C is very good at problem solving and giving her clients what they need. Her personality shines and she
has exceptional people skills.
• It is always a pleasure to work with Ashley C and the entire licensing staff in the Charlotte, NC office.
• Ashley C and Brian P are great reps of Crown
• get more people like Ashley C!!!!!
• Excellent response from Ashley C and Jad D
• Ashley is always very professional and really Jane on the spot when I have questions or issues with other areas
within Crown that I need help with.
• Ashley is great
As the above customer comments reflect, Ashley’s demeanor and outlook directly contributed to the GSA customer
outlook which translated into the outstanding ratings received on the customer satisfaction survey. Specifically, the
C01.0-Relationship and C04.0-Accuracy measures where above 5 ratings were achieved: 5.04 & 5.08 respectively.
Title:
Performance Manager
Area/Functional Department Approval:
Date:
Committee’s Comments and Approval:
28
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Scorecard Links with Benchmarking, Annual Incentive Plan,
Recognition Plan and Job Descriptions
29
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Scorecard Links with Benchmarking, Annual Incentive Plan,
Recognition Plan and Job Descriptions – Let’s Review One by One
30
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Case
Position Objective Matrix to Assign Accountability for Bonuses
31
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Revisiting Four Types of Targets Which Impact Bonuses
1.
Top-down targets
¾
2.
Benchmark targets
¾
3.
Targets are set to match competitive, best-in-class, or market-driven
performance levels. These targets are typically for measures that follow from
the business strategy, such as price position, market share or industry
leadership.
Rate of improvement targets
¾
4.
Targets are established or directly derived from goals set at the top of the
organization or at the shareholder level. These types of measures are typically
financial.
Targets are derived from a desired rate of improvement and might be calculated
by computing annual performance necessary to reach an identified performance
level. Target setting for measures of quality, time or service levels can
generally be derived in this manner.
Experiential targets
¾
Certain measures will be new to an organization and a sufficient base of
experience does not exist to establish targets. In this case, measures are
tracked and discussed as part of the management process until sufficient
experience is gained to establish targets.
32
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Annual Bonus Calculation Worksheet Described
(numbers are illustrative)
1. Bonus range
multiplier .5x
to 1.5x of Base
Salary
2. Performance
Zone, Company
BSC Financial
Result Multiplier
3. Individual
Non Financial
BSC Measure
Performance
Multipliers
4.
Multiplication
results from
sections 1-3
33
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
CCIlink , Crown’s KM System to Help Employees
Capture and Reuse Intellectual Property (IP)
34
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Recognizing People, Crown in the Press
35
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
CCIlink , Employees Reuse “Gems”
9
9
9
9
Links to Functional Departments,
New Products and Services (WBB)
9
National Sales Contact.
Click on it and it opens an
email.
Active MLA & Related Documents
(i.e. Abstract and Lic.Templates)
Master Service or Construction
Agreements (if applicable)
Other Critical Documents (if
applicable)
36
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Agenda – Two HR Case Studies
Hearst Newspapers
Crown Castle International
„
Company Profile
„
Review CCI BSC Program
„
HR’s Critical BSC Role
Traditional to Strategic HR
„
Learn How the BSC Integrates
workflow
with Best Practices and
Knowledge Management
„
Company Profile
„
Review HR Strategy Map, From
„
Case: Implementing
„
Learn how HR BSC Links to Six
Sigma Projects
37
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Human Resources Strategy Map (v1.4)
Adding Value to Houston Chronicle as a Strategic Partner
Perspectives
Build & Strengthen Relationships
Secure the Base
C1-Provide efficient, effective high quality service:
Internal
Customers/
Constituents
C1.1-Senior Level Partner
C1.2-Employee Level
C1.3-Government Agencies C1.4-Shared Services
C1.5-Hearst Production Center
C2-Provide strategic role
and leadership skills to
help functions build
revenue and readership
F2-Partner to
generate six sigma
program revenue
and savings
I5-Identify high
performing staff and
deliver skills training
they require to
succeed
I1-Improve efficiency and effectiveness of
internal HR processes
Automate High Priority HR Processes:
I1.1-Compensation I1.2-Recruitment
I1.3-Health & Safety I1.4-Employee Relations
I1.5-Training & Dev. I1.6-Security
I1.7-Environmental I1.8-Contract
Administration
I1.9-Legal Services I1.10-Emp. Communications
I1.11-Parking Services I1.12-Janitorial Services
I1.13-Risk Mgmt.
I8-Facilitate
Cross
Functional
Problem Solving
Teams
I4-Align
Compensation/Rewar
ds with skills we need
to succeed
I7-Build Problem
Solving [Six Sigma]
Organizational
Competency
I3-Provide
Organizational
Design Services
I2-Provide Services that Enrich Work/Life Balance and
Increase Retention
HR People
and
Innovation
P1-Develop
future HR
leadership
Grow the Business
C3-Provide Business
Improvement
Services
F1-Demonstrate our value through efficient service
delivery
HR
Financial
Internal HR
Processes
Theme 3
Theme 2
Theme 1
P2-Cross Train HR
Professionals to Become
Business Advisors
38
© Copyright 2007 Bob Paladino & Associates, LLC
I6-Partner
with
Functions to
Identify Issues
for Resolution
P3-Demonstrate HR
knowledge of
business issues&
Paladino
Bob
Associates, LLC
Note: Objective owners and candidate measures could change once objective descriptions are developed
Theme 1 - Secure the Base
Theme 1 Objectives
I1- Improve efficiency and
Objective Description
Objective Owner
HR must move from a
effectiveness of internal HR
transactional focus to a strategic
processes.
focus, automating work processes
Candidate Measures
a.
Cycle time for each process
b.
Cycle time for internal
customer defined process that
throughout the division to
Automate HR Processes:
might span multiple HR
encourage all staff to recognize
processes (e.g., job posting to
I1.1 Compensation
and embrace their role in actively
I1.2 Recruitment
rolling out initiatives that
position filled, or first day, or
streamline processes, encourage
first pay check)
I1.3 Health & Safety
growth and development in
I1.4 Employee Relations
become internal consultants and
I1.6 Security
business partners to the
I1.7 Environmental
c.
staffers across divisions and
I1.5 Training & Dev.
Quality of new hires (6 mo
review)
d.
% of processes using
electronic workflow with Six
organization.
Sigma principles
I1.8 Contract Admin.
e.
I1.9 Legal Services
% of processes e-enabled for
employee self service
I1.10 Emp. Communications
f.
Cost / transaction
I1.11 Parking Services
g.
Productivity measures such as
I1.12 Janitorial Services
#outputs/ FTE (vs
I1.13 Risk Management
benchmarks)
I2-Provide Services that
Enrich Work/Life Balance
and Increase Retention
Targets
HR must ensure that all
Retention Rate (hi potential and hi
interaction with staff members
performing employees)
leaves a positive, professional
Culture survey of employees
impression by 100%
# of people been able to re-recruit
engagement in service.
39
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Initiatives
Manual HR Change of Status Process
Process
Boundary
Budget
System
Calendar
Initiator
Payroll
System
Paper Change of Status
Process
1st & 2nd
Approvers
Performance
Review
System
HR
Approver
Org Chart
System
Filing
40
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Automated HR Change of Status Process
Budget
System
Process
Boundary
XML
Initiator
Payroll
System
Electronic Change of Status
Process
Performance
Review
System
1st & 2nd
Approvers
ODBC
Org Chart
System
Web
Directory
HTTP
Jet/
ODBC
LDAP
Import
Active
Directory
HR
Approver
Filing
41
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Human Resources Strategy Map (v1.4)
Adding Value to Houston Chronicle as a Strategic Partner
Perspectives
Build & Strengthen Relationships
Secure the Base
C1-Provide efficient, effective high quality service:
Internal
Customers/
Constituents
C1.1-Senior Level Partner
C1.2-Employee Level
C1.3-Government Agencies C1.4-Shared Services
C1.5-Hearst Production Center
C2-Provide strategic role
and leadership skills to
help functions build
revenue and readership
F2-Partner to
generate six sigma
program revenue
and savings
I5-Identify high
performing staff and
deliver skills training
they require to
succeed
I1-Improve efficiency and effectiveness of
internal HR processes
Automate High Priority HR Processes:
I1.1-Compensation I1.2-Recruitment
I1.3-Health & Safety I1.4-Employee Relations
I1.5-Training & Dev. I1.6-Security
I1.7-Environmental I1.8-Contract
Administration
I1.9-Legal Services I1.10-Emp. Communications
I1.11-Parking Services I1.12-Janitorial Services
I1.13-Risk Mgmt.
I8-Facilitate
Cross
Functional
Problem Solving
Teams
I4-Align
Compensation/Rewar
ds with skills we need
to succeed
I7-Build Problem
Solving [Six Sigma]
Organizational
Competency
I3-Provide
Organizational
Design Services
I2-Provide Services that Enrich Work/Life Balance and
Increase Retention
HR People
and
Innovation
P1-Develop
future HR
leadership
Grow the Business
C3-Provide Business
Improvement
Services
F1-Demonstrate our value through efficient service
delivery
HR
Financial
Internal HR
Processes
Theme 3
Theme 2
Theme 1
P2-Cross Train HR
Professionals to Become
Business Advisors
42
© Copyright 2007 Bob Paladino & Associates, LLC
I6-Partner
with
Functions to
Identify Issues
for Resolution
P3-Demonstrate HR
knowledge of
business issues&
Paladino
Bob
Associates, LLC
Direct Marketing Team Charter
43
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Direct Marketing Revenue
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
$8,184,525
55.05 %
Increase
$5,278,732
Year 1
Year 2
Yr 1 vs Yr 2
44
© Copyright 2007 Bob Paladino & Associates, LLC
Bob Paladino &
Associates, LLC
Thank you!
Questions?