arrHitInfo=new Array("000,20,1,28,1,31,1,38,4,39,4","10,14,1,38,1,39,1","100,20,1","10k,38,2,39,2","12,14,1,38,1,39,1","13,8,1,14,1","15,26,1,38,2,39,2","16,14,1","1608,1,1,17,1,23,1","17,30,1","1705,1,1,23,1","18,28,2","1825,30,1","1959,8,1","1984,8,1","1994,27,1,38,1,39,1","20,31,2","200,38,1,39,1","2000,8,1","2001,38,1,39,1","2004,38,1,39,1","2005,1,1,2,1,3,1,4,1,5,1,6,1,7,1,8,1,9,1,10,1,11,1,12,1,13,1,14,1,15,1,16,1,17,1,18,1,19,1,20,1,21,1,22,1,23,1,24,1,25,1,26,1,27,1,28,1,29,1,30,1,31,1,32,1,33,1,34,1,35,1,37,1,38,1,39,1","2006,1,1,2,1,3,1,4,1,5,1,6,1,7,1,8,1,9,1,10,1,11,1,12,1,13,1,14,1,15,1,16,1,17,1,18,1,19,1,20,1,21,1,22,1,23,1,24,1,25,1,26,1,27,1,28,1,29,1,30,1,31,1,32,1,33,1,34,1,35,1,37,1","202005,36,8","204,1,1,17,1,23,1","20article,38,4","20model,36,8","20strategy,36,8","2121,38,1,39,1","21st,20,1","25k,38,1,39,1","28th,38,1,39,1","300,14,1","360,6,1,7,2,8,1,11,1,14,2,26,1,28,1,29,1,32,2,33,1,34,1,35,3,37,1","360degree,35,1","3rd,20,1","40,27,1","436,38,2,39,2","450,38,1,39,1","4800,38,1,39,1","4808,38,1,39,1","50,31,1","500,31,1,38,1,39,1","529,1,1,23,1","5953,1,1,23,1","5th,20,1","650,38,1,39,1","760,1,1,23,1,38,2,39,2","858,1,1,17,1,23,1","90,11,1,14,1","92007,38,1","92054,1,1,23,1","abilities,1,1,8,1,15,1","ability,1,4,7,2,8,1,10,3,14,1,31,1,37,2,38,1,39,1","able,7,1,8,1,14,2,32,3,37,4,38,1,39,1","absenteeism,38,1,39,1","academic,4,1,16,1,29,1","accelerate,31,1","accelerating,32,1","access,38,1,39,1","acclaimed,31,1","accomplished,38,1,39,1","according,38,1,39,1","accurate,10,1,37,1","achieve,1,2,6,1,7,1,13,1,28,1,37,1","acquired,10,1,14,2","acquisition,28,1","acquisitions,14,1","across,1,1,3,1,4,1,7,2,14,1,15,1,25,1,37,2","action,5,4,8,2,10,2,14,8,20,1,32,1,37,1","actionable,11,1,14,1","activities,10,1,29,1,37,1","acumen,7,1,10,2,14,3,32,1,37,2","adaptive,6,1","add,38,1,39,1","added,38,2,39,2","addition,14,1,29,1,30,1","additional,38,1,39,1","additionally,10,1,14,3,32,1","address,14,1","addressed,14,1","addresses,10,1","addressing,32,2","adept,30,1","adequately,38,1,39,1","administered,10,1,14,2,32,1","administration,27,1,28,2","advancement,38,2,39,2","advantage,32,1","advertising,38,1,39,1","advice,14,1","advise,32,2,37,2","advising,27,1","aerospace,26,1,28,1","affect,18,1","agencies,25,1","agility,6,1","aguinis,20,1","airport,27,1","align,31,1","aligned,1,1,7,1,14,1,15,1","aligning,10,1","alignment,1,1,3,2,6,1,7,12,8,1,10,1,11,1,13,1,14,1,15,1,18,1,20,1,30,1,32,1,33,2,34,1,35,1,36,1,37,4","allen,20,1","allowed,11,1,14,1","allows,22,1,26,1","along,5,2","alternate,31,1","although,7,1,14,1,32,1","always,25,1,38,1,39,1","americas,20,1","amn,37,1","among,7,1,37,1,38,1,39,1","amount,10,1,11,1,14,2,38,1,39,1","amp,2,1,3,1,5,1,7,1,8,2,11,5,14,7,15,1,18,2,19,1,20,1,21,2,27,1,30,3,31,1,37,1","analysis,5,1,8,1,11,4,14,3,29,3,30,1,38,2,39,2","analyze,5,1","ann,4,1,30,6","anntowle,30,1","annually,11,1,14,1","apex,1,2,2,1,3,1,4,1,5,2,6,1,7,1,8,3,9,1,10,1,11,1,12,2,13,1,14,1,15,1,16,2,17,5,18,1,19,5,20,1,21,5,22,2,23,2,24,1,25,2,26,2,27,1,28,1,29,2,30,2,31,1,32,1,33,2,34,2,35,1,37,1","appeared,8,1,14,1","applicants,38,1,39,1","applied,20,1","appraisal,8,2,20,1,38,1,39,1","appreciation,7,1","approach,5,1,7,2,12,1,26,1,37,3,38,1,39,1","approaches,4,1,25,1","appropriate,4,1,9,1","april,4,1,29,4,38,1,39,1","aprilwest,29,1","aptitude,38,1,39,1","aradiant,27,1","architecture,36,1","archival,5,1","area,4,1","areas,10,3,14,3,16,1,25,1,28,1,37,1","arguably,38,2,39,2","around,7,2,10,1,37,2","art,20,1","article,18,1,38,2,39,2","articles,2,1,15,2,18,10,19,1,20,1,21,1,38,4,39,4","articulated,1,1,3,1,13,1","arts,26,1","aselection,13,1","asked,8,1,14,1","asking,1,1","aspects,12,1","assess,1,4,8,1,10,1,14,1,32,1,37,1","assessed,10,1,37,1","assessing,10,1","assessment,1,8,7,2,8,5,10,4,14,4,20,1,25,2,28,1,37,3","assessments,6,1,7,2,8,3,10,1,11,1,13,1,14,1,26,1,30,1,33,2,34,11,35,1,37,1,38,3,39,3","assessors,8,1","asset,31,1,38,1,39,1","assignments,32,1","assimilate,32,1,37,1","assimilation,8,1,32,1,38,1,39,1","assist,7,1,12,1,37,1","assistance,37,1","assisted,29,1","assisting,1,1","assists,31,1","assumed,38,1,39,1","assures,10,1","assuring,32,2","atowlemason,30,4,43,8","attain,27,1,37,1","attempt,38,1,39,1","attitudes,6,1,32,1,37,1,38,1,39,1","attorney,27,1","attract,10,1,14,1","attrition,38,5,39,5","audits,30,2","authentic,20,1","authority,27,1","availability,14,1","average,38,1,39,1","avoid,19,1","awareness,7,1,37,1","away,38,1,39,1","awest,29,4,42,8","bachelor,26,1,27,1,28,1,29,1,30,1","background,25,2,27,1,29,2","baker,32,1,37,1","balanced,14,3,20,2","barbara,31,1","barriers,5,1,7,1,28,1,32,1,37,2","barry,20,2","based,8,1,10,3,11,1,14,9,32,2","basic,38,2,39,1","bassi,38,3,39,3","because,10,1,37,1,38,2,39,2","become,12,1","becoming,38,1,39,1","behaves,35,1","behavior,7,1,8,2,35,1","behavioral,1,8,7,1,8,4,38,1,39,1","behaviors,29,1,32,1,37,1,38,1,39,1","belief,25,1","belies,25,1","believe,9,1","believes,38,1,39,1","bench,1,1,15,1","benchmarking,38,1,39,1","benefit,1,1,13,1,37,1,38,1,39,1","benefits,38,5,39,5","bentley,7,1,37,1","best,1,1,4,1,8,1,10,1,14,2,15,3,20,1,29,1","beta,31,1","better,1,1,7,3,8,1,10,1,14,3,15,1,37,2","between,5,1,12,1,37,1,38,1,39,1","bias,35,1","biggest,14,1","bill,20,1","bio,30,1","biogen,27,1","biographical,25,2,26,2,27,2,28,2,29,2,30,2,31,2","biosite,7,1,10,1,37,2","biotech,25,1,26,1,28,1","biotechnology,14,1","board,3,1,37,1","books,2,1,15,2,18,1,19,1,20,10,21,1","booth,20,1","bordeaux,31,1","boss,14,1,32,1","bosses,35,1","both,7,1,8,1,14,1,25,1,27,2,29,1,32,1,37,1","bottom,1,1,16,1,18,1","brainard,1,1,2,1,3,2,4,1,5,1,6,2,7,6,8,1,9,1,10,4,11,2,12,1,13,1,14,7,15,1,16,1,17,1,18,1,19,1,20,1,21,1,22,1,23,5,24,1,25,1,26,1,27,3,28,2,29,1,30,1,31,1,32,4,33,1,34,1,35,1,37,15,38,2,39,2","brainardstrategy,38,1,39,1","brand,7,1,19,1,37,1","branding,38,1,39,1","breadth,26,1","briefing,2,2","briggs,28,1","brigham,28,1","brightest,10,1,14,1","bring,4,2,37,1,38,1,39,1","bringing,7,1,16,1,37,1","brings,8,1,10,1,27,1,29,1,31,1","broken,7,1,37,1","budgeted,38,1,39,1","build,7,1,9,1,32,1,37,2","building,1,8,6,1,7,10,8,1,11,1,13,1,18,2,19,1,20,1,33,2,34,1,35,1,37,1","burnham,4,1,31,3","business,1,11,2,2,3,4,4,8,5,3,6,4,7,5,8,2,9,2,10,5,11,3,12,8,13,2,14,10,15,2,16,6,17,2,18,2,19,2,20,5,21,2,22,5,23,2,24,2,25,5,26,2,27,7,28,2,29,2,30,4,31,2,32,4,33,3,34,2,35,2,36,8,37,9,38,1,39,1","businesses,16,1,27,1","calculate,38,6,39,6","calculating,18,1,38,2,39,2","calculations,38,1,39,1","california,7,3,10,2,29,1,31,1,32,2,37,8","call,17,1","came,3,1,37,1","canada,14,1","candidate,8,3","cannot,38,1,39,1","capabilities,10,2,11,1,14,1,36,1,37,1","capable,37,1","capacity,5,1,31,1","capital,18,1,38,8,39,8","capitalize,32,1,37,1","car,14,6,37,1","cardiff,38,1,39,1","career,10,1,14,1,20,1,26,5,31,1","carter,8,1","cascio,20,1","case,38,2,39,2","casino,10,1,37,1","catered,5,1","cburnham,31,4,44,8","center,1,1,2,7,3,2,4,2,5,2,6,2,7,2,8,3,9,2,10,2,11,2,12,2,13,2,14,3,15,9,16,2,17,2,18,7,19,3,20,7,21,3,22,2,23,2,24,2,25,2,26,2,27,2,28,3,29,2,30,2,31,2,32,2,33,2,34,2,35,2,37,2","centered,7,1,37,1","centers,1,4,8,2","century,20,1","ceo,7,1,21,1,32,1,37,2","ceos,27,3","certain,7,1,37,1","certificate,30,1","certified,26,1,28,3,30,1","chain,27,1","chair,38,1,39,1","challenge,10,1,14,9,20,2,37,1","challenges,27,1","challenging,32,1","chally,8,1","chance,7,1,37,1","change,1,5,4,1,5,2,6,14,7,1,8,1,11,1,13,1,14,1,15,1,16,2,18,3,19,1,20,5,26,1,28,2,31,3,32,2,33,2,34,1,35,1,37,1,38,2,39,2","changed,14,1","changes,7,1,14,2,32,1,37,1,38,1,39,1","changing,20,1","channel,14,1","chapter,30,1","chartrand,10,1,37,1","chief,38,1,39,1","children,28,1","choice,38,1,39,1","choose,8,1","circle,27,1","citizenship,29,1","claim,38,1,39,1","clarification,1,1,3,1,12,1","clarify,26,1","clarifying,27,1","claritas,7,1,37,1","clarity,10,2,14,2","class,4,1,15,1","clear,1,1,15,1,38,1,39,1","clearer,37,2","cleary,37,1","client,5,3,8,1,14,1,22,1,26,1,27,2,28,1,31,1,34,1","clients,1,2,6,1,7,1,15,1,16,1,24,2,26,2,27,1,28,1,30,1,31,1,33,1","climate,1,5,6,1,7,1,8,1,11,5,14,1,15,1,20,1,26,1,32,1,33,1,34,1,35,1,37,1,38,1,39,1","climatesurveys,11,1","co,14,1,32,1","coach,14,1,26,2,28,1,32,1","coachee,38,1,39,1","coaches,32,1,37,1","coaching,6,1,7,1,8,1,9,1,10,1,11,1,13,2,14,4,18,2,20,2,25,1,26,1,27,4,28,2,30,1,31,3,32,18,33,1,34,1,35,1,37,2,38,4,39,4","cohen,20,1","colleagues,35,1","collect,5,1,35,1","collecting,5,1","collection,5,1,8,1,11,1,14,2","collins,20,1","com,38,1,39,1","combination,32,1,37,1","come,8,1,14,1","coming,2,1,10,1,14,1,15,1,18,1,19,1,20,1,21,1,35,1","commercials,27,1","commitment,7,2,29,2,32,1,36,1,38,6,39,6","common,7,1,37,1,38,1,39,1","communicate,6,1,7,1","communication,7,1,14,1,28,1,37,1,38,1,39,1","communications,31,2","community,24,2","companies,14,2,20,3,25,1,31,2,38,4,39,4","company,8,3,10,2,11,2,14,7,37,2,38,2,39,2","compare,10,1,14,1","comparing,14,1,32,1,38,1,39,1","compensation,38,1,39,1","competence,10,1,31,1,37,1,38,1,39,1","competencies,8,5,9,1,10,5,14,10,19,2","competency,8,7,14,1,19,1,28,1,38,1,39,1","competent,14,1","competitive,14,1,32,1,38,1,39,1","competitors,7,1,37,1","complaints,38,1,39,1","complete,11,1,14,2,35,1","completed,11,1,14,1,31,1","completely,22,1","completing,29,1","completion,11,1","compliance,30,1","components,38,2,39,2","composite,14,1","computer,19,1","conagra,3,2,37,2","conceptual,3,1","conditions,1,1","conduct,20,1","conducted,8,1,11,1,14,3","conducting,14,1,29,1","conducts,30,1","conferences,26,1","confidently,32,1","conflict,1,1,7,1,15,1,31,1","confront,32,2,37,2","considerably,8,1","considered,14,1,32,1","consist,3,1","consistent,38,1,39,1","consistently,6,1","consists,8,1,25,1,29,1","constantly,4,1","construction,30,1","constructive,1,1,15,1","consultancy,25,1","consultant,4,6,25,4,26,5,27,5,28,5,29,6,30,6,31,4","consultants,1,1,4,6,5,1,14,2,16,4,17,1,23,1,24,1,25,1,26,1,27,1,28,1,29,1,30,1,31,1","consultation,4,1,12,1","consulting,4,4,11,1,16,4,25,2,26,1,27,2,28,2,29,2,30,1,31,1","consumer,25,1,31,1","contact,1,1,2,2,3,2,4,2,5,2,6,2,7,2,8,2,9,2,10,2,11,2,12,2,13,2,14,2,15,2,16,2,17,11,18,2,19,2,20,2,21,2,22,2,23,2,24,2,25,2,26,2,27,2,28,2,29,2,30,2,31,2,32,2,33,2,34,2,35,2,37,2","content,4,1","contents,15,1","context,5,1,36,1","continents,25,1","continue,7,1,37,1","continued,37,1,38,1,39,1","continuity,10,2","continuous,36,1","contributed,26,1","contributor,14,1,32,1","controllability,38,1,39,1","conversion,38,1,39,1","coo,10,1,37,1","copy,2,1,3,1,4,1,5,1,6,1,7,1,8,1,9,1,10,1,11,1,12,1,13,1,14,1,15,1,16,1,17,1,18,1,19,1,20,1,21,1,22,1,23,1,24,1,25,1,26,1,27,1,28,1,29,1,30,1,31,1,32,1,33,1,34,1,35,1,37,1","copyrighted,1,1,2,1,3,1,4,1,5,1,6,1,7,1,8,1,9,1,10,1,11,1,12,1,13,1,14,1,15,1,16,1,17,1,18,1,19,1,20,1,21,1,22,1,23,1,24,1,25,1,26,1,27,1,28,1,29,1,30,1,31,1,32,1,33,1,34,1,35,1,37,1","core,7,2,10,2,14,1,37,2","cornerstones,8,2","corporate,1,4,26,2,30,1,31,5,38,1,39,1","corporations,4,1","correlate,38,1,39,1","correlated,14,1","cost,37,1,38,22,39,22","costs,38,12,39,12","could,37,1","counsel,27,1","count,32,1,37,1","countries,11,1,14,1","couple,7,1,29,1,37,1","courage,19,1","course,7,2,37,2","courses,30,1","coursework,31,1","craig,27,1","create,1,4,3,1,4,1,5,1,7,1,8,2,10,2,13,1,14,6,15,2,22,1,30,1,35,1,37,1","created,7,2,10,3,14,7,31,1,37,3","creates,6,1,7,1","creating,10,1,11,1,14,1,20,1","creation,1,1,3,1,12,1,29,1,38,1,39,1","creative,4,1,24,1,31,1","creativity,38,1,39,1","critical,7,1,8,1,10,1,34,1,37,2,38,3,39,3","cronbach,8,1","cross,38,1,39,1","crucial,38,1,39,1","ction,11,1,14,6,32,1","cto,31,1","cultural,32,1","culturally,25,1","culture,1,2,5,1,11,5,14,2,15,2,20,1,26,1,28,2,30,1,34,1","current,1,2,7,1,13,1,14,5,25,1,29,1,32,1,37,1,38,1,39,1","currently,17,1,29,1","curve,14,1","custom,10,1,14,1","customer,1,1,13,1,38,2,39,2","customers,7,1,35,1,37,1,38,1,39,1","customizable,4,1","customization,29,1","customize,34,1","customized,11,1,14,1","cuts,25,1","cycle,5,1","cynthia,4,1,31,4","cynthiaa,31,1","dail,20,1","daily,38,1,39,1","dale,4,1,25,4","dan,20,1","data,5,4,8,1,11,4,14,5,27,1,29,1,38,1,39,1","date,1,1,15,1","david,20,2","day,3,1,14,3","dc,38,1,39,1","ddi,28,1","deadline,14,1","deal,1,1,14,3,15,1","decision,8,2","deep,4,1","define,5,1,8,1,10,2,14,2","degree,6,1,7,2,8,1,11,1,14,1,26,1,27,1,28,1,29,1,30,3,32,1,33,1,34,1,35,1,37,1","deliver,14,1,33,1","delivered,14,2","demand,32,1","demographic,11,1","demonstrate,24,1","demonstrated,8,1","department,8,2,11,1,14,3,28,1,31,1,37,1","departments,1,1,3,1,15,1,37,1","depth,11,2,14,1","derailed,32,1,37,1","design,29,8,30,1,37,1,38,2,39,2","designed,7,1,14,1,25,1","designing,8,1","desired,5,2","detailed,26,1","determine,5,1,10,1,14,1,38,1,39,1","determined,16,1","determining,7,1,10,1,11,1,14,1,37,1","develop,1,2,5,3,8,1,15,2,32,1,37,1","developed,8,1,10,1,14,2,22,1","developing,10,2,11,1,14,1,38,1,39,1","development,1,26,2,2,3,4,4,6,5,3,6,4,7,5,8,7,9,5,10,18,11,4,12,3,13,10,14,15,15,2,16,2,17,2,18,5,19,3,20,5,21,3,22,3,23,2,24,2,25,10,26,5,27,7,28,20,29,12,30,4,31,12,32,8,33,4,34,4,35,5,37,8,38,4,39,4","developmental,10,1","developmentstrategic,1,4","develops,30,1","dharris,25,4,40,8","diagnose,5,1","diagnosing,1,2,13,1","diagnosis,1,4,3,1,5,9,7,1,8,1,12,1,14,1,20,2,22,1,37,1","diagnostics,7,1,10,1,37,2","diego,7,2,10,2,26,1,27,2,28,1,30,2,32,2,37,8","differences,1,1,15,1","different,10,1,11,1,14,3,28,1,33,1,38,2,39,2","difficult,7,1,37,1,38,2,39,2","dimensions,28,1","dip,19,1","direct,26,1,35,1,38,2,39,2","directed,9,1","direction,26,1,28,1","directional,3,1","directly,26,2,32,1,37,1","director,28,1,31,3,38,4,39,4","directors,7,1,27,1,37,1","disc,7,1,37,1","disciplined,10,1","discovered,37,1","discrimination,35,1","dismiss,35,1","dispute,31,1","distinguished,8,1,14,1","distribution,10,1,14,1","diverse,4,1,25,1,37,1","diversity,14,1,31,1","division,11,1,14,1,31,1","divisions,31,2","doctor,27,1","doctorate,29,1","documents,5,1,14,1","dollar,38,3,39,3","dollars,38,12,39,12","down,7,1,37,1","download,2,2,19,1","dramatically,14,1","drive,8,1,26,1","driven,10,1","drivers,32,1,37,1","due,8,1,10,1,14,4,37,2","during,14,1,32,2","dysfunctions,20,1","earned,30,1,31,1","easily,3,1,38,1,39,1","easy,11,1","economic,38,6,39,6","economics,38,1,39,1","edition,20,2","education,25,1,28,1","edwards,7,1,20,1,37,1","effect,35,1","effective,1,1,3,2,5,2,7,2,8,3,10,1,14,1,15,1,33,1,34,1,37,6,38,1,39,1","effectively,1,1,3,1,10,3,15,1,32,1,37,4","effectiveness,1,2,7,2,14,1,15,1,36,1,37,1","effects,7,1,37,1","efficiencies,37,1","efficiency,14,1","efficient,14,1","efficiently,10,1,22,1,37,1","effort,5,1,10,2,14,2,38,1,39,1","eight,11,1,14,1","eighty,14,1","elected,31,1","elements,38,2,39,2","email,1,1","emotional,8,1,29,1","emotions,14,1","employ,34,1","employee,9,1,10,1,11,5,14,2,28,1,29,3,30,5,31,2,35,1,38,21,39,21","employees,1,2,7,1,8,1,9,1,10,2,11,2,13,1,14,6,15,1,28,1,31,1,35,1,37,3,38,8,39,8","employer,38,1,39,1","employment,38,1,39,1","enable,32,1","enables,37,1","enabling,32,1","end,7,1,11,1,14,1,37,1","ended,11,1,14,1","energy,6,1,38,1,39,1","engage,10,1","engagements,27,1","engineer,14,2,32,2","engineers,14,1,32,1","english,31,1","enhance,5,1,7,2,11,1,25,1","enhanced,8,1,37,1","enjoyed,11,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arrFiles=new Array();arrFiles[0]=new Array(1,"","2006-01-27","Organizational Development, Business Strategy, Leadership Development","Organizational Development Business Strategy Leadership Development corporate team building behavioral interviewing organizational climate survey leadership development succession planning organizational diagnosis change management team building strategy","","is the process of diagnosing an organization’s current state of needs and working with leaders to create goals and objectives that will benefit the organization, its employees, and stakeholders. We work with you to achieve the articulated goals and implement strategies that will lead to higher profitability, productivity, retention, morale, and customer satisfaction. Welcome! We’ve Rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Let us be your Strategic Partners in Success . Office Location APEX Performance Strategies 1705 Kurtz Street Oceanside, CA 92054 Phone: 858.204.1608 Fax: 760.529.5953 Meet our Consultants Join our mailing list and receive our monthly newsletter via email or regular mail. Business Strategy involves assisting leaders in the creation, clarification, and linking of business objectives to bottom-line results. We examine internal and external conditions while maintaining our focus on the mission, vision, and values of your organization. We find our clients typically saying… How do I create and implement goals that are aligned with our mission, vision, and values? What can be done when there is lack of alignment within or across functions and departments ? How does a team in conflict resolve its issues and utilize its differences to operate more effectively? Where do I start when I know there is something wrong with the overall organizational effectiveness, but I’m NOT clear on what, where, and/or why? Organizational Development is the process of diagnosing an organization’s current needs while working with leaders to create goals and objectives that help organizations achieve greater effectiveness. We find our clients typically asking… How can our organization create a plan or process to better deal with change ? What are the best practices in the hiring/promotion process that will fit our culture ? What can be done to help my managers give more constructive, supportive and meaningful feedback to employees? How do I identify and develop our leaders’ skills and abilities ? How do we develop bench strength and promote an effective succession planning program? I need an up to date pulse on the organizational culture and/or climate. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted @2005/2006",12);arrFiles[1]=new Array(2,"events.htm","2006-01-27","Knowledge Center","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Articles & Presentations Books Events Keynote Newsletters (coming soon..) Resources /Partners Knowledge Center We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Events DOWNLOAD the Briefing PowerPoint presentation To download the PowerPoint and give feedback on the briefing please Click Here Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[2]=new Array(3,"strategicplanning.htm","2006-01-24","Strategic Planning/Facilitation","","","Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Overview Organizational Diagnosis Strategy Development Strategy Implementation Business Strategy We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” StrategyDevelopment & Implementation Strategy development can consist of creation, clarification, and/or linking strategy to everyone \'s every day job. Strategies ought to be linked to a vision, should be conceptual and directional, and should be easily understood and linked to performance metrics. When the strategy is effectively articulated to key players within the organization, strategic alignment is expedited, and the process is much more effective. Strategy Implementation ConAgra Foods John Jakubek SVP Human Resource, ConAgra Foods Omaha, Nebraska “Our strategy was unclear and the lack of alignment across departments resulted in negative business outcomes. Brainard Strategy came on board and partnered with us to create and implement an executive strategy that now has made us more successful and effective than ever.” Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[3]=new Array(4,"team.htm","2006-01-17","Organizational Development, Business Strategy, Outsourcing Consulting","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Our Consultants Our consultants are well-versed in many methodologies and will partner with your team to bring the most appropriate, customizable, and best-in-class solutions to you and your organization. We do this by having a diverse group of professionals on our staff, having a deep knowledge across many approaches within a content area, and by constantly pursuing knowledge. Our consultants have published in professional and academic publications, lectured at many of the leading business forums and corporations, and worked as line managers and consultants. We bring business savvy and consultation services to you in a creative and practical way to create sustainable change. Meet Our Consultants… Dale Harris, Managing Principle Tanny Joyce, Senior Partner Gary Hawk, Organizational Consultant Greg Goates, Organizational Consultant Peter Leets, Organizational Consultant April West, Organizational Consultant Ann Towle-Mason, Organizational Consultant Cynthia Burnham, Organizational Consultant Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[4]=new Array(5,"organizationaldiagnosis.htm","2006-01-24","Organizational Diagnosis","","","Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Overview Organizational Diagnosis Strategy Development Strategy Implementation Business Strategy We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Organizational Diagnosis Organizational Diagnosis helps organizations identify the “gaps” between “what is” and “what ought to be.” Once we gain a shared vision of the desired state, we can partner in an effort to identify barriers and work toward solutions. Our Six-Phase approach to organizational diagnosis is tailored to the specific needs of each client: Phase 1: Define We create a partnership with the client to develop a shared understanding of the task, issue, or problem along with a plan for diagnosis. Phase 2: Diagnose We examine organizational archival reports/documents and utilize information gathered through interviews, focus groups, questionnaires & surveys, along with objective observations to collect relevant data. Phase 3: Analyze After collecting the data, consultants use statistical analysis methods to interpret the data and develop practical recommendations. Phase 4: Presentation of Findings This phase involves sharing results with the client to determine an effective intervention strategy. Apex Performance Strategies useseasy-to-understand language to explain the results of the data collection phase. Phase 5: Action Planning We work with key players from your organization to develop an action plan that: Fits the needs of your organization Will yield measurable results Will enhance your organization’s capacity to manage change Is catered to your organization’s situation, culture, context, and maturational cycle Phase 6: Reinforce We recognize the importance of maintaining a focus on the desired state and helping organizations sustain change initiatives. The reinforce phase ensures effective implementation of our action plan and outlines the next steps to take once the action plan has been implemented. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[5]=new Array(6,"change.htm","2006-01-24","Change Management","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance See More.. Change Management Team Building and Executive Alignment Selection Methodology Organizational Assessments Opinion and Climate Surveys 360 Degree Feedback Tools Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Change Management Brainard Strategy helps organizations and their people foster the agility they need to successfully and consistently manage change. An adaptive organization creates a workforce with the attitudes, processes, and energy to plan, communicate, and flexibly execute strategies for new business situations. Our practice provides solutions that help clients successfully plan, implement, and achieve their goals for planned change or to properly respond to unplanned change. We have the specific tools, methods, and experience to guide the way organizations plan and manage strategic business change. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[6]=new Array(7,"teambuilding.htm","2006-01-24","Team Building and Executive Alignment","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance See More.. Change Management Team Building and Executive Alignment Selection Methodology Organizational Assessments Opinion and Climate Surveys 360 Degree Feedback Tools Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Team Building & Executive Alignment Click the image to enlarge Team Building At Brainard Strategy real team building - the kind that creates lasting behavioral changes that work - requires commitment, training, and practice. Our approach is designed to promote interaction and provide insight into the way in which we as individuals think, communicate, solve problems, and manage conflict. By gaining a better understanding of ourselves and the other members of our team, we can enhance our ability to interact and increase the effectiveness of our communication. The result is increased commitment, positive behavior, improved working relationships, and superior team performance. Executive Alignment Executive alignment involves facilitating an understanding and appreciation of team member roles and responsibilities and how these fit into the overall functioning of the organization. When individuals are strategically aligned, their skills and expertise are fully utilized for synergistic results. Brainard Strategy helps clients create alignment across functions, teams, and/or individuals to maximize performance. Team Building Judy Bentley VP Human Resource, Edwards Life Science Irvine, California “We were having a difficult time with bringing together our executive sales team. There were obvious effects of the lack of synergy around teaming, although the team was resistant towards chance. Brainard Strategy created and facilitated an offsite that precisely hit the team’s needs! By the end of the team building, the team had removed many barriers and created common goals. My employees are now working as a team for the first time.” Sarah Gunhouse VP of US Sales, Biosite Diagnostics Inc San Diego, California “We realized that while we were having great business success, in order to continue at our current rate of growth we needed to assist our Regional Sales Directors in the development of certain skill sets. We sought to strengthen their own leadership and management awareness, and then offer them the ability to build their own teams in a much more effective manner. Brainard Strategy took our team through 360 degree assessment and DISC assessment. These were valuable tools for both our sales management team, as well as our sales representatives, as they helped us to better understand ourselves and lead our teams. Going forward we were able to link those assessments to our own sales training to help us to better lead and manage, as well as to enhance our effectiveness with our customers.” Executive Team Alignment Robert Nascenzi CEO, Claritas Software San Diego, California Our business was mature and our brand strong, but over the course of years we had been through a couple of several mergers and my executive team was a mix of past competitors. They were not focused on our core strategies, our own teamwork had broken down, and they were increasingly under pressure form outside sources. Alignment among our executive team was critical. Michael Brainard was key in determining the most effective method to diagnosis the team and in helping our executives achieve greater alignment across functions. His process centered approach, business acumen, facilitation skills, and pragmatism helped us over the course of 6 months to work as a team and gain focus around our Mission, Vision, Values, and core strategies. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[7]=new Array(8,"method.htm","2006-01-24","Selection Methodology","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance See More.. Change Management Team Building and Executive Alignment Selection Methodology Organizational Assessments Opinion and Climate Surveys 360 Degree Feedback Tools Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Selection Methodology Apex Performance Strategies will work with you to optimize organizational performance through identifying factors that drive successful performance and designing hiring practices that fit your needs. As a result, you will be more prepared to support prospective, new, and existing employees to be more effective in their organizational roles. Our Selection Methodology Model consists of 4 cornerstones to effective selection: Competency Development Recruiting/Hiring Strategy Assimilation Decision Making Process Click the image to enlarge These cornerstones to selection are the foundation for best practices in Assessment Centers, Behavioral Interviewing, and Competency Development. Assessment Centers The assessment center is a method, not a place. It brings together many instruments and techniques of selection. By using objective assessment tools, standardizing methods of making inferences, and pooling the judgments of multiple assessors in rating each candidate \'s behavior, the likelihood of successfully predicting future performance is enhanced considerably. Apex Performance Strategies works with each client to choose the most powerful selection assessments to meet their specific selection requirements. Some of these include: Watson-Glaser Critical Thinking Appraisal Form Wonderlic Personnel Test Emotional Intelligence Appraisal Chally Sales Assessments Sales Productivity Profile Harrison Assessment (Cronbach, 1984; Giber, Carter, & Goldsmith, 2000; Taft, 1959). Behavioral Interviewing Behavioral interviewing replaces intuition or gut feelings about a job candidate \'s ability by utilizing an analysis of skills to help hire the right person for the right job. Behavioral interviewing provides a systematic process to assess a job candidate \'s past performance and predict future job performance. All of our techniques seek to move the decision making process from subjective standards to objective and measures. Competency Development A competency model is a valuable tool to help transform the organization \'s vision and strategy into action. The competency models that we develop are supported by valid research and identify success factors that are specific, behavior-based, and measurable. For competency models to be useful as a human resource tool they must not only define the competencies necessary for effective performance; but they must also provide examples to illustrate when a particular competency is being demonstrated in a job. C hallenge : A global manufacturing company was struggling with hiring the right people and was facing issues of turnover. Action : After diagnosis it appeared there were no competencies distinguished for key hires. After data collection through interviews, focus groups, and SMEs (Subject Matter Experts), competencies were developed for 13 key hire positions and for the overall organization. These competencies were then used to create job profiles, which included both the KSAs (Knowledge, Skills, & Abilities) and the competencies needed for the job. Training on the new job profiles and how to use them was conducted and the recruiting department then implemented the job profiles. Result : The recruiting department was better able to hire individuals who were a fit for the position and the organization. Due to the success of the job profiles, the company asked us to come back and create job profiles for the rest of the positions within the company. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[8]=new Array(9,"performance.htm","2006-01-17","erformance Management ","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Performance Management Click image to enlarge We believe that employees \' performance can be directed and managed to result in proactive employee development rather than just after-the-fact evaluation. We partner with you to build on your existing competencies and/or identify those appropriate for various functions. TOP Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[9]=new Array(10,"leadership.htm","2006-01-24","Leadership Development","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Leadership Development Effective leadership development is driven by the strategy of the organization. It focuses on aligning leaders with the business strategy and developing leaders with the specific competencies required to execute that strategy effectively. Challenge : A mid-size organization in the entertainment and gaming industry wanted to assess the strengths of its leadership team and determine whether the organizational leaders had the necessary competencies for their positions. Action : Three assessments were administered to the leadership team in an effort to understand the capabilities, strengths, and potential of each leader. A talent map was also created and included an individual’s assessment scores, overall score, and a weighted score for each of the organizational competencies Result : Each member of the leadership team received feedback based on his or her individual reports and created a personal development plan. The talent map was used to compare those of high management acumen to those with low management acumen in an effort to see the overall core strengths and areas for improvement within their leadership team. In Leadership Development, we provide expertise in areas of succession development and management assessment. TOP Succession Development Succession development involves systematically identifying, assessing, and developing talent to ensure the leadership continuity for all key positions in an organization. This process helps organizations engage senior management in a disciplined review of leadership talent, guides development activities of key executives, brings selection systems, reward systems, and management into alignment with the process of leadership renewal, and assures continuity of leadership. C hallenge: A global professional services firm had acquired three firms that needed to be merged together. This resulted in a need to create a career development roadmap to help attract and retain the best and brightest. Due to the amount of new employees coming from three different organizations there was a need to define and link individual performance to rewards and create a standard title structure. Action: A profile was created to define core and technical competencies required for success at each of the four levels. Based on these competencies, a total rewards and performance management process was developed and implemented. Lastly, the mapping of individuals to standard titles was initiated. Result: The impact of this project on the business was immediate. Ninety-nine percent of the employee population formally set individual goals based on the strategic objectives of the business. Additionally, there was a significant increase in interim performance feedback. The long term outcome was the new understanding employees gained about their standing in the company and clarity on how to move up in the company. This clarity was supported by the standardized process for reward distribution that was implemented. TOP Management Assessment Specifically targeting management level positions and examining what managerial skills are critical for success, determining management’s perceived level of ability around those skills, and creating custom training that addresses management’s developmental needs. Management Assessment Tony Chartrand SVP Human Resource, Viejas Casino San Diego, California “We needed an accurate way to measure the capabilities and potential of our management team. Brainard Strategy effectively assessed our team and was helped us better understand our strengths and areas for improvement. Now, we can more effectively manage talent at this level in the organization.” Management Competence/ Sales Ability Tom Watlington COO, Biosite Diagnostics San Diego, California We realized that we just weren’t reaching the goals our team set out to make… We were struggling to improve our management team’s skills and sales ability. Brainard Strategy efficiently took our team through sales training and personal development plans. Because of Brainard Strategy, our team is back on track.” TOP Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[10]=new Array(11,"culture.htm","2006-01-24","Opinion & Climate Surveys","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance See More.. Change Management Team Building and Executive Alignment Selection Methodology Organizational Assessments Opinion and Climate Surveys 360 Degree Feedback Tools Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Opinion & ClimateSurveys Information provided by this survey offers valuable insight that your organization can use to identify organizational issues, enhance employee satisfaction and retain employees. Our Organizational Consulting capabilities include practices and methods for employee participation, survey completion tracking, and in-depth analysis based on employee demographic information. C hallenge : A global Telecommunications Firm wanted to launch their first online, customized Employee Culture/Opinion Survey. The company wanted to include all employees in nine different countries. Furthermore, the company wanted to complete the entire survey process from start (determining what to measure) to finish (data analysis and summary of results) within eight weeks. A ction : With the short amount of time, Brainard Strategy quickly pulled together their resources and executed quick turnover on all actionable items. From, facilitating focus groups and Subject Matter Expert interviews to developing items and creating an online survey. Each step was executed with precision and speed. Once data collection was completed, an in-depth data analysis by work group, department, division, and business unit was conducted. R esult : The response rate of the online survey was 90%. The survey included an open-ended question at the end that allowed employee to give their feedback on the survey process. The response from the participants was extremely positive and they enjoyed the easy of the survey process. Furthermore, the executive team noted the quality of the data analysis and well-executed processes. After this survey process, they now have implemented the survey into the organization and use it annually. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[11]=new Array(12,"strategy.htm","2006-01-24","Business Strategy","","","Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Overview Organizational Diagnosis Strategy Development Strategy Implementation Business Strategy We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Overview Click to enlarge Business Strategy consultation has become a larger than life, unwieldy, and expensive proposition for senior leaders. At Apex Performance Strategies our facilitated process works pragmatically, in a phased approach, to assist senior leaders in the creation, clarification, and linking of strategy to results. Examining internal and external factors, mission, vision, and values, and the interaction between strategy, structure, systems, skills, and staffing are aspects of a process that helps make the implementation of strategy everyone \'s responsibility. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[12]=new Array(13,"orga.htm","2006-01-27","Organizational Development","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Overview Organizational Development is the process of diagnosing an organization’s current state of needs and working with leaders to create goals and objectives that will benefit the organization, its employees, and stakeholders. We work with you to achieve the articulated goals and implement strategies that will lead to higher profitability, productivity, retention, morale, and customer satisfaction. Our OD processes include: Leadership Development Coaching Performance Management Organizational Performance Change Management Team Building and Executive Alignment ASelection Methodology Organizational Assessments Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[13]=new Array(14,"success.htm","2006-01-17","CAR  \\'s (Challenge, Action, & Result) ","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us CAR \'s (Challenge, Action, & Result) Testimonials Proven Success We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” CAR \'s (Challenge, Action, & Result) Business Strategy/Leadership Development Challenge: A highly competitive and rapidly growing Regional Telecommunications Firm was struggling with not having enough qualified managers. In addition, the organization had recently changed their business strategy. These changes were negatively impacting performance. Action: Due to the organization’s needs, Brainard Strategy first identified the successful managerial competencies that were in alignment with the new business strategy. Over 300 managers participated in an assessment center based on the managerial competencies identified. A composite report of the assessment results was delivered to the organization and individual assessment feedback was given to each participant. Two important steps were taken based on the assessment feedback. First, individual development plans were created. Second, a 3-day tailored leadership training and business strategy program was designed and delivered to all managers. Result: Based on this project, there was a 10% increase in leadership satisfaction scores that were shown to be correlated with store performance. Additionally, there was an increase in availability of competent managers to fill positions in new store openings. Since the project was aligned with the business strategy, the largest impact was the ability to incorporate the managerial competencies into the selection and performance management processes. TOP Coaching C hallenge : A large Telecommunications Firm and one of their Engineers wanted the individual contributor to move into a management role. Although the Engineer had very strong technical skills, they lacked interpersonal skills. A ction : Based on the needs, Brainard Strategy matched a coach with the individual to help in their professional development. Weekly coaching sessions took place for over three months. During the coaching, a pre and post 360 Degree Feedback survey was administered. R esult : The coaching resulted in a significant improvement in the interpersonal skills based on co-worker and boss feedback when comparing the pre and post 360 surveys results. Additionally, the Engineer was considered by the organization for a management position. TOP Culture and Climate Survey C hallenge : A global Telecommunications Firm wanted to launch their first online, customized Employee Culture/Opinion Survey. The company wanted to include all employees in nine different countries. Furthermore, the company wanted to complete the entire survey process from start (determining what to measure) to finish (data analysis and summary of results) within eight weeks. This was a very tight deadline, as a project of this size would typically take 12 to 16 weeks to complete. A ction : With the short amount of time, Brainard Strategy quickly pulled together their resources and executed quick turnover on all actionable items. From, facilitating focus groups and Subject Matter Expert interviews to developing items and creating the online survey each step was executed with precision and speed. Once data collection was completed, an in-depth data analysis by work group, department, division, and business unit was conducted. Result : The response rate of the online survey was 90%. The survey included an open-ended question at the end, which allowed employees to give their feedback on the survey process. The response from the participants was extremely positive and they enjoyed the ease of the survey process. Furthermore, the executive team noted the quality of the data analysis and well-executed processes. After this survey process, they now have implemented the survey into the organization and use it annually. TOP Outsourcing OD & Learning C hallenge : A mid-size financial services organization was struggling to provide the day-to-day organizational development functions they needed to create a more effective and efficient organization. Some examples of these organizational functions include leadership development, selection methodology, and performance management A ction : The Brainard Strategy team worked with the client to create and implement programs relevant to the overall needs of the organization. One example would be the implementation of the Balanced Scorecard. The Balanced Scorecard was implemented to help increase the structure and objectivity of their performance management system. The Balanced Scorecard was implemented through training across the organization. Then the new performance management system was integrated into the current performance review process by updating documents and conducting performance review training. R esult : A team of six consultants worked on many different Organizational Development functions that have been created and implemented within the organization. The diversity of thought and expertise of the consultants have resulted in programs that specifically use best practices while understanding what will address the organization’s needs. The biggest impact is the quality of the implementation and integration of a new program into the organization’s current systems. All new programs are linked and integrated into the current systems. This has resulted in dramatically reducing the learning curve while increasing the overall effectiveness and efficiency of the organization. TOP Competency Development Challenge : A global manufacturing company was struggling with hiring the right people and was facing issues of turnover. A ction : After diagnosis it appeared there were no competencies distinguished for key hires. After data collection through interviews, focus groups, and SMEs (Subject Matter Experts), competencies were developed for 13 key hire positions and for the overall organization. These competencies were then used to create job profiles, which included both the KSAs and the competencies needed for the job. Training on the new job profiles and how to use them were conducted and the recruiting department then implemented the job profiles. R esult : The recruiting department was better able to hire individuals who were a fit for the position and the organization. Due to the success of the job profiles, the company asked Brainard Strategy to come back and create job profiles for the rest of the positions within the company TOP Mergers and Acquisitions C hallenge : A global pharmaceutical organization had acquired multiple mid-size biotechnology and pharmaceutical companies. The large organization was struggling with integrating the multiple companies and was facing issues of low morale, turnover, and resistance. A ction : We created a custom workshop that was conducted throughout United States and Canada. The workshop specifically addressed the issues employees were facing due to the large scale change and gave real life advice on how to deal with those issues. A communication channel was also included in the workshops, which created a medium for the organization to deliver current updates about the organization to the employees. R esult : Based on the workshop feedback, over eighty percent of the participants felt better able to deal with the large scale changes and felt better equipped to deal with the emotions they were experiencing. The large organization was very pleased with the result of these workshops and noted a significant increase in moral within the work environment. TOP Leadership Development Challenge: A mid-size organization in the entertainment and gaming industry wanted to assess the strengths of its leadership team and determine whether the organizational leaders had the necessary competencies for their positions. Action: Brainard Strategy administered three assessments measuring management acumen to the leadership team in an effort to identify the current strengths and areas of opportunity for each leader. A talent map was also created that painted a picture of the capabilities and development areas by level, function, and overall organization. Result: Each member of the leadership team received feedback based on his or her individual reports and created a personal development plan. The talent map was used to compare those of high management acumen to those with low management acumen in an effort to see the overall core strengths and areas for improvement within their leadership team. TOP Succession Development C hallenge : A global Professional Services Firm had acquired three firms that needed to be merged together. This resulted in a need to create a career development roadmap to help attract and retain the best and brightest. Due to the amount of new employees coming from three different organizations there was a need to define and link individual performance to rewards and create a standard title structure. A ction : A profile was created to define performance and technical competencies required for success. Based on these competencies, a total rewards and performance management process was development and implemented. Lastly, the mapping of individuals to standard titles was developed R esult : The impact of this project on the business was immediate. Ninety-nine percent of the employee population formally set individual goals based on the strategic objectives of the business. Additionally, there was a significant increase in interim performance feedback. The long term outcome was the new understanding employees gained about their standing in the company and clarity on how to move up in the company. This clarity was supported by the standardized process for reward distribution that was implemented. TOP Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[14]=new Array(15,"knowledge.htm","2006-01-27","Knowledge Center","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Articles & Presentations Books Events Keynote Newsletters (coming soon..) Resources /Partners Knowledge Center We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Overview As a Thought Partner, we strive to provide best in class resources for all our initiatives. In the Knowledge Center you will find our quarterly newsletter, best practice books, PowerPoint presentations, articles, and lots more...In the spirit of knowledge sharing, we invite you to peruse the contents of our Knowledge Center at your leisure. We find our clients typically saying… How do I create and implement goals that are aligned with our mission, vision, and values? What can be done when there is lack of alignment within or across functions and departments ? How does a team in conflict resolve its issues and utilize its differences to operate more effectively? Where do I start when I know there is something wrong with the overall organizational effectiveness, but I’m NOT clear on what, where, and/or why? How can our organization create a plan or process to better deal with change ? What are the best practices in the hiring/promotion process that will fit our culture ? What can be done to help my managers give more constructive, supportive and meaningful feedback to employees? How do I identify and develop our leaders’ skills and abilities ? How do we develop bench strength and promote an effective succession planning program? I need an up to date pulse on the organizational culture and/or climate. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[15]=new Array(16,"about.htm","2006-01-17","Business Strategy and Organizational Consulting","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” At APEX Performance Strategies our mission is to provide the highest quality: Services Methods Products Consultants Our consultants are trained to work with any individual, team, or organization seeking to change and improve performance. Our vision is to be a resource for businesses determined to improve performance, while maintaining a focus on bottom-line results. Our team is made up of senior consultants and professionals who are seasoned from a variety of industries and academic fields, which includes executives, managers, Ph.D.s, MBA \'s, and professionals with specific areas of technical expertise from large and small enterprises who have a passion in bringing resources to clients in order to facilitate change. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[16]=new Array(17,"contact.htm","2006-01-27","Contact APEX Performance Strategies","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Contact Us We are currently maintaing this page. If you have questions or wish to speak to a representative please call 858.204-1608. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[17]=new Array(18,"articles.htm","2006-01-27","Knowledge Center - Articles","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Articles & Presentations Books Events Keynote Newsletters (coming soon..) Resources /Partners Knowledge Center We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Articles & PowerPoint Presentations Featured Article Human Capital and ROI (PDF) Featured Presentation Calculating ROI: Ensuring OD/HR Initiatives Affect the Bottom Line (PDF) Organizational Development Leadership Development Leadership Development (PPT) Coaching Coaching Model (PPT) Performance Management Performance Management (PPT) Change Management Change Management (PPT) Organizational Change Management (PDF) Team Building and Executive Alignment Team Building (PPT) Selection Methodology Selection Methodology (PPT) Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[18]=new Array(19,"keynote.htm","2006-01-17","News at APEX Performance Strategies","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Articles & Presentations Books Events Keynote Newsletters (coming soon..) Resources /Partners Knowledge Center We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Teaming Competencies Keynote Videos What is an organization What is a team, and what it is not What are the competencies of a team The role of leaders on teams QuickTime must be installed on your computer to view all videos on this website. Click here to download QuickTime for FREE !! Other Keynote Topics Include: Succession Development Teaming as a Competency Leading with Courage Strategic Change: How to Avoid the Productivity Dip Building your Internal Brand Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[19]=new Array(20,"books.htm","2006-01-17","Knowledge Center - Books","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Articles & Presentations Books Events Keynote Newsletters (coming soon..) Resources /Partners Knowledge Center We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Books Business Strategy Organizational Development Business Strategy TOP Strategic Planning/Facilitation Good to Great: Why Some Companies Make the Leap... and Others Don \'t -- by Jim Collins The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment -- by Robert S. Kaplan, David P. Norton In Search of Excellence : Lessons from Americas Best Run Companies -- by Jr., Robert H Waterman, Thomas J Peters, Winning in Fast Time -- by John Warden Organizational Diagnosis Taking the Measure of Work; A Guide to Validated Scales for Organizational Research and Diagnosis -- by Dail L. Fields Team Building and Executive Alignment The Five Dysfunctions of a Team: A Leadership Fable -- by Patrick M. Lencioni Organizational Development TOP Selection Methodology Applied Psychology in Human Resource Management (5th Edition) -- by Wayne F Cascio, Herman Aguinis Change Management Leading Change -- by John P. Kotter The Heart of Change: Real-Life Stories of How People Change Their Organizations -- by John P. Kotter, Dan S. Cohen; Culture and Climate Surveys Organizational Surveys : Tools for Assessment and Change (J-B SIOP Professional Practice Series) -- by Allen I. Kraut How to Conduct Organizational Surveys: A Step-By-Step Guide -- by Jack E. Edwards, Marie D. Thomas, Paul Rosenfeld, Stephanie Booth-Kewley Performance Management Performance Appraisal : State of the Art in Practice (Siop Professional Practice Series) -- by James W. Smither The Balanced Scorecard: Translating Strategy into Action -- by Robert S. Kaplan, David P. Norton Leadership Development Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value -- by Bill George The Leadership Challenge, 3rd Edition -- by James M. Kouzes, Barry Z. Posner The Leadership Challenge Workbook -- by James M. Kouzes, Barry Z. Posner Coaching Masterful Coaching -- by Robert Hargrove Executive Services Where Have I Gone Right - The Right Mountain Guide to Getting the Job and Life You Want -- by Jim Hayhurst Rites of Passage at 100,000 to 1 Million+: Your Insider \'s Lifetime Guide to Executive Job-Changing and Faster Career Progress in the 21st Century -- by John Lucht TOP Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[20]=new Array(21,"links.htm","2006-01-17","APEX Performance Strategies - Resources","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Articles & Presentations Books Events Keynote Newsletters (coming soon..) Resources /Partners Knowledge Center We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Recommended Resources for Organizational Development Tools & Knowledge CEO Express Society for Human Resource Management Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[21]=new Array(22,"strategyimplementation.htm","2006-01-24","Strategy Implementation ","","","Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Overview Organizational Diagnosis Strategy Development Strategy Implementation Business Strategy We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” StrategyImplementation Apex Performance Strategies has developed a powerful tool focused on implementing business strategies efficiently and completely throughout an organization. The OGTM process allows the client to create specific Objectives, Goals, Tactics, and Measurements for each business strategy. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[22]=new Array(23,"locations.htm","2006-01-17","Brainard Strategy Office Locations","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Office Location APEX Performance Strategies 1705 Kurtz Street Oceanside, CA 92054 Phone: 858.204.1608 Fax: 760.529.5953 Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[23]=new Array(24,"values.htm","2006-01-17","Our Values","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Our Values We are... In pursuit of, and a source of, Knowledge and Resources. We are... Responsive to our clients, our community and each other. We are... Creative and demonstrate flexibility in all that we do. We are... Partners with our clients, community, and each other. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[24]=new Array(25,"Team/dharris.htm","2006-01-17","Leadership Development Consultant","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Dale Harris Biographical Sketch Dale Harris is the Managing Principal of Apex Performance Strategies; a consulting firm that specializes in Business Strategy and Organizational Development. His consultancy partners with companies to enhance organizational performance through a strong understanding of business imperatives and the most current and innovative approaches to learning and development. Dale’s background in Industrial/Organizational Psychology guides a rigorous methodology which is designed to lead to tangible business outcomes. An entrepreneurial background belies his belief that consulting services must always lead to an exponential ROI for the organization. His experience cuts across industries (including: biotech, telecom, manufacturing, consumer products, finance, government and education) and consists of both public and private sector agencies. He also has extensive expertise in working with culturally diverse organizations; having worked and lived on 4 continents. Specialties include: Executive Coaching, Training and Development, Organizational Assessment, Leadership Development, and Psychometric Surveying and Testing. Dale has a Ph.D in I/O Psychology, an M.S. in I/O Psychology and a B.A. in Sociology. His research is in the areas of: Organizational Assessment, The Impacts of Multiculturalism in Organizations, and Performance Feedback. Print Biographical Sketch Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[25]=new Array(26,"Team/tjoyce.htm","2006-01-17","Career Management Consultant","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Tanny Joyce Biographical Sketch Tanny Joyce is a senior partner at Apex Performance Strategies. Tanny works directly with clients to identify and clarify goals and direction. With over 15 years as an organizational development professional in a variety of industries, Tanny has a breadth of organizational development experience. As a consultant, Tanny works directly with her clients to drive them towards success. Her direct style and detailed approach allows for maximum results in a short time frame. As a researcher, Tanny has contributed to publications and has presented her findings at professional conferences. Representative client industries include: telecommunications, biotech, pharmaceuticals, aerospace, finance, real estate, healthcare, and manufacturing. Consulting Specialties: Change Management Leadership Development Selection Culture and Climate Surveys Executive Coaching Learning and Training Programs Organizational Assessments Performance Management Reward and Recognition Programs 360 Degree Feedback Career Management Tanny has a Bachelor of Arts in Psychology from San Diego State University and a Masters of Science in Industrial-Organizational Psychology from San Jose State University. Also, Tanny is a certified Corporate Coach through Corporate Coach U. Print Biographical Sketch Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[26]=new Array(27,"Team/ghawk.htm","2006-01-17","Organizational Development Consultant","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Gary Hawk Biographical Sketch Gary Hawk is a senior consultant for Brainard Strategy. Since 1994, Gary has worked with Michael Brainard and facilitated peer groups for CEOs, business owners, and executive directors. Gary has been Principal of Inner Circle Coaching & Mentoring, an executive coaching firm that specializes in helping executives execute their strategies successfully. He guides and challenges his clients in clarifying business and personal goals, and in thinking through the means to attain them. Each project is tailored to the specific needs of the client. With over 40 years experience in both large and small businesses, Gary brings a rich business background to his consulting engagements. He has executive experience working in both manufacturing and service environments. Gary was owner of a four unit chain of Jenny Craig International for several years. He is an attorney, and served as General Counsel for a producer and syndicator of television commercials, as well as a rapidly growing, plastics manufacturer. Representative client industries include: Qualcomm, Hewitt-Packard, Biogen-Idec, Maxim Pharmaceuticals, San Diego Data Processing, San Diego Airport Authority, Aradiant, Paychex. Consulting Specialties: Coaching Technical Leaders Leadership and Executive Development Mentoring and Advising CEOs/Business Owners Senior Executive Coaching – CEOs, Senior Staff Gary has a Bachelor of Science degree in Business Administration, and a Juris Doctor from the University of Nebraska. Print Biographical Sketch Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[27]=new Array(28,"Team/ggoates.htm","2006-01-17","Organizational Development Consultant","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Greg Goates Biographical Sketch Greg Goates is a senior consultant for Brainard Strategy. For the past 18 years, Greg has worked as an organizational development professional. Greg’s specialty has been organizational/leadership development coaching. Greg was the Director of Leadership Development and a Vice President of Human Resources and Organizational Development, where he served as a mentor in providing direction and support in the areas of organizational development, training, employee communication, global culture, and succession planning. Greg serves as an executive coach for front-line managers, supervisors, and senior executives. Greg uses his management experience when consulting to provide insights that help clients overcome barriers and achieve goals. He is certified in the Myers Briggs Type Indicator (MBTI), a certified Development Dimensions International (DDI) Master Trainer, and is certified in Polaris competency and 360 degree feedback system. With over 18 years as an organizational development specialist in over 4 different industries, Greg has a wide variety of experience. Greg ran the Organizational/Leadership Development department for Invitrogen Life Technologies, at which he led a global organizational culture change initiative and established a leadership development/succession planning process. Greg’s past experience also includes Vice President of Human Resources and Organizational Development for Children’s Hospital and Health Center. Greg led the human resource, organizational development, and occupational health and safety functions supporting over 3,000 employees. Representative client industries include: biotech, healthcare, aerospace, service, and education. Consulting Specialties: Change Management Executive Coaching Leadership Development Organizational Assessment Performance Management Project Management Strategic Planning Succession Planning Talent Acquisition and Retention Training and Development Greg has a Bachelor of Administration in Human Resource Development from Brigham Young University and a Masters of Administration in Leadership Studies from University of San Diego. Print Biographical Sketch Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[28]=new Array(29,"Team/awest.htm","2006-01-17","Organizational Development Consultant","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” AprilWest Biographical Sketch April West is an organizational consultant for APEX Performance Strategies. For the past couple of years April has assisted trainers with the design and implementation of specialized training programs, worked in instructional design, survey design and analysis, new product development and the creation of e-learning activities for professional development. With experience as an organizational consultant and a researcher, April brings both an academic and best practices background in organizational development. Her consulting experience consists of product development, instructional and training material design, employee manual design, survey design and the customization of training programs. In addition, her experience includes statistical analysis and data interpretation. Her research background includes conducting studies on topics such as organizational justice, emotional intelligence, generational issues in the workplace, employee commitment, satisfaction, citizenship behaviors and turnover. Her current interests are in organizational justice, employee commitment to supervisor and work motivation. Consulting Specialties: Training and Development Organizational Justice 360 Degree Feedback Survey Design and Analysis Leadership Development Instructional Design April received a Bachelor of Science in Psychology and Gerontology from Kansas State University and a Masters of Science in Industrial-Organizational Psychology from the California School of Professional Psychology. She is currently completing her doctorate in the field of Industrial-Organizational Psychology. Print Biographical Sketch Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[29]=new Array(30,"Team/atowlemason.htm","2006-01-17","Strategic Planning Consultant","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” AnnTowle-Mason, SPHR Biographical Sketch Ann Towle-Mason is a senior consultant for Apex Performance Strategy. Over the past 17 years, Ann has served as a senior-level HR leader in the hospitality/service industry and as a consultant to non-profit and for-profit organizations of all sizes spanning several industries including bio-tech, high-tech, construction, real estate, and professional services. Ann uses her years of practical and strategic experience to guide clients through the design and implementation of HR systems and strategies to create a culture that is in alignment with positive business results. In addition to providing a strategic perspective on HR matters such as employee selection, development, and retention, Ann conducts HR compliance audits, develops employee handbooks, and works with management to resolve highly-sensitive employee issues. She is adept at facilitating and training in a corporate environment and is an instructor in the HR Management Certificate program at San Diego State University and a part-time faculty member at University of Phoenix teaching courses in undergraduate and graduate management degree programs. Consulting Specialties: Human Resources and Organizational Management Human Resource Assessments/Audits Policies, Procedures & Employee Handbooks Harassment Training (Required by AB 1825) Performance Management Employee Selection & Retention Training & Development Job Analysis Performance Management Management Coaching Ann earned a Bachelor’s degree in business management and a Master’s degree in organizational management, and is a nationally certified Senior Professional in Human Resources (SPHR). Ann is also Immediate Past President of the San Diego Chapter of the Society for Human Resources Management (SHRM). Print Biographical Sketch Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[30]=new Array(31,"Team/cburnham.htm","2006-01-17","Organizational Development Consultant","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Office Location Our Consultants Our Values About Us We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” CynthiaA. Burnham Biographical Sketch Cynthia Burnham is a highly-experienced senior management development specialist who brings her clients extensive expertise in motivational leadership, change management, conflict resolution, communications skills, and career development. She assists executives to understand their corporate environment and themselves, so they can precisely target their leadership, align themselves and their teams successfully with corporate goals, and operate with vision and competence. Cynthia has been an Organizational Development professional for over 20 years. Her ability to help companies and individuals understand, integrate and accelerate change makes her an invaluable asset in the organizations. In her most recent corporate experience, Cynthia was Senior Vice President, Director of Employee Relations & Learning, for UBS Financial Services, Inc. (formerly PaineWebber). In that capacity, she led multiple groups for the 20,000 U.S. employees of the division, while participating in extensive global initiatives with other UBS divisions. She managed a 50-person full-service training, performance management, and organizational development department, as well as Corporate Employee Relations, which created policies and programs for the divisions and ran a widely-acclaimed internal alternate dispute resolution program, F.A.I.R, the first of its type on Wall Street. Ms. Burnham’s coaching experience ranges from Manager level to Executive Vice President level of Fortune 500 companies. Some of her representative coaching experiences include: EVP, Human Resources, Global Financial Services firm; CTO, Global Financial Services firm; M.D., Director of Corporate Communications, Global Financial Services firm; and M.D., Director of Trading, Financial Services firm. Representative client industries include: Wall Street, insurance, consumer packaged goods, oil, utilities, and pharmaceuticals. Consulting Specialties: Executive Coaching Change Management Performance Management Diversity Training and Development Leadership Development Cynthia earned an M.B.A. in Marketing from U.C.L.A., and a B.A. in Creative Studies from the University of California at Santa Barbara, where she was elected to Phi Beta Kappa. She also spent her junior year in Bordeaux, France, and she completed one year of coursework toward an M.A. in English Literature. Print Biographical Sketch Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[31]=new Array(32,"coaching.htm","2006-01-24","Coaching","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Coaching Our Coaching Philosophy… As organizations strive to gain and maintain competitive advantage, the demand on leaders is greater than ever. The need for leaders at all levels who can develop and execute strategy, build commitment during uncertain times, and navigate change confidently. Even the most experienced leaders are finding the current business environment challenging. Forward-thinking organizations are providing support to their leaders through coaching to enable them to lead and succeed. Growing “High Potential” leaders Addressing performance issues of both the leader and the people who interact with that leader Assuring success in new assignments Assuring organizational alignment Addressing re-organization needs Accelerating new leader assimilation Enabling cultural change through leadership action Coaching C hallenge : A large Telecommunications Firm and one of their Engineers wanted the individual contributor to move into a management role. Although the Engineer had very strong technical skills, they lacked interpersonal skills. A ction : Based on the needs,a coach was matched with the individual to help in their professional development. Weekly coaching sessions took place for over three months. During the coaching, a pre and post 360 Degree Feedback survey was administered. R esult : The coaching resulted in a significant improvement in the interpersonal skills based on co-worker and boss feedback when comparing the pre and post 360 surveys results. Additionally, the Engineer was considered by the organization for a management position. Coaching and Executive Development Jane Baker VP Human Resource, Qualcomm San Diego, California “At times, when we have executives who are derailed and/or struggling to capitalize on their strengths and maximize their potential we need external resources who are able to quickly assess the situation, confront the behaviors and attitudes that are barriers and advise executives “real time”, which is often very fast... With the help Michael Brainard and from the coaches at Brainard Strategy, many of our executives are able to quickly assimilate changes in their performance and motivation that they needed, to take the organization’s next steps towards success.” Ryan Katz CEO, Goal Financial San Diego, California Michael Brainard has been able to provide the climate and framework for my growth and development and I directly count his coaching as one of the drivers of my organizations growth and success. Michael has a unique combination of business acumen and interpersonal savvy to listen effectively, confront, and advise at the right time, all the while keeping me focused on my development…. TOP Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[32]=new Array(33,"orgperformance.htm","2006-01-24","Organizational Performance ","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance See More.. Change Management Team Building and Executive Alignment Selection Methodology Organizational Assessments Opinion and Climate Surveys 360 Degree Feedback Tools Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” OrganizationalPerformance Apex Performance Strategies partners with their clients to deliver business results that matter. Peak Organizational Performance is realized through many different processes and methods. Some of these include effective Change Management programs, powerful Team Building and Executive Alignment , successful Selection Methodologies , and valuable Organizational Assessments . Click the images to enlarge Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[33]=new Array(34,"assessments.htm","2006-01-24","Organizational Assessments","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance See More.. Change Management Team Building and Executive Alignment Selection Methodology Organizational Assessments Opinion and Climate Surveys 360 Degree Feedback Tools Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” OrganizationalAssessments In order to promote and track improvement it is critical to employ effective measurement strategies. This is done with the use of Organizational Assessments. Apex Performance Strategies works with each client to customize assessments that fit their unique needs and organizational culture. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[34]=new Array(35,"feedbacktools.htm","2006-01-24","Feedback Tools","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us Overview Leadership Development Coaching Performance Management Organizational Performance See More.. Change Management Team Building and Executive Alignment Selection Methodology Organizational Assessments Opinion and Climate Surveys 360 Degree Feedback Tools Organizational Development We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” 360Degree Feedback Tools 360 feedback tools are valuable sources of information for employees who are focused on improving their performance and moving to the next level. This popular process, also known as multiple-rater feedback, is a way to collect perceptions from bosses, colleagues, direct reports, and even customers on an employee \'s behavior. A good 360 feedback process can: Provide a more complete picture of how an individual performs and behaves in their job. Make it harder for a person to dismiss an item of feedback when it is coming from more than one person. Limit bias, such as the halo effect or discrimination. Provide powerful information to a participant that can be used to create a meaningful development plan. Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[35]=new Array(36,"PP/Business%20Strategy%20Model.Jan%202005.ppt","2005-12-28","Business%20Strategy%20Model.Jan%202005","","","Strategy Establish Context Mission, Vision, Values, & Readiness Executive Alignment Strategy Steering Group Executive Commitment Stimulate Enterprise Strategic Thinking Refine Strategies Linking Strategies to Capabilities Organizational Effectiveness Architecture Continuous Strategy Implementation ",35);arrFiles[36]=new Array(37,"testimonials.htm","2006-01-17","Testimonials","","","Business Strategy Organizational Development Proven Successes Knowledge Center Home About Us Contact Us CAR \'s (Challenge, Action, & Result) Testimonials Proven Success We’ve rebranded! Apex Performance Strategies was formerly known as Brainard Strategy. Letus be your Strategic Partners in Success.” Testimonials Strategc Planning Ken Gowen VP Human Resources, AMN Healthcare, Inc. Our executive team needed assistance in identifying opportunities for revenue generating ideas that would bring a ROI within the next 9 months. Brainard Strategy effectively led us through a process that maximized our strategy sessions and led to the development of some exciting initiatives..” Strategy Implementation ConAgra Foods John Jakubek SVP Human Resource, ConAgra Foods Omaha, Nebraska “Our strategy was unclear and the lack of alignment across departments resulted in negative business outcomes. Brainard Strategy came on board and partnered with us to create and implement an executive strategy that has made us more successful and effective than ever.” Team Building Judy Bentley VP Human Resource, Edwards Life Science Irvine, California “We were having a difficult time with bringing together our executive sales team. There were obvious effects due to the lack of synergy around teaming and the team was resistant towards chance. Brainard Strategy created and facilitated an offsite that precisely hit the team’s needs! By the end of the teambuilding, the team had removed many barriers and created common goals. My employees are now working as a team for the first time.” Sarah Gunhouse VP of US Sales, Biosite Diagnostics Inc San Diego, California “We realized that while we were having great business success, in order to continue at our current rate of growth we needed to assist our Regional Sales Directors in the development of certain skill sets. We sought to strengthen their own leadership and management awareness, and then provided them the opportunity to build their own teams in a much more effective manner. Brainard Strategy took our team through a 360 degree assessment and the DISC assessment. These were valuable tools for both our sales management team and our sales representatives, as they helped us to better understand ourselves and lead our teams. Going forward, we were able to link the assessments to our own sales training. This has helped us build stronger leaders and has enhanced our effectiveness with our customers.” Executive Team Alignment Robert Nascenzi CEO, Claritas Software San Diego, California Our business was mature and our brand was strong, but over the course of years we had been through a couple of mergers and my executive team was a mix of past competitors. Due to not focusing on our core strategies, our own teamwork had broken down and the employees were increasingly under pressure form outside sources. Alignment among our executive team was critical. Michael Brainard was key in determining the most effective method to diagnosis the team and helped our executives achieve greater alignment across functions. His process centered approach, business acumen, facilitation skills, and pragmatism helped us over the course of 6 months to work as a team and gain focus around our Mission, Vision, Values, and core strategies. Management Assessment Tony Chartrand SVP Human Resource, Viejas Casino San Diego, California “We needed an accurate way to measure the capabilities and potential of our management team. Brainard Strategy effectively assessed our team and helped us better understand our strengths and areas for improvement. Now, we can more effectively manage talent at this critical level in the organization.” Management Competence/ Sales Ability Tom Watlington COO, Biosite Diagnostics San Diego, California “We realized that we just weren’t reaching the goals our team set out to attain… We were struggling to improve our management team’s skills and sales ability. Brainard Strategy efficiently took our team through sales training and personal development planning activities. Because of Brainard Strategy, our team is back on track.” Coaching and Executive Development Jane Baker VP Human Resource, Qualcomm San Diego, California “At times, when we have executives who are derailed and/or struggling to capitalize on their strengths and maximize their potential we need external resources who are able to quickly assess the situation, confront the behaviors and attitudes that are barriers, and advise executives “real time”, which is often very fast... With the help of Michael Brainard and the coaches at Brainard Strategy, many of our executives are able to quickly assimilate changes in their performance and motivation. This real-time change is what enables our leaders to help the organization take the next steps towards success.” Ryan Katz CEO, Goal Financial San Diego, California Michael Brainard has been able to provide the climate and framework for my growth and development and I directly count his coaching as one of the drivers of my organizations growth and success. Michael has a unique combination of business acumen and interpersonal savvy to listen effectively, confront, and advise at the right time, all the while keeping me focused on my development…. Performance Management Ed Cleary VP of Sales and Marketing, Moon Design MFG San Diego, CA We realized that moving our business into the future involved a more strategic approach to talent management. Brainard Strategy partnered with us to develop a performance management system that facilitated clearer, more effective communication between managers and employees. This created a clearer understanding of how not only the company, but the individuals, benefit by increased efficiencies and productivity. Brainard \'s approach and training skills really impacted the way we do business. OD Outsourcing Richard Swartzbaugh VP Human Resource, Goal Financial San Diego, California “Our organization wanted a more effective, diverse, and capable OD department as our company continued to expand. We discovered that with Brainard Strategy, we could outsource our OD work and get everything that we wanted... Plus, it was significantly more cost effective.” TOP Business Strategy Organizational Development Proven Success Knowledge Center Home About Us Contact Us Copyrighted © 2005/2006",12);arrFiles[37]=new Array(38,"articles/ROI_Full%20Article.pdf","2005-12-28","Metrics for HC_Revised","","","Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives  By: Temre Green and Michael Brainard April 28th, 2005  Brainard Strategy 2121 Newcastle Ave, Suite A Cardiff by the Sea, CA 92007 www.BrainardStrategy.com Phone: 760-436-4800 Fax: 760-436-4808    Executive Summary  People are arguably one of the most valuable resources in an organization; thus it is important to understand the return on investing in human capital. It is critical for companies to know the return on their investment in OD and HR initiatives, but more frequently than not, companies struggle to see the return in true dollar figures. The missing elements in traditional ROI calculations are the organizational influencers/ impact variables. This article investigates those missing elements and offers a new perspective and model for calculating ROI for recruiting, selection, training, performance management, coaching, and succession management.  2    Overview  It may be common knowledge among human resource professionals that human capital- the traits (intelligence and energy) that people bring to a job, their ability to learn (aptitude, creativity, and so on), and their motivation to share information and knowledge (team spirit and goal orientation) - is any organization \'s most important asset. The ROI of Human Capital arguably offer the greatest long term value in an organization (Fitz-enz, 2001). Jac Fitz-enz explains that in today \'s marketplace, every function must add value. In order to show HR \'s value, three factors are required:  · · ·  A new vision of HR \'s purpose A more effective relationship between HR and its internal customers A quantitative performance-measurement system. (Fitz-enz, 1994).  Experts \' Opinions and Thoughts  Jim Hatch, principal with PricewaterhouseCoopers/ Saratoga, a leading source for HR metrics and benchmarking, says that Human Capital ROI- the amount of money you get back in profits for every dollar invested in human capital- is a good predictor of mid- and long-term success. Laurie Bassi, chair of Bassi Investments Inc. in Washington DC, also believes that Human Capital keys can predict future corporate profitability. Furthermore, she has years of solid research to back up her claim. According to Bassi, who is a former Economics professor at Georgetown University, the chief indicator for ROI is Training Expenditures per Employee.  Summary of the Problem  Because companies spend so much of their budgeted dollars on OD/HR initiatives, it is crucial that we are able to measure the added value. We need to know that we are getting a return on our investment, but how can we calculate it? One of the reasons that ROI can be particularly difficult to calculate is the different organizational influencers that impact an initiative. These influencers are implicitly and/or explicitly impacting time, quality, and money, but are not hard dollars and therefore are difficult to put into a basic equation of: output / input equals productivity (output/input = value). The problem can be as simple as a math equation. For example, the cost (input: one side of the equation) is a different unit of measurement than what is often seen as the outcomes (satisfaction, commitment, retention, etc). We expect that if the input is in dollars, that the outcome will also be in dollars; however that is not always the case with OD/ HR initiatives. In this case, we are not comparing like units (e.g. dollars to success metrics, rather than dollars to dollars). So then, it is important to understand and measure the impact/ influencer variable to ultimately see an outcome that can be expressed as a dollar value.  3    Our Approach  There are two options to attempt to adequately measure ROI: 1. Stop trying to measure ROI traditionally. (E.g. The problem = 10k for a service = an assumed 25k in return), the more traditional and less rigorous way. Or 2. Measure ROI in three steps: First, calculate the cost of initiatives (input). Second, determine the variables that will be impacted by the initiative (influencer/ impact variable). Third, calculate the return for that impact/ change initiative (return on investment). (E.g. 10k for a service = increased retention). Example: Attrition in 2004 was 15% at the Director Level and above. Post-initiative attrition was 12% at Director Level and above. Attrition at the Director Level and above costs the company  650,000 at 15%. After the initiative, the attrition rate at the Director Level and above was 3% less or  450,000 in net cost to the company. Thus, the initiative has an ROI of  200,000 in net savings on a  10,000 investment. The focus of this article is to present and investigate options for measuring ROI that incorporate these influencers in an effort to see value added through various success metrics. Specifically, we will look at OD/HR initiatives such as recruiting, selection, training, performance management, coaching, and succession management.  4    Our Basic Models  1) The traditional model of looking at ROI is: Input should be equal to or greater than the Return on Investment:  Inputs (Cost in Dollars)    Return on Investment ( Revenue, Costs)  A  B  *When the units in A and B are expressed in dollars  2) The new model that will be used to research the ROI includes organizational influencers:  Inputs (Cost in Dollars)    Influences/ Impact Variables (Quality, Time, Cost)  Return on Investment ( Revenue, Costs)    A  B  C  *When OD initiatives cannot easily be measured in dollars, we refer to impact variables (B) as success metrics that correlate to dollars (C).  5    Value Analysis: Components to Calculate ROI of OD/ HR Initiatives I. Recruiting A. Inputs: i. Recruiting costs ii. Advertising costs iii. Resume management iv. Branding B. Organizational Influencers/ Impact Variables: i. Higher retention (lower attrition rates) ii. Reduce turnover, etc. C. Return: i. Cost per hire per level ii. Revenue per employee II. Selection A. Inputs: i. Sourcing costs ii. Hiring costs iii. Person-job fit iv. Time and productivity / Time of selectors B. Organizational Influencers/ Impact Variables: i. Orientation process ii. Assimilation iii. Management C. Return: i. PBT (profit before taxes) per employee ii. Productivity: individual, team, and organizational levels iii. Productivity over time III. Training A. Inputs: i. Needs assessments ii. Cost of training and development per employee iii. Cost of lost opportunities/ work iv. Cost of lost sales (for sales staff training) v. Project management costs B. Organizational Influencers/ Impact Variables: i. Retention ii. Technical competence iii. Organizational commitment C. Return: i. PBT per employee with training vs. no training ii. Productivity per employee iii. Prevented cost of lost opportunities iv. Prevented cost of future mistakes  6    Value Analysis: Components to Calculate ROI of OD/ HR Initiatives (Continued) IV. Performance Management A. Inputs: i. Hourly cost of implementation (employee hours) ii. Cost of design iii. Cost of performance management software iv. Cost of training v. Cost to warehouse data B. Organizational Influencers/ Impact Variables: i. Feedback to employees ii. Employee-manager relationship C. Return: i. Productivity: individual, team, and organizational levels ii. Revenue per employee V. Coaching A. Inputs: i. Costs of assessments ii. Costs to do coaching iii. Time away from daily work B. Organizational Influencers/ Impact Variables: i. Financial impact/ benefit because of behavioral changes in the coachee ii. Improved business performance, communication, and leadership skills iii. Motivation, employee morale, employee commitment C. Return: i. Cost of turnover ii. Employee productivity iii. Satisfaction and commitment of direct and non-direct reports VI. Succession Management A. Inputs: i. Cost to design program and software ii. Cost of assessments B. Organizational Influencers/ Impact Variables: i. Successful incumbent ii. Meets financial projections iii. Satisfies stakeholders C. Return: i. Prevented cost of lost time ii. Employee productivity iii. Cost to hire from outside vs. promote internally  7    Factors that Fortune 500 Companies are Measuring  · · · · · · · ·  Turnover costs Employee replacement costs Economic value of employee behaviors (absenteeism, smoking, etc) Economic benefits of developing a superior selection test Economic benefits of various training levels Economic benefits of additional recruiting Economic benefits of increasing job satisfaction, organizational commitment, or similar job attitudes Economic benefits of high, medium, and low performance on a particular job  General List of Human Capital Success Metrics  · · · · · · · · · · · · · · · · · · · · · · · · · · · · · ·  Average change in performance-appraisal rating overtime Climate surveys Customer complaints/ praise Customer satisfaction/ loyalty Employee commitment survey scores Employee competency growth Employee development/ advancement opportunities Employee job involvement survey scores Employee satisfaction with advancement Employee turnover by performance level and by controllability Extent of cross-functional teamwork Extent of organizational learning Extent of understanding of the firm \'s competitive strategy and operational goals Extent to which employees have ready access to the information and knowledge that they need Extent to which employees are clear about the firm \'s goals and objectives Extent to which hiring, evaluation, and compensation practice seek out and reward knowledge creation and sharing Percentage of employees making suggestions Percentage of female and minority promotions Percentage of intern conversion to hires Percentage of workforce that is promotable Percentage of employees with experience outside their current job responsibility or function Percentage of retention of high-performing key employees Perception of consistent and equitable treatment of all employees Performance of newly hired applicants Planned development opportunities accomplished The ratio of HR employees to total employment Requests for transfer per supervisor Retention rates of critical human capital Success rates of external hires Survey results on becoming the  Employer of Choice  in selected, critical positions  8    ",162);arrFiles[38]=new Array(39,"articles/ODHRROI.pdf","2005-12-28","ODHRROI","","","Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives  By: Temre Green and Michael Brainard April 28th, 2005  Brainard Strategy 2121 Newcastle Ave, Suite A Cardiff by the Sea, CA www.BrainardStrategy.com Phone: 760-436-4800 Fax: 760-436-4808    Executive Summary  People are arguably one of the most valuable resources in an organization; thus it is important to understand the return on investing in human capital. It is critical for companies to know the return on their investment in OD and HR initiatives, but more frequently than not, companies struggle to see the return in true dollar figures. The missing elements in traditional ROI calculations are the organizational influencers/ impact variables. This article investigates those missing elements and offers a new perspective and model for calculating ROI for recruiting, selection, training, performance management, coaching, and succession management.    Overview  It may be common knowledge among human resource professionals that human capital- the traits (intelligence and energy) that people bring to a job, their ability to learn (aptitude, creativity, and so on), and their motivation to share information and knowledge (team spirit and goal orientation) - is any organization \'s most important asset. The ROI of Human Capital arguably offers the greatest long term value in an organization (Fitz-enz, 2001). Jac Fitz-enz explains that in today \'s marketplace, every function must add value. In order to show HR \'s value, three factors are required: A new vision of HR \'s purpose A more effective relationship between HR and its internal customers A quantitative performance-measurement system. (Fitz-enz, 1994).  Experts \' Opinions and Thoughts  Jim Hatch, principal with PriceWaterhouseCoopers/ Saratoga, a leading source for HR metrics and benchmarking, says that Human Capital ROI- the amount of money you get back in profits for every dollar invested in human capital- is a good predictor of mid- and long-term success. Laurie Bassi, chair of Bassi Investments Inc. in Washington DC, also believes that Human Capital keys can predict future corporate profitability. Furthermore, she has years of solid research to back up her claim. According to Bassi, who is a former Economics professor at Georgetown University, the chief indicator for ROI is Training Expenditures per Employee.  Summary of the Problem  Because companies spend so much of their budgeted dollars on OD/HR initiatives, it is crucial that we are able to measure the added value. We need to know that we are getting a return on our investment, but how can we calculate it? One of the reasons that ROI can be particularly difficult to calculate is the different organizational influencers that impact an initiative. These influencers are implicitly and/or explicitly impacting time, quality, and money, but are not hard dollars and therefore are difficult to put into a basic equation of: output / input equals productivity (output/input = value). The problem can be as simple as a math equation. For example, the cost (input: one side of the equation) is a different unit of measurement than what is often seen as the outcomes (satisfaction, commitment, retention, etc). We expect that if the input is in dollars, that the outcome will also be in dollars; however that is not always the case with OD/ HR initiatives. In this case, we are not comparing like units (e.g. dollars to success metrics, rather than dollars to dollars). So then, it is important to understand and measure the impact/ influencer variable to ultimately see an outcome that can be expressed as a dollar value.    Our Approach  There are two options to attempt to adequately measure ROI: 1. Stop trying to measure ROI traditionally. (e.g., The problem = 10k for a service = an assumed 25k in return), the more traditional and less rigorous way. Or 2. Measure ROI in three steps: First, calculate the cost of initiatives (input). Second, determine the variables that will be impacted by the initiative (influencer/ impact variable). Third, calculate the return for that impact/ change initiative (return on investment). (e.g., 10k for a service = increased retention). Example: Attrition in 2004 was 15% at the Director Level and above. Postinitiative attrition was 12% at Director Level and above. Attrition at the Director Level and above costs the company  650,000 at 15%. After the initiative, the attrition rate at the Director Level and above was 3% less or  450,000 in net cost to the company. Thus, the initiative has an ROI of  200,000 in net savings on a  10,000 investment. The focus of this article is to present and investigate options for measuring ROI that incorporate these influencers in an effort to see value added through various success metrics. Specifically, we will look at OD/HR initiatives such as recruiting, selection, training, performance management, coaching, and succession management.    1) The traditional model of looking at ROI is: Input should be less than or equal to the Return on Investment:  Inputs (Cost in Dollars)      Return on Investment ( Revenue, Costs)    A  B  *When the units in A and B are expressed in dollars  2) The new model that will be used to research the ROI includes organizational influencers:  Inputs (Cost in Dollars)    Influences/ Impact Variables (Quality, Time, Cost)  Return on Investment ( Revenue, Costs)    A  B  C  *When OD initiatives cannot easily be measured in dollars, we refer to impact variables (B) as success metrics that correlate to dollars (C).    Value Analysis: Components to Calculate ROI of OD/ HR Initiatives I. Recruiting A. Inputs: Recruiting costs Advertising costs Resume management Branding B. Organizational Influencers/ Impact Variables: Higher retention (lower attrition rates) Reduce turnover, etc. C. Return: Cost per hire per level Revenue per employee II. Selection A. Inputs: Sourcing costs Hiring costs Person-job fit Time and productivity / Time of selectors B. Organizational Influencers/ Impact Variables: Orientation process Assimilation Management C. Return: PBT (profit before taxes) per employee Productivity: individual, team, and organizational levels Productivity over time III. Training A. Inputs: Needs assessments Cost of training and development per employee Cost of lost opportunities/ work Cost of lost sales (for sales staff training) Project management costs B. Organizational Influencers/ Impact Variables: Retention Technical competence Organizational commitment C. Return: PBT per employee with training vs. no training Productivity per employee Prevented cost of lost opportunities Prevented cost of future mistakes    Value Analysis: Components to Calculate ROI of OD/ HR Initiatives (Continued) IV. Performance Management A. Inputs: Hourly cost of implementation (employee hours) Cost of design Cost of performance management software Cost of training Cost to warehouse data B. Organizational Influencers/ Impact Variables: Feedback to employees Employee-manager relationship C. Return: Productivity: individual, team, and organizational levels Revenue per employee V. Coaching A. Inputs: Costs of assessments Costs to do coaching Time away from daily work B. Organizational Influencers/ Impact Variables: Financial impact/ benefit because of behavioral changes in the coachee Improved business performance, communication, and leadership skills Motivation, employee morale, employee commitment C. Return: Cost of turnover Employee productivity Satisfaction and commitment of direct and non-direct reports VI. Succession Management A. Inputs: Cost to design program and software Cost of assessments B. Organizational Influencers/ Impact Variables: Successful incumbent Meets financial projections Satisfies stakeholders C. Return: Prevented cost of lost time Employee productivity Cost to hire from outside vs. promote internally    Factors that Fortune 500 Companies are Measuring  Turnover costs Employee replacement costs Economic value of employee behaviors (absenteeism, smoking, etc) Economic benefits of developing a superior selection test Economic benefits of various training levels Economic benefits of additional recruiting Economic benefits of increasing job satisfaction, organizational commitment, or similar job attitudes Economic benefits of high, medium, and low performance on a particular job  General List of Human Capital Success Metrics  Average change in performance-appraisal rating overtime Climate surveys Customer complaints/ praise Customer satisfaction/ loyalty Employee commitment survey scores Employee competency growth Employee development/ advancement opportunities Employee job involvement survey scores Employee satisfaction with advancement Employee turnover by performance level and by controllability Extent of cross-functional teamwork Extent of organizational learning Extent of understanding of the firm \'s competitive strategy and operational goals Extent to which employees have ready access to the information and knowledge that they need Extent to which employees are clear about the firm \'s goals and objectives Extent to which hiring, evaluation, and compensation practice seek out and reward knowledge creation and sharing Percentage of employees making suggestions Percentage of female and minority promotions Percentage of intern conversion to hires Percentage of workforce that is promotable Percentage of employees with experience outside their current job responsibility or function Percentage of retention of high-performing key employees Perception of consistent and equitable treatment of all employees Performance of newly hired applicants Planned development opportunities accomplished The ratio of HR employees to total employment Requests for transfer per supervisor Retention rates of critical human capital Success rates of external hires Survey results on becoming the  Employer of Choice  in selected, critical position.    ",554);arrFiles[39]=new Array(40,"Team/dharris.pdf","2006-01-24","dharris","","","",24);arrFiles[40]=new Array(41,"Team/tjoyce.pdf","2006-01-24","tjoyce","","","",24);arrFiles[41]=new Array(42,"Team/awest.pdf","2006-01-24","awest","","","",24);arrFiles[42]=new Array(43,"Team/atowlemason.pdf","2006-01-24","atowlemason","","","",24);arrFiles[43]=new Array(44,"Team/cburnham.pdf","2006-01-24","cburnham","","","",25);