Case Studies

In-Depth Case Studies on Companies From Diverse Industries

Manufacturing Transitioning from shift to shift does not have to be a battle.

WorkerSmarts+LLC+-+Human+Resources+Consulting

Situation

A manufacturing company was having problems with shift workers complaining about the other shifts not leaving their stations or booths clean. Shifts began running behind because they had to clean up after the person before them. Human resources tried implementing disciplinary action on the ‘messy’ employees but this only aggravated the problem.

Plan and Process

  1. We found that each shift worker’s ‘standard of cleanliness’ was different. For example, one person has a place for each tool and each tool is in it’s place. Another person might throw the tools in the toolbox, lock it and feel the station was clean. To resolve the issues, it took looking beyond the surface complains to define a standardized checklist for a clean station.
  2. The fact that employees had no time allotted in their shift to clean their stations before they clocked out. Being in a hurry to leave, they let the next shift clean up. The company wisely agreed to give each employee 15 minutes paid time at the end of their shift to clean their station according to the standards set out by the company’s new clean station checklist.

Outcome

The complaints stopped, morale improved and so did production. The human resource department found themselves spending less time on employee complaints and more time on other pressing issues.

Feedback

“As a supervisor, it helped open my eyes to the reasoning behind the many different personalities in our office. The thinkers, the planners, the peacemakers and the risk-takers. It helped build self-awareness among our staff, how we react to stress, conflict, and harmony. This comes into play in our daily life with meetings, projects, family life. I was very happy with the feedback from my staff!”

— Amy R., Coordinator

Finance Emergencies happen but people’s response and recovery to the situation are very different.

WorkerSmarts+LLC+-+Finance+Case+Study

Situation

A credit union was robbed, and a police officer was injured. It was a traumatic experience for the employees. Even though they had been trained to handle emergency situations, they were experiencing strained working relationships between team members. They had brought in different counselors and trainers, but nothing seemed to resonate.

The accounting office called us and asked if we had anything that could help. After learning more about the situation, we personalized the REAL Colors® assessment training to focus on how different personalities deal with stress and developed a follow-up plan.

Plan and Process

  1. We increased the amount of discussion surrounding the incident, instead of suppressing it, which got them to open up about how each employee had reacted to it over time. Having these honest discussions helped them understand why people react differently and opened the door for understanding and trust to develop again.
  2. We recognized that that it would take time to rebuild trust in each other. We developed a discussion list unique to their situation that included questions that kept the conversations going.

Outcome

The president of the credit union followed up with us personally to say the staff works well together again and the training was the turning point they needed. They are now better equipped to handle the emotional side of emergencies because they understand why people respond differently and how to get themselves back on course.

Feedback

“The training was informative and fun. In assessing your own and others personalities, it helps to understand why people react the way they do in certain situations, and helped me to understand myself better. I highly recommend it.”

— Pat A., Accounting Office

Construction Conflict can be healthy for an organization if it is skillfully addressed.

claus-grunstaudl-637031-unsplash

Situation

We were asked to conduct a state-wide training for the cement truck drivers working at a construction company. The problem with the drivers had become so heated, they worried about people getting hurt. At times, the cement trucks were not cleaned at the end of a shift, as drivers parked and walked away. They had been having so much conflict between the drivers, it was costing them time, money and personnel.

Plan and Process

  1. Truck drivers are not used to sitting for a training, so we personalized the training to make it relevant and highly interactive. We did our research to learn about the process of mixing and pouring cement.
  2. When asked about specific examples, the company managers did not have any. Talking to other truck drivers gave us some common problems where conflict occurred including waiting in line, the time sensitive nature of cement curing and the process for properly maintaining the trucks. We gleaned 20 examples we could use in the training.
  3. Participants practiced skills for better communication and how to defuse emotionally charged situations. They worked together to identify solutions to resolve the issues. Management came into the room with a look of shock. They were delighted to see the truckers working together and sharing solutions to the problems they faced almost daily.

Outcome

It was the first time the truckers were able to share their frustrations with each other. They learned how they were more similar than different regardless of their location. Communication improved between management and the truckers as solutions were shared and implemented to improve the process. The truckers expressed their desire to be included in future discussions.

Feedback

“I enjoyed all three of your classes I attended this winter, they were very interesting. The topics were addressing Emotions at Work, How to Diffuse Emotionally Charged Situations and Generations in the Workplace. I know these classes will help me at my job, being in management dealing with employee’s. I am looking forward to more classes next winter. Great Job Done.”

— Harold K., Manager

Healthcare Finding the right people who share your vision to manage and grow your business can be a challenge.

lbgPQEm

Situation

A business owner wanted to find the right person who shared her vision and had the drive to move her business forward before she retired. She built the company based on her reputation as a master mental health therapist and nationally known trainer. The organization had grown rapidly where she could no longer manage it alone. Admittedly, documentation was not her strength and she did not have any administrative support personnel. Her goal was to expand the organization by hiring additional therapists, support personnel and to move into a larger building with their own training room.

Plan and Process

  1. We started by hiring a temporary part-time person to provide office support giving us time to document current procedures. I developed templates to use for marketing and reporting submission. Next, we identified her current goals for the business and the succession goals for after her retirement. An action plan with dates for completion was developed and used as our guide. As we worked, the skills and abilities required to do each job surfaced. We used this information to develop job descriptions and contracts outlining the expectations and reimbursements for each new employee.
  2. Now with job descriptions in hand, we began to look internally for her replacement. We started with a REAL Colors personality training to identify administrative skills in her current employees. It was evident no one had the skill or desire to be the administrator. We had to interview external candidates.
  3. Growing the training side of the business was very important. We found a partner company to provide the mental health credits for each training. Online training grew rapidly on a national basis. Hiring a technical support person was necessary. In addition, we hired a permanent administrative assistant to manage logistics, registration and certificates for the courses.
  4. A new building was rented with a training room eliminating the need to procure a location for each event. It was decided at this point, hiring an event coordinator/business manager was more cost effective than an administrator.

Outcome

The business moved to their new location one year after we began documenting her business practices. Six months later she retired from the business to enjoy the fruits of her labor.

Feedback

“Jean has been excellent in designing formats and systems that significantly improved our work flow and efficiency. She is truly what I will call a relational business consultant. She doesn't just suggest or implement changes in procedures, she strengthens understanding of the systems and of other team members and consumers.”

— Bonnie M., Business Owner

Let’s work on a plan together.

Solutions

Download your Free Step-by-Step guide on, How to Win at Growing Valuable People: How to Bring Out the Best in People. Get started today!

How to Bring Out the Best in People