Discover how Camden Consulting Group helps companies achieve outstanding organizational performance with holistic talent management solutions.
Case Study: Leadership Development and Training
An established industry-leading professional services firm with an updated strategy did not have the talent and people-practices needed to ensure its new strategy's success.
Camden Consulting Group was hired to partner with the CEO and Senior Management team to design and execute a multi-year HR and organizational development (OD) strategy. This engagement leveraged many of Camden’s capabilities. We:
- Designed a new HR operating model and structure
- Facilitated a culture alignment process
- Developed a sales competency model
- Provided extensive leadership development work including executive coaching
- Established an internal coaching approach
- Created a leadership competency model
- Provided talent identification, acquisition and on-boarding strategies and programs
- Provided top talent and succession planning
- Implemented change management and communication
An integrated talent-management strategy aligning HR and OD programs and practices to create sustainable results was implemented. This multi-faceted, best-practice strategy has enabled our client to acquire, develop, deploy and retain their employees and leaders to effectively support the execution of their new business strategy.
Case Study: Executive Coaching
Camden Consulting Group worked with the COO of a fast-growing health-care provider who needed Human Resources to play a more strategic and significant role across the organization to increase the effectiveness of the HR function.
Camden partnered with our client to assess, design and implement a new HR operating model and supporting practices to enable a sustainable transformation of HR. The process involved:
- Assessing the situation through individual interviews, focus groups with key stakeholders, and benchmark data analysis
- Designing and facilitating a cross-functional team approach to model possible functional structures for HR
- Aligning organizational needs with the new structures, including executive team buy-in to the functional design
- Creating a new operating structure with clear roles and a custom HR competency model
- Designing a change-management and communication approach
The result was the implementation of a new HR business partner model with new functional competencies, role definition and mutual accountabilities definition. This, along with the supporting change-management and communication has enabled the function to be more effective, shifting from reactive to proactive and providing more value in support of the organization’s strategy and growth. The executive team has adopted this new model and embraced the value added.