616.285.0535 info@p3hrcs.com

How We Operate

  • We provide focused, no “package programs”.

  • Adjust for client needs

  • View the larger picture

  • Consider legal issues

  • Aware of employee matters

  • Anticipate and determine broader outcomes

  • Provide strategic business practices and planning

  • Cost conscientiousness

  • Value-added

Services

Strategic

Strategic & Succession Planning

Many organizations may take the time and effort to develop a Strategic Plan, assemble the materials in a nice binder . . . which often then sits on a shelf, while the people go on with their “real” jobs.  Sound familiar? 

Environment and Risk

Regardless of the type or size of an organization, aligning staff with its goals and objectives is essential for long-term viability.  Whether it stems from entrepreneurial roots, is a family owned business or an organization that has been around for some time . . . it may not be sustainable if contingency plans or strategies are not in place.

All organizations utilize people to accomplish their goals and it’s critical to keep the team focused on what has to be accomplished.  Making sure the organization knows the direction it wants to take, gets the correct supporting tools and the right staff in leadership roles is essential to be effective over the long haul.  P3HR, in collaboration with key management, can help your organization get on the right track, and stay there.

The Method

Our ‘Strategic & Succession Planning’ (SSP) approach, facilitates achieving your mission and vision through:

  • Development of effective strategies, processes and maintenance practices
  • Integrates with budget preparation and planning
  • Establishes the priority and accountability of each project or initiative
  • SSP may be used for skill development and career progression assignments

P3HR can help you determine how to establish an effective program and whether you use all or a select group of the leadership team, key outside advisors, clients and/or vendors in the process.  Also important is to use a resource with responsibility for SSP follow-through; one that is involved with initial development, who will monitor events, with the ability to hold people accountable, and may be internal, external or a blend.

Project Process

It starts with knowing what you want to achieve in measurable terms, then determining timelines, skills and resources needed by when, who will do what and then provide informative progress reports for meaningful discussion.

Let us explain how it can happen.                                  

Strategic Achievement Index

Strategic Planning – Problem or Opportunity?

Many organizations go through the process of strategic planning, feel very good about doing so, but find nothing really changes.

There are a number of reasons for this outcome:

  • Leadership is not serious about the effort it involves
  • Day-to-day pressures get in the way
  • Rewards are based on short-term results
  • Needed resources are not linked to plan projects (budget, skilled staff, tech, etc.)
  • Unexpected developments

To have a successful strategic plan you need: 

  • Clearly written plan document that includes overall organizational target(s)
  • Main ‘champion’, usually a Senior Executive with clout and influence
  • Measurable goals and objectives
  • Ability to track actions toward goals and objectives
  • Accountable, of those responsible for achieving the results

A coordinated effort by all participants is essential.  Otherwise you may have one part of the organization undermining the efforts of another, or acting independent of the others with negative results.  Also, there is the issue that not all aspects of the strategic plan are as important as others.  Keeping all elements in proper balance with pressures and resources is critical to the success of the strategic plan.

The Solution help

Providing clients with the right tools to meet their management needs, P3HR has developed a unique tool called the Strategic Achievement Index© (SAI).  The SAI integrates all components, weighted by importance, of the strategic plan into a tracking and measurement system which results in a numberical value indicating progress.  The plan and its execution are provided to the leadership team in an easily understood and timely format to review and discuss on a regular basis.

Mergers & Acquisitions

Getting Ready

When an organization considers a change in ownership, it requires substantial analysis and planning from multiple perspectives.  The focus of this activity generally centers around those elements that make a ‘deal’ attractive to the parties involved.  Attorneys and brokers are good at ‘nailing down the deal’, but that’s usually where their job ends.

The Forgotten

One element that is often overlooked that can truly make an organization valuable is the effective integration of the people and their roles.  Leaving their concerns out of consideration, can have very damaging effects, such as:

  • Poor cooperation, delays and undermining the transition
  • Staff going into a defensive mode
  • Key-people lured away by competitors
  • Problems with cultural integration
  • Unidentified liabilities
  • Conflicting policies and administrative practices

It’s important to identify issues both short and long-term, facilitate and manage the integration as well as address details that occur after the event with timely follow-up.  This approach enables employee acceptance to become positive rather than contentious.

Facilitate the Process

Human Resource experience and expertise can be a critical factor in the process.   Labor costs, benefit/compensation programs, policies and practices may need to be assessed to attain company objectives without creating undue hardship or cost.  Also providing enhanced communication, developing programs to attract and retain key staff, and promoting employee engagement generally supports the success of a transition.

We recognize how different company cultures play a strong role in making an organization effective.  And, we know how to work with the leadership team to craft the proper messages to smooth organizational integrations.

Interim HR Leadership

The size of your organization doesn’t really matter when it comes to a loss or change of a key Human Resources Leadership.  It may even bring on a bit of a crisis. 

Crisis and/or Opportunity

The above situation usually raises the issue of who will do the work while you determine the best way to proceed.  It may also be a chance to take a hard look at the position itself.  Figuring out what you need going forward may be a bit harder than you think.

You may have some reports, some feedback, or perhaps various HR metrics but even with that at your fingertips you may not have a good picture.  And in fact, you only have a sense of what ‘was’, not what needs to be . . . or how to change it.

Position Evolution

As with many jobs, they change over time.  The emphasis may shift from strong technical competence to broad leadership skills, or future skills required to achieve strategic long-term goals.  Remember, ‘what got us here, won’t get us there.’

The Solution and the Value

A strategy that often proves to be a valuable option, is to replace a missing manager with a senior executive from our team who has the broad-based skills and experience needed  to:

  • Provide insight
  • Develop a forward-thinking plan
  • Insure interim continuity of work
  • Recommend actions for the long-haul

Together we will work with you to determine the best approach for the future of your company, whether it’s finding the qualified new manager, restructuring the position,  or bringing along an internal candidate who needs a bit of coaching.

A short-term investment with people who know-their-way-around, can be a great ROI for the long-term.

Executive Coaching

The Situation

Leaders make or break organizations.  Whether it’s an executive new to leadership, an executive who has been promoted into a role where he/she now has responsibility to provide leadership to other managers, or an executive whose role has brown beyond their current skill-set, all leaders must continuously grow and develop to appropriately serve the needs of a constantly changing organization.

Get Someone Experienced to Help

Receiving support, while on-the-job, with someone whom they can share their perspectives, receive insights, techniques and suggestions will strengthen their managerial skills, may change the operating structure or improve procedures and processes.

Often the necessary changes have organization, political and/or career implications.  Consequently, discretion and confidentiality are a must.  Therefore, the selected resource has to have a substantial amount of hand-on experience and real-world practice.  So, as good as your internal resources may be, they just can’t bring the third-party autonomy needed.

The coaching effort will need to impact a leader’s ability to be successful as they:

  • Build the ‘right leadership structure with the right team’.
  • Grow leadership, vision and communication skills and understand how to organize while bringing a team together to exceed goals.
  • Impart a methodology for integrating personal goals or behaviors with accomplishment of business objectives.
  • Identify the unique issues preventing desired success and a develop a plan to achieve success.

We Serve as a Trusted Advisor

Depending on your needs, P3HR can customize a focused development program to fit your budget and create an effective on-going management resource for your situation.

On behalf of Christ Memorial Church (CMC), I would like to thank you for the fine work that Mr. Ardon Schambers did with us to greatly and helpfully revise our existing Employee Handbook. He not only aided us in the important restructuring and concise explanations needed, but made sure that CMC was in keeping with all present national and state law. The flexibility in available services also made this process highly effective for CMC’s purposes and very cost efficient. It was a personal pleasure to work with Mr. Schambers in this project. His knowledge and experience as well as searching questions and quick humor not only kept the process running smoothly and successfully but produced an up-to-date, legal, and understandable Employee Handbook for all. I would highly recommend the personnel and services of P3HR as a whole. Professional, thorough, punctual, sensitive, and greatly effective as to time and cost, any client of P3HR will be glad that they chose this company in the end.
Rev. Dewey Thompson
Administrative Pastor / Christ Memorial Church
Due to unexpected staffing changes, we needed an immediate infusion of Human Resource support for our growing 600 employee organization, that operates 24-7 with 6 union contracts and government oversight. P3HR brought in a highly qualified team to get us through the various issues over a ten month period, helped re-staff the department and provided a variety of suggestions to improve functional operations.
June 11, 2015
The Family Business Alliance (FBA) serves the family business community in West Michigan through education, events, peer groups, and networking. To meet our many mandates, we need a strong and successful strategic plan. P3HR supports these efforts through their unique Strategic Achievement Index© process. Their consultants provide excellent guidance, help with planning and the accountability I need as the sole employee of the organization. –Ellie Frey Zagel, Director, Family Business Alliance
July 7, 2015

 

Operations

HR Staff Mentorship

Introduction

Many organizations have people in positions that don’t operate at 100% of expectations. Some in Human Resources, may even fall into this situation. For example:

  • Do you have people in your organization that “handle” the administration of HR issues, but lack the technical skills to understand the big picture? 
  • Do they “hire” employees for your company, but lack the recruiting skills to efficiently select the right person who fits your culture? 
  • Do they understand how to “process” your employee policies and programs, but do not understand how they fit into the larger goals of the company?

How it works

We can provide the leadership to develop your own HR staff and offer access to successful HR approaches used in large and small companies, domestic and international, and all types of industries.

  • Recruiting/Employment –  Sourcing, screening, placement
  • Compensation –  Job Descriptions, performance measures, pay analysis
  • Benefits – Paid-time-off, Health care, Disability, Life, Retirement
  • Statutory – Workers’ and Unemployment Comp., Social Security
  • Organizational Development – Training, team building, successor planning
  • Records/administration – Payroll, timekeeping, compliance and reporting 

P3HR can customize a mentorship program to fit your budget and meet your needs.   Think of us as your ‘on call’ resource for immediate issue resolution.  But more importantly, as your HR department’s personal trainer . . . not a ‘canned’, off-the-shelf training program or seminar.

HR Analysis

Why do an HR Analysis?

Knowing how you are doing is essential to the success of an organization.  However, when the topic of an audit is presented, it often triggers an emotional response.  From a business perspective, an HR Analysis usually presents opportunities.

When should an organization decide to do an Analysis? 

There is no single answer for all organizations.  There are often “red flags” that suggest it’s a good idea, such as:

  • High employee turnover
  • Low employee morale
  • Limited HR experience of staff
  • Replacement of HR leadership
  • Regulatory of vendor compliance issues
  • Reluctance to utilize HR staff on critical events
  • Employee cost/budgets out-of-line

How our Analysis works

P3HR follows a consistent and organized process to ensure we address all the critical factors.  We objectively determine the quality and appropriateness of your plans, programs, policies and procedures or determine what’s missing.

The analysis involves review of documents, interviews with select management and staff, and as necessary, discussions with select vendors.  During our analytical processes, we look for opportunities to improve results, cut costs or minimize organizational risks.

The result of our investigation is a comprehensive report to management which suggests priorities for addressing human resources matters that may arise as well as processes improvement findings.

From there, we can take the necessary actions, let others do it, or share the work as management chooses and resources are available.

Talent Acquisition

Unlike traditional recruiters . . . we offer differentiation and value.

At P3HR, our focus is on identifying your needs and presenting you with the most qualified candidates.  We act like an internal resource, partnering to find the best possible fit for your organization and culture.  

You are our client, we are working only for you.

How does it work?

We will learn about your organization and become a part of your team, while striving to completely understand your staffing needs.  We find, screen and interview applicants for the needed experience, skills and cultural fit, so you receive only quality candidates who are likely to work well within your organization.

Related services:

  • Create appropriate sourcing strategies (result driven and cost-effective)
  • Prepare job descriptions
  • Compensation analysis (internal and external)
  • Develop quality advertising for appropriate resources (print, job sites, social  media, etc.)
  • Reference verifications
  • Position specific background checking and supplemental services

Differentiation and Value

P3HR operates differently from traditional ‘recruiters’ and charge accordingly.  While an ordinary recruiting firm will cost an employee approximately 30% of a new hire’s first year’s salary, P3HR will bill an hourly rate for the time work was performed.

While actual costs vary, experience has shown our fees to be significantly lower, for comparative purposes, our method trends toward 10–12% of the candidate’s annual pay.  And if a recruiting assignment is canceled . . . the client only pays for the actual work performed . . .  no minimums.

Compensation

Purpose

Compensation means more than just pay.  It can be a tool for effective management of resources, or a way to integrate operational programs with employee activities.  It is recognition.  It can facilitate employee recruitment and retention.  These are some of the elements to consider when creating an effective compensation plan.

Strategy

Preparing to create a compensation plan or system involves establishing or re-affirming the pay philosophy as well as vision and objectives of an organization.  From there we work with management to develop compensation plans that will support the strategic goals of the organization, are enduring, meet government regulation and still motivate and reward staff for doing the right things.

Our experience

While there is no single answer for all organizations we understand the different needs between start-ups, multi-national organizations as well as for-profit and not-for-profits.  We have experience with each of these situations, and collaborate with the management team to get the right solution which may include any, or all, of the following elements/plans:

  • Job descriptions
  • Job evaluation
  • Internal/external market analysis
  • Base pay structures and systems
  • Executive compensation
  • Bonus and incentive
  • Deferred compensation
  • International & expatriate
  • Salary and wage administration
  • Budget practices and preparation
  • Performance assessment
  • Pay-for-performance systems
Benefits

The Challenge

Defining what’s important to your organization is a good place to start.  In today’s employment environment, the role of benefits has gained a place on ‘center-stage’.  The cost factor increasingly pits the success of the organization against its desire to help employees provide for the protection of their families.  Managing costs, getting the value desired as well as making sure everyone understands the “ground rules” is a tall order.  Consequently, benefit design and management is a critical matter for today’s organizations.

Design

The scope of benefit programs now range from the traditional to the unique and many are used to help support the culture of an organization.  Plans may include:

  • Medical
  • Dental
  • Vision
  • Flexible spending accounts
  • Disability
  • Life
  • Retirement / Deferred comp.

 

  • Education assistance
  • Transportation & parking
  • Paid-time-off
  • Discounted services
  • Child care assistance
  • Pets at work
  • Etc . . .

 

How we can help

P3HR consultants and administrators have broad-based experience gained from a wide variety of industries.  We understand the technical aspects and/or appropriate options for your organization, as well as the legal frame-work.

Our method begins with an objective development plan with well- defined criteria and parameters.   And from, there we can:

  • Work with your vendors to assist in determining the right plan(s), or facilitate new vendor(s) evaluation and selection.
  • Prepare and/or deliver a meaningful employee communication plan.
  • Develop effective administration processes and procedures.
  • Guide and provide follow-up as needed.
Performance Management

The Intent

In today’s business environment, results and performance are everything.  Consequently, the tools that can support these ends are critical.  Application and integration of performance management systems can be instrumental in achieving defined goals and objectives such as: 

  • Shape culture
  • Develop key employees
  • Increase skills in organization
  • Increase productivity
  • Manage poor performers
  • Introduce new processes

Knowing how to identify the needs, create the right tools and implement the with the appropriate balance is complex.  Shaping the employees and environment is a task that requires skill and experience. 

Considerations

One type of system will not be effective for all organizations.  Solutions require attention to organization philosophy, administrative resources, sophistication of supervision and a host of other variances.  Determining what is appropriate occurs during the discovery work, plan design and implementation strategy discussions.

A critical factor for a successful performance management system implementation is planning for blending with related programs, like compensation, promotion, hiring strategies, and the organization’s Strategic Plan.  Performance management provides value to the company through retention, improved morale and employee relations as well as establish a foundation for results.

Implementation

Following design, the implementation requires participant identification and preparation.  Clear support from top management is required and, there must value in utilizing the performance management processes.  Finally, there is the documentation step, to be use for assessment, future adjustments or reward actions.  This requires simplicity, appropriate timing, objective application and legal compliance.

  • Utilize their skills,

  • Give them a game plan,

  • Be accountable.

P3HR can help you establish that low-cost leadership team, facilitate the process, provide the education and give them the tools to make you successful in the business climate of today as well as tomorrow.

Client Support - HR

If you have employees, someone has to address a multitude of employee matters. Sometimes you can do the work yourself, and sometimes you need outside help.

When you consider cost factors, technology, expertise, availability and a variety of other issues, plus what gives you the most value for the money spent, not just what costs less, you may find an outside resource makes the most sense.

This is where P3HR can be the best value.  We can do all things HR, but there may be a better strategy.  It might be best to use a combination of resources – some internal, some external.  Also, your solution may need variation, as things change over time.

“Our strategy is to do what is best for our client.”

Our Approach

It starts with a recognition that Human Resource practices include a wide mixture of activities including:

  • Basic administrative actions,
  • Some are technical due to laws and regulatory complexities,
  • And others requiring strategic thinking and planning.

Our skills and experience are well suited for the technical and strategic elements, while at the same time capable of guiding those of a more administrative nature.

We often start with some key processes such as:

  • A Human Resources Analysis
  • An Employee Handbook, review and/or upgrade
  • A Human Resource Operations Manual
  • Strategic Planning and Staff Analysis

Administration