A federal IT technology company was growing rapidly but was limited by the lack of HR infrastructure to establish long-term career paths for employees. New hires required a high level of security clearance, and the organization struggled to hire and retain employees with the right clearances, skillsets, and certifications. They also had 200+ job titles and lacked a unified performance culture. Adding to these challenges, they were attempting to position the company as an attractive acquisition target.
Partnering with the CEO and head of HR, the team conducted interviews and led focus groups with 100+ company employees. They identified critical technical and non-technical skills required for success, and determined what employees wanted in a career path. Using these results, they were able to develop a competency model with defined capabilities and mastery behaviors required for all levels of the organization. They also created a 6-step career pathing model and performance assessment process.
Addressed competency, career pathing, and a consistent evaluation process.
Defined capabilities and behaviors and brought a consistent evaluation process that built trust in the organization.
Supported rapid growth by attracting top talent and provided a clear path to promotion.
Reduced position descriptions by 90%.
The performance assessment process delivered consistency with evaluations, building trust in the company.
Based on the improvements, the organization was acquired.
Judy partners with executives and leadership teams to engage and inspire employees in a way that delivers sustainable strategic results. She brings deep expertise and creative ideas to solve organizational effectiveness issues and closely collaborates in a way that builds internal capabilities. Judy has spent over 25 years consulting in a variety of industries, bringing her expertise in behavior to a wide range of organizational issues including organizational behavior change, leadership, change management, culture and engagement.