Results
Our Work Speaks for Itself
Fractional HR Manager for E-Commerce Company.
The challenge
Following layoffs, the Client no longer needed a full-time human resources function; however, the company wanted to maintain its culture and provide strategic and operational support to the leadership and staff of the organization.
What we did
Peale Piper provided ongoing strategic HR support, including, but not limited to, advising about the organizational structure, headcount decisions, performance management, and employee relations. We also conducted full lifecycle recruiting for external hires, made compensation and pay recommendations, and provided day-to-day operational and administrative support.
The result
Stability during a period of significant change.
The Client was able to continue to provide human resources support to its staff and leadership.
Interim HRIS and Total Rewards Director for a Growing ABA Therapy Organization
The challenge
The Client's Director of HRIS and Total Rewards announced their departure, placing all in-flight HRIS projects and initiatives at risk of falling behind schedule. The client needed an expert versed in HRIS and Total Rewards to ensure that projects stayed on track while they recruited a permanent employee. Additionally, the client needed support with completing its annual worker's compensation audit, which also competed for priority with the other HRIS projects.
What we did
Lisa Lindsey served as the Interim HRIS and Total Rewards Director while the Client recruited, hired, and onboarded a new employee.
The result
Continuity of projects with no downtime, and several implementations completed during the interim period.
All appropriate documentation and status updates were adequately handed off to the newly hired Director of Total Rewards upon hire, allowing her to get up to speed quickly. Additionally, Peale Piper was able to successfully retain the Benefit Coordinator to ensure that another mission-critical gap was not created during the period.
Assessment and Implementation for Chrome Plating Manufacturer
The challenge
The Client had a handbook that hadn't been updated in 20 years. Additionally, the company never formally had a human resources function. The newly hired CFO was concerned that there were compliance issues that were not immediately known to the organization.
What we did
Peale Piper conducted a comprehensive assessment of the human resources function and developed an action plan to correct deficiencies found as a result of the assessment. The client further engaged Peale Piper to implement the recommendations for improving HR processes and practices found as a result of the assessment.
The result
A new, fully compliant handbook and a legally compliant PTO policy — without increasing costs.
As a result of the audit, the Client learned that they were a government subcontractor and subject to additional regulations due to their size (number of employees). We adjusted policies and processes to bring the organization into compliance with its legal obligations.
What Our Clients Say To and About Us
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Thank you for your incredible ability to establish a communication of trust - though we've never met face to face. I enjoy working with you.
V.M. Chief People Officer
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I just want to tell anyone who is thinking about working with Peale Piper and Lisa that you will 100% be in great hands. She takes the time to get to know the people that she works with. So anyone who is considering working with her organization should definitely know that they will be in great hands with a mature leader.
Shara Alter, Cofounder, Hunter Shore Group
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I am not nervous at all and know I can really focus my time with my new son when he arrives without worrying about work. I know my customers and team are in great hands.
M.P. HR Manager
Select & Implement HR/Payroll Systems for Healthcare Organization
The challenge
The Client was having trouble with their current payroll processing system. It was difficult to get reports out of the system, and schedule data was not feeding accurately to the payroll system. This created inefficiencies for the payroll manager, requiring significant time and effort to complete payroll bi-weekly.
What we did
Peale Piper researched and recommended a new all in one system to the Client. We supported them with the implementation process, ensuring that the client set up the foundation of their data accurately and helped them to implement appropriate data feeds.
The result
An immediate increase in efficiency, and overall payroll costs reduced by 15% annually.
The client experienced a reduction in the time it takes to process payroll and they are now able to prepare better and more accurate reports.
Job Architecture and Salary Structure Development
The challenge
The Client’s employees were complaining that their salaries were too low, even for the non-profit industry. The staff was also requesting transparency regarding how salaries and other compensation decisions were made. Additionally, New York City's salary transparency laws were coming into effect within a few months.
What we did
Peale Piper built a job architecture to achieve the required outcomes, including job levels, career tracks, and job titles. We developed a corresponding salary structure based on labor market survey data, conducted an internal equity analysis and analyzed the financial impact of the new salary structure. We also developed an in-depth communication plan to ensure transparency regarding how decisions were made.
The result
Legal obligations met, and increased employee satisfaction and retention rates.
At the end of the project, the Client had a structure for its salaries and a foundation for its future human resources activities, specifically performance evaluations. Employees gained clarity about compensation decisions as well as job and performance expectations.
Goal Setting and Performance Management for Start-up Nonprofit
The challenge
The Client set goals for its team, which the employee population did not receive well. Further, the leaders did not follow up on the goals through out the year. Overall, the client’s attempt at introducing a goal setting and performance process was unsuccessful.
What we did
Peale Piper worked with the client to overhaul its performance management, goal-setting, and check-in process. The project kicked off in the middle of the performance management year, so we started by building a performance management calendar and creating a process for conducting mid-year check-ins. We worked with the leadership team to develop their next year’s goals and trained the team and managers on developing individual performance goals. A monthly training program for leaders and managers supports the process with including Developing a Coaching Leadership Style, Giving and Receiving Feedback, Goal Setting and Action Planning.
The result
Better goals, effectively managed performance and a high performance culture within the organization.
Managers were able to develop better goals for their teams and effectively manage performance during the year, leading to a high-performance culture within the organization.
