1. Three Real World Examples
Human Resource Success
Free Content Provided by T and T LLC

2. Engagement #1
The mission was make the company Goal Setting helpful to the business
Step #1 – Analysis
The Company’s Goal Setting process had been
based on “Water Fall” goals set by the CEO.
These lofty and philosophically driven ideals
meant nothing to the workers. Had no positive
affect on the company and mounted to just
another box to check. They dutifully wrote them
down, year after year, indicating how they were
going to support each one of the ideals.

3. Engagement #1
The mission was make the company Goal Setting helpful to the business
Step#2 – The plan
Goals are personal. As they relate to
business they should be about how the
worker can perform better in their job. The
plan was to develop skill assessments for
each area and orient the goal setting to
improve those skills.

4. Engagement #1
The mission was make the company Goal Setting helpful to the business
Step#3 - What was done
The HR group lead the change. Over a
six month period each department defined
skills that were part of the daily job.
Things like typing speed, active listening,
time management…etc were listed.
These skills were rated and marked for
improvement for each worker.

5. Engagement #1
The mission was make the company Goal Setting helpful to the business
Summary- The workers have been improving
for two years. Their job skills increasing
along with their moral. It appears a 20%
increase in speed and productivity has
taken place.

6. Engagement #2
The mission was to improve leadership ability within the company
Step #1 – Analysis
It was well recognized that the skill of
leadership was missing in a large
corporation. The focus of the management
was on their career and not on the business’
profit or worker satisfaction.

7. Engagement #2
The mission was to investigate margin and staffing problems in a medium sized
company
Step #2 – The Plan
The HR team knew that leadership is not
taught. Public Speaking classes or
Sympathy training does not make people into
leaders. With this in mind the HR Group sat
with the CEO and a consultant to define how
leadership should be taught and measured in
the company.

8. Engagement #2
The mission was to improve leadership ability within the company
Step #3 – What was done
Leadership was defined by actions. How
meetings were to be held, orders to be given,
and defined a feedback system for keeping
or removing people from leadership. This
plan was adopted top to bottom in the
company.

9. Engagement #2
The mission was to improve leadership ability within the company
Summary-
This was a huge success. People
throughout the company were much happier.
As a result, performance increased, quality
improved, and complaints between
employees dropped by forty percent.

10. Engagement #3
The mission was to help pull the company out of a tailspin
Step #1- Analysis
The company was broken. People were fighting, quality was
poor, and customers were leaving. The owner kept
pressuring the HR group to hire better people. They couldn’t
keep the good ones they had.
The company had been a great small company but after
the expansion things have gone down hill. They didn’t know
how to be a big company. They didn’t have the processes or
systems.

11. Engagement #3
The mission was to help pull the company out of a tailspin
Step#2 – The Plan
The HR manager along with the owner did
research and found a business model complete
with instructions for their company. A Business
Process Improvement guide was what they
needed.
The first chapter covered communication and
direction to employees. As they worked with
just that first chapter they were able to see
improvements in business flow and lowered
quality issues.

12. Engagement #3
The mission was to help pull the company out of a tailspin
Step#3 /Summary -
The company is prosperous now and is having to turn
away good candidates. The simple suggestion to seek
help even from a book completely turned the company
around.

13. User Guide Now available through
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Consultant .
Easily defined steps.
Examples for each step so
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Method for contacting the
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Best bang for the buck you
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14. Users Guide Now Available
Business Process Improvement
(Step by Step guide)
Now available through Kindle-
 Chapter 2.
 Do the workers know what they need to be doing?
 The answer to this can be quite surprising sometimes. Even in small companies people have a tendency to assume that
everyone knows what to do. In my experience, ten to thirty percent of workers do not know completely what they need to be
doing . So let’s make sure of three things relative to this topic.
 One, do the workers have clear direction as to what is expected from them, when its expected, and all the little details that go into
the finished product. If direction has not been given verbally, in writing and with examples of what it looks like when done wrong
then you have failed this step.
 Two, is the direction clearly given to all workers equally? Have you taken the time with each one or as group to make sure
everyone knows what to do?
 Three, are all the workers responding to the direction in the same way.
 Example Success Story-
 Bob wants his widget makers to produce six widgets, have them inspected, and shipped to Company B. He supplies the team
leaders written direction, a verbal lineup, explains what failure looks like, and posts the direction on the wall outside his office.
 Bob goes to the leader of the widget production team and asks to sit in on the morning meeting where the job assignment will be
handed to the workers.
 In the meeting, he watches the leader go over an assignment sheet that calls out what, where, who, and why will be doing the
widget builds. He goes over the previous modes of failure so the team knows what not to do and what to look for in their
inspection. At the end of the meeting the leader reiterates what is to be done, posts the line-up sheet so everyone can see it and
releases the team to go about their business. As Bob leaves the area he sees the leader going around making sure the work
area is clean and giving his workers time to ask questions.
 Bob then goes to the inspection area to make sure they have their assignment well in hand. He finds the Inspection leader and
asks her if the team will be ready to inspect the widgets as they are completed. The leader shows him his lineup sheet that is
posted on the wall, takes him to the inspector who is gathering his equipment and inspection data. The inspector indicates he
knows what is coming, how many, how to inspect them and how to get them to shipping.
 Bob then goes to shipping. He finds the shipping leader in her morning team meeting. Bob is pleased to see the written lineup
sheet in her hand, hearing the verbal directions, and the reminder of what went wrong previously.
 Bob went back to his office knowing all was well.

15. As the owner of the company that provides this free content, I would like
to invite you to contact me to explore working relationships. I enjoy this
business and look forward to speaking with you.
In addition, I have several DIY Process Improvement presentations that
can be found on the TomTurner.BIZ website. These slides should
empower you to success.
Thank You:
Tom Turner - Owner T and T LLC.
Website- TomTurner.BIZ
Email-TomTurner@TomTurner.biz
Phone - (586) 484-2908