Ewing Change Consulting Success Stories

Case Study 5: Employee Effectiveness through Cultural Change

The Client: VP Human Resources, Resort and Real Estate Developer
The Goal: Boosting employee effectiveness in a culturally-sensitive environment

The background: The Vice President of Human Resources of a luxury resort faced a dilemma – how to meet the new owners’ expectations of heightened employee effectiveness, while maintaining the compassionate spirit of the organization’s culture.

The resort’s team was known for its collaboration, mutual respect, compassion and warmth – qualities that made its customers feel comfortable. But the real estate company’s investors wanted to ensure that there was an improved focus on the bottom line. The investors and the senior leadership team were in agreement that the organization’s people needed to reach a higher level of accountability, effectiveness and financial stewardship. The investors suggested using a 360-degree employee feedback process, which they used in their own organization and which they had found to be a highly effective tool to elevate performance. All involved wanted the changes instituted quickly, yet the VP of HR knew it had to be handled delicately and with sensitivity.

The solution: Esther Ewing created a 360 survey that would reflect the values of the organization, as well as emphasizing the desired levels of financial stewardship (an integration of the best of both worlds). The assessment was designed to provide insights into leadership style, orientation to the values and management effectiveness. She began the 360-degree feedback program with 35 of the resort’s top executives including the CEO and senior marketing, sales, human resources, finance and real estate sales and development staff. A similar program was conducted with the new COO and the next layer of management including golf course operations, food and beverage, the spa services and human resources.

The result: Each participant received a one-on-one session to discuss their results and supervisors were given specific feedback on how to more effectively manage their people. Ewing also briefed the VP of HR and provided recommendations for change. Of particular note was a strategy for addressing situations where employees were having trouble measuring up, despite being given multiple chances. Ewing’s recommendations provided new insights into dealing with those employees, as well as giving relief to the teams who were being held back by the under-performing employees. Senior leaders readily embraced the new methods for maintaining a sense of community, the integrity of the organization’s values, and the enhanced ability to hold their people accountable.

Success Stories

Case Study 1: Coaching Executive Leadership
The Client: CIO of a Canadian Bank
The Goal: Middle managers finding their footing

Case Study 2: Organizational Alignment
The Client: CEO and Senior Team of Health Sciences Centre
The Goal: Turning conflict into coordination

Case Study 3: Merger Process Change
The Client: Chief Risk Officer, Global Insurance Company
The Goal: A global infrastructure for risk-adjusted decisions

Case Study 4: Change Management Strategy
The Client: CEO and Senior Team, Construction and Mining Equipment Company
The Goal: Rebuilding the Refurbishers

Case Study 5: Employee Effectiveness through Cultural Change
The Client: VP Human Resources, Resort and Real Estate Developer
The Goal: Boosting employee effectiveness in a culturally-sensitive environment

Case Study 6: Using Assessments in Coaching
The Client: Senior Treasury Manager, International Manufacturer
The Goal: Solving Director’s Dilemma – ‘Fix’ the manager or fire him?