GROWING AND
DEVELOPING YOUR
EMPLOYEES
LESSONS FROM RECOGNIZED LEADERS
THE NEED FOR EMPLOYEE DEVELOPMENT
2
ONBOARDING
2
MANAGERS AND LEADERS
5
EDUCATION
6
ASSESSMENTS
6
EXECUTIVE COACHING
7
EXPERIENTIAL LEARNING
8
MENTORING
9
H E L I O S W H I T E P A P E R S E R I E S
“Happiness is neither
virtue nor pleasure nor
this thing nor that but
simply growth; we are
happy when we are
growing”.
– William Butler Yeats
WHY DO EMPLOYEES NEED TO BE DEVELOPED?
Fifty-five percent of workers in the U.S. feel that they must further develop their competencies to be successful in their current and future jobs, but only 21 percent said they have received company-provided development opportunities for these necessary competencies in the past 5 years1.
Employee Development will address this skills gap and attract, retain, and engage employees. As it is vital to employee engagement, many companies use employee development plans to grow their team members both personally and professionally. This provides them the tools they need to be successful not only in their current role, but in future roles that allow them to contribute to an organization that is scaling.
Intentional, well-orchestrated development initiatives help organizations to strengthen the knowledge, skills, and abilities of their employees, which leads to greater capacity, productivity and improved morale. Developing employees sends the positive message that you value them and care about their success. These programs are also critical to attracting and retaining top talent as employees desire personal and professional growth and mastery of their profession or skills.
DEVELOPING FROM THE BEGINNING
“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.”
- Lawrence Bossidy, Former CEO, Allied Signal (Honeywell), former COO of GE and author
At every stage of an employee’s life cycle, the employee needs to be stretched, grown and developed; and the life cycle starts with onboarding. As the saying goes: first impressions are everything. Employees not properly onboarded become disengaged and may not feel like part of the organization. This can lead to a lack of trust in the organization, and eventually to employee turnover. The U.S. Bureau of Labor Statistics has found that the U.S. voluntary turnover rate is 23.4 percent annually. It is generally estimated that replacing an employee costs a business one-half to five times that employee’s annual salary. Translated in the following scenario; if 25 percent of a business’ workforce leaves and the average pay is $70,000, it could cost a 100-person firm between $875,000 and $8.750 million a year to replace employees2. When an organization factors in the cost of hiring a new
employee and the average cost of training, the case to ensure new hires are properly onboarded couldn’t be stronger.
“Inside every successful business
per-son is an even more ambitious one
trying to get out. He or she just needs
a little help.” —Someone To Watch
Over You, Australian Financial Review
It’s generally estimated
that replacing an
employee costs a business
one-half to five times that
employee’s annual salary.
In a national 2011 SHRM Survey of 482 employers regarding their onboarding practices, 81 percent of employers responded that they have a formal or informal orientation program in place, and 92 percent of the employers surveyed begin onboarding employees no later than their start date3. In comparison, 100 percent of the Apollo Awards finalists have
orientation programs, and 88 percent of our Apollo finalists begin orientation by the first day of employment. The length of the onboarding process shows some differences, as well. In the 2011 SHRM survey, the onboarding process ranged from one day to one year, with 19 percent holding programs of 90 days and 2 percent holding one year programs. According to our Apollo Award finalists, 39 percent of their programs are at least 90 days, slightly more than twice the national average3.
Some of the more successful onboarding programs include mentoring, formal/informal check-ins with members of management and/or Human Resources and other components that help to ensure the new hire is “hooked” on their new job and the new company. There are social components that focus on the employee’s engagement in the business. The Apollo Award finalists have some common components of their onboarding processes, including welcome gifts and celebrations, visibility to the leadership team, introduction of the company culture, representation from all departments, mentor programs (with introductions occurring immediately upon arrival), and follow up “check-in” meetings with managers and/ or members of the Human Resources team to ensure the employees are settling into the organization. The common theme is engagement…interactive programs that get employees excited about coming to work for their new employer from the beginning!
Successful onboarding programs are undergoing a transformation. While programs were once owned largely by Human Resources, successful programs now predominantly include involvement and ownership by key stakeholders in the organization. These organizations ensure that the onboarding team is prepared for the arrival of their new hires and often customize the onboarding experience to make it more personal. Clear performance expectations are set by the supervisor at the beginning of employment. Additional
considerations for a powerful and effective onboarding program could include automating the program. There are several software packages to assist with this automation. Some Human Resource Information Systems (HRIS) also include opportunities for automated onboarding. For all development programs, it is recommended that companies use evaluations to gather feedback on the program’s results and effectiveness. This feedback can then be leveraged to ensure maximum effectiveness. Twenty-five percent of the Apollo finalists surveyed their employees to make improvements to their onboarding programs. Two such finalists are Excella Consulting and eTERA Consulting.
90 Day Orientation Programs
0
20
40
National
As Excella operates in a consulting environment with distributed teams, it is absolutely imperative that they have a quick and effective onboarding process. Excella’s onboarding program provides each new employee with information, resources, and guidance to quickly assimilate the employee into the corporate culture. On the employee’s first day, they receive a detailed overview of corporate structure, benefits, policies, compensation, and professional development opportunities. The new employee is introduced to new colleagues and receives an office tour. Within the first month of employment new hires meet with the Excella Orientation Team, who introduce the employee to the firm’s goals, objectives, capabilities, and culture. To continue engaging the new employee, they join a team-building group called the New Excellians Starting Together (NEST) Program. Each NEST consists of 5-6 new employees, 2 tenured employees, and at least 1 member of firm leadership. Each NEST is challenged to complete activities that will help them get to know the firm better, take part in firm activities, and connect with new colleagues who they may not otherwise have an opportunity to work with. Excella’s onboarding program is designed to help new employees feel immediately connected to Excella, maximize productivity within the first few months of hire, and to build a shared understanding/adoption of the corporate culture. Excella’s onboarding program has proved to be a key program for maintaining high retention and maximizing the firm’s long-term success.
eTERA Consulting also has a commendable onboarding program that they call “Welcome to the Show”. All new employees spend their first week of employment at eTERA
headquarters participating in a customized training and orientation program unique to their positions. On the first day of employment, all new employees at eTERA are provided with a chart mimicking a seating chart for a symphony orchestra that shows them the resources that are available within the company to help them be successful. The chart includes resources within human resources, operations, finance, marketing and administration. On the last day of training and orientation, employees are provided with a conductor baton and told to “start conducting the show”: to begin utilizing the resources available to them. After the first week of employment, new eTERA employees are assigned an internal mentor to help guide them through the integration process and ensure that an ongoing training schedule is followed. The training schedule is developed during the first week of employment. The approach to “Welcome to the Show” has provided eTERA with many positive outcomes. New hires have reported a faster integration into the company and better understanding and utilization of the resources available to them.
MANAGER AND LEADER DEVELOPMENT
According to a 2012 report by the Corporate Executive Board, of all interactions managers can have with their employees, informal feedback has the greatest impact on the business and accounts for approximately 18 percent of the interactions with an employee4. Many
Apollo finalists are tapping into available technology to connect with their employees. Excella Consulting, for example uses their internal social media platform, Yammer to engage new hires, provide informal feedback to employees, and keep everyone connected and informed. Contact Solutions provides their employees with a Kindle Fire for their own professional learning and development and a Yammer account to aid employees in establishing relationships throughout the organization. IQ Solutions communicates with their employees through their Salesforce Chatter page, a venue where employees can chat with the Director of Training concerning their development needs. They also utilize their corporate Facebook page and company website to promote employee development efforts and communicate with employees.
Management is the first step in supporting people and projects, and once mastered, is followed by leadership. The two disciplines are interrelated, and should be considered necessarily cohesive. Together, they form the “total package” for driving the people and projects to meet the needs of the business. With a great deal of the focus on the powerful impact managers have on their employees, it is critical that managers’ skills and talents are assessed and developed before promotion or hire, and constantly throughout their employment. The question that remains, however, is how can a new manager be developed? The answer is that most of this behavior is either coached through individual meetings (“one-on-ones”) or modeled by other managers as projects are assigned, so these skills are learned on the job. In essence, management is necessary for leadership to begin. While the manager function involves planning and coordinating, leaders must inspire and motivate their employees. Leadership has a great deal of influence over whether or not a business will be able to navigate and manage changes through innovative and strategic changes. For a business to perform competitively and successfully, leaders need the commitment of others to be able to carry out the firm’s strategy. Yet, only 55 percent of the world’s largest companies’ executives possess the leadership qualities necessary for influencing others and managing the changes and innovations in today’s businesses, industries, and societies5.
Organizations need leaders adept at addressing the following to guide employee activities towards completion of strategic goals and change initiatives: communicating,
“Inside every successful
business person is an even
more ambitious one trying
to get out. He or she just
needs a little help.”
– Someone To Watch Over
You, Australian Financial
Review
envisioning the future, establishing goals, gaining support for the vision, and planning for implementation6. When these skills and abilities are reinforced by qualities like
self-awareness, openness, trust, creativity, and intelligence; the result is leadership. Leadership development enables an individual to be effective in a leadership role through strengthening their knowledge, skills, and abilities. There are four common approaches to developing leaders including education, assessment, coaching, and experiential learning. It is a best practice to use a mix of approaches for developing your leaders as opposed to focusing on one practice alone7.
1. EDUCATION
Corporate universities and classroom training continue to be the cornerstone of most leadership development programs through the development of analytical, conceptual, and interpersonal skills. Using lectures, case studies, and role-playing corporate universities are a great way to invest in and show your commitment to the development of your employees. Despite their expense, corporate universities are the fastest growing segment of the adult education market8. Demonstrating this trend, Apollo finalist iDiscovery
Solutions (iDS) has implemented a 3-day university that they have named iDSU. This university is an annual team building and training “conference” attended in-person by all employees from across their multiple locations. It incorporates internal training on new processes and procedures, technology updates, soft skills training such as time management, people management and project management, as well as notable outside subject matter experts as from their industry as guest speakers.
Further promoting the trend of corporate universities, Apollo finalist Excella Consulting offers participation in its own program titled Excella U (Excella University). Open to all employees, this dynamic and interactive training program provides challenging and relevant training in a diverse array of skills and topics at no cost to employees. Courses offered at Excella U include deep-dives into technical programming skills such as Python and Java, public speaking and presentation courses, and career-building courses to help staff advance into new roles. More than 95 percent of the firm has participated in one or more Excella U courses since its launch in 2008, aiding employees in advancing their careers, developing their skills, and connecting to their colleagues.
2. ASSESSMENTS
Personality inventories are often used in leadership development as they are simple to use and through self-discovery, are effective at aiding participants in the development of their self-awareness of their values, behaviors, and tendencies7.
According to 2010
Executive Coaching
Survey, 63% of
organizations use
some form of
internal coaching,
and half of the rest
plan to
10
.
Many leadership development programs also use a multi-rater leadership inventory, also known as a 360-degree assessment to enhance a leader’s self-awareness and inspire recipients of the feedback to self-reflect, shape relationships based on mutual understanding, and build self-efficacy. In fact, a 2003 report showed that 90 percent of
Fortune 1000 companies in the United States use 360-degree assessments9.
Apollo finalist, Contact Solutions also utilizes assessments in support of their senior leaders’ growth and development. Their 6 month leadership development program begins with a 360-degree evaluation and leadership assessment. A professional coach is assigned to each participant to guide them in their development of personalized and targeted goals. As a participant in Contact Solution’s leadership development program, leaders develop new capabilities that are supported through practice. A feedback and monitoring plan is also used to encourage continuous learning.
3. EXECUTIVE COACHING
Executive Coaching is extremely valuable when it comes to developing leaders. A study conducted by the Human Capital Institute reported many positive results from coaching including improved individual team and individual productivity and quality, increased job satisfaction, cost savings, and reduced turnover, resulting in ROIs ranging from 100 to 500 percent return11. Coaching is a great choice for organizations who desire an engaged
workforce of authentic and self-aware leaders. An executive coach can guide leaders in understanding their assessments, developing action plans, and providing support throughout the entire process. Feedback from a coach aids the leadership development participant in understanding their strengths and weaknesses in regards to their leadership skills and capabilities. During the leadership development program it is important for feedback to be timely so that those receiving the feedback are able to act on the tools they have been provided.
Many Apollo finalists utilize executive coaching for their leadership team’s development. One such finalist is Cassaday and Company, Inc. The leadership team at Cassaday and Company meets regularly and attends executive coaching sessions both as a group and individually. These coaching sessions have been very impactful for all involved; they have empowered the leaders to make improvements to their departmental operations and more closely align their goals and objectives with those of the firm, strengthening the overall success, growth and longevity of the firm.
4. EXPERIENTIAL LEARNING
Successful leadership development programs utilize a variety of learning methods above and beyond course work and supplemental training in order to be effective. On-the-job learning is vital to leadership development. In order for leadership development to be successful, the program must support the transfer of knowledge and skills learned to the participant’s actual job. Planned job assignments allow the participant to experience on the job development and real life application of their development work. Research has found that action learning and challenging job assignments are two of the most important methods, and best practices, when it comes to developing your leaders12.
Leadership development should be voluntary and driven by the individual
due to the fact that employees must own their careers. Development and leadership cannot be forced. In order for a leadership development program to be effective, the organization must exhibit a culture of intention where they are supportive of their leaders’ development, providing the tools, resources and values necessary for growth both during the periods of training and back on the job.
Apollo finalist, Washington Gas, has made developing their leaders a priority. Their Leadership Excellence and Acceleration Program (L.E.A.P.) is a 12-month leadership development program that brings together employees from Washington Gas and subsidiaries of WGL Holdings, Inc. to enhance and broaden their company knowledge, connections, communication, and leadership skills. Employees selected for the program dedicate an entire day once a month to their professional and personal development, focusing on seven leadership imperatives. In addition, participants design and deliver presentations and activities to teach one another about their functional areas and business units. Participants are grouped into teams that practice the coaching skills learned. They support one another in applying the skills and knowledge they learn to their jobs and in solving an organizational issue. Executive participation is included, providing employees the opportunity to engage and learn from leaders at the highest level of the organization. The L.E.A.P program at Washington Gas affords employees and the organization a great number of positive results. Participants increase their knowledge of core business functions and build relationships with individuals across the company. L.E.A.P. builds future leaders at Washington Gas and fosters greater information sharing and collaboration. L.E.A.P participants are developed into better leaders, growing and further refining their skills and abilities, which leads to the organization becoming a more effective and better place to work. At Washington Gas, more than 42 percent of L.E.A.P. graduates have received
Up to 80 percent of the
development of potential
leaders comes from
experience, with the
remaining 20 percent
resulting equally from
classroom training and
coaching and mentoring
13.
promotions that allow them to share and use the knowledge, skills and connections they developed throughout the program.
Another outstanding leadership development program can be found at Herren Associates. Their Consulting 101 training includes topics such as problem solving, writing, facilitation, etiquette, and client awareness. Through this training, cohorts of consultants are
established to band a group of employees together in a course of study. Participants and team members are able to participate in an active, interactive and dynamic setting, belong to a community of practice, develop leadership skills, challenge themselves with “out-of-the-box” thinking, and become more productive in their learning and client engagements. This style of cohort training allows employees to work with new and different people outside of their day-to-day client projects and fosters a collaborative work environment.
MENTOR PROGRAMS
“I think mentors are important and I don’t think anybody makes it in the world without some form of mentorship. Nobody makes it alone. Nobody has made it alone. And we are all mentors to people even when we don’t know it.”
- Oprah Winfrey
Apollo finalists have also been utilizing mentoring throughout the years to address their employee development needs, increasing in popularity from 2010 where 64 percent offered mentoring, to today where 87 percent of 2013 Apollo finalists reported having mentor programs in 2012. With between 10 and 17 percent of organizations nationally having formal mentoring programs during this same timeframe, Apollo finalists’ programs clearly exceed the national average14.
Through mentoring, employees grow and develop together through their mutual learning, sharing, and communication. Mentoring improves self-confidence and job satisfaction in both parties through focused development of skills and increased networking opportunities. Mentoring is also a safe and confident environment for the mentee to receive feedback. Mentoring shows the employee that the organization values growth and development, which will increase job satisfaction and expands a mentee’s leadership skills while increasing their confidence when communicating with senior employees.
Mentors can also expect some benefits from their mentoring relationship. Benefits include increased visibility across the organization, improved leadership skills, and an enlarged
Mentoring Program Statistics
Apollo Finalists National 0% 20% 40% 60% 80% 100% 2010 2011 2012
professional network. Being a mentor shows other employees that the mentor is an advocate for employee growth and development. It also gives senior employees a tool to grow and practice their leadership skills. Mentors also experience a sense of achievement, increased job satisfaction, a better perspective of various areas across the company, and increased self-esteem and confidence15.
The organization will also reap the benefits of a mentoring program. The company can expect to see greater productivity in the workplace, greater job satisfaction, a more positive work environment, and greater loyalty, leading to reduced turnover. A mentoring program may also be an attractive benefit for employees looking to join the company. The process of mentoring facilitates the flow of information and ideas throughout the company, enabling cross-functional knowledge sharing. Mentoring enables people to develop skills, improve performance, and maximize their potential. Implementing a mentoring program helps to promote a culture of intention in which the development of employees is important and valued. When an organization has a mentoring program, it shows employees that their organization is dedicated to their personal and professional development and success16.
To ensure positive outcomes, mentoring relationships should not be forced or assigned. Forcing the relationship between a mentor and a mentee leads to mismatched pairs and frustrations for both the mentor and mentee and the possibility that the mentor and mentee may not work well together. Finally, if the mentoring relationship is forced, the mentor may feel forced to add another responsibility to his plate that he does not have the time to fulfill or make meaningful.
Throughout the years, mentoring has evolved into a variety of forms including traditional, peer-to-peer mentoring, and reverse mentoring, which are briefly described below.
TRADITIONAL MENTORING
Robust traditional mentoring programs can be seen at Apollo finalists, iDiscovery Solutions and INTEGRITYOne Partners. iDiscovery Solutions (iDS) has labeled their mentoring program a “master-apprentice” program. This program has many positive results for both employees and the organization. Participants increase their experience and credentials and are afforded a number of opportunities through direct interaction with clients, involvement in co-authorship of articles and presentations, speaking opportunities, and assisting with expert reports. Due to iDS’s desire to see every one of their employees continue on a path
of professional growth, development, and success, their mentoring program has led to multiple employees being able to lead presentations independently, even teaching classes at universities. Additionally, clients have begun to specifically ask for master-apprentice program participants to speak at conferences.
The mentor program at INTEGRITYOne Partners has an open application period every 6 months for employees who would like to become a mentor and/or mentee. A comprehensive questionnaire is given to both mentors and mentees to ensure the best match. Matching is intentional and done by a committee. Once matched, mentors and mentees meet at least once a month. The impact to INTEGRITYOne’s mentoring program participants has been very positive. Mentors have a renewed sense of engagement as they mentor a more junior and/or less experienced employee. Mentees have reported feeling more connected with the organization, better equipped to reach their goals, and are more likely to step up and become Mentors themselves.
PEER-TO PEER MENTORING
Peer-to-peer mentor programs are specifically beneficial for assimilation of new employees into the organizational culture, its traditions, and values17. In fact, many Apollo finalists
assign a peer mentor or “buddy” to their new hires. At one Apollo finalist for example, each new employee is teamed with a fellow new hire from a different department. This program that they have named the ‘Buddy System,’ has encouraged new hires to motivate one another and help each other through the transition. At yet another Apollo finalist, each new employee is also assigned a buddy. This buddy is another employee at the company who works with the new employee showing them the ropes and making their transition into their new environment a positive and stress free experience.
REVERSE MENTORING
The fairly new concept of reverse mentoring is gaining popularity in the workplace. Due to employees working long past the age of retirement, combined with the younger generations who are entering the workforce, there will soon be five generations in the workforce at once.
Having multiple generations in the workplace creates unique opportunities for learning. Reverse mentoring is a form of peer-to-peer mentoring, which places a more junior person as the mentor. This form of mentoring relationship aids employees in developing their technical expertise and gaining a different perspective. The goal of reverse mentoring is to jump-start innovative thinking, while providing less experienced workers with on-the-job training. Having a reverse mentoring program bridges the generation gap for both
“Recently, I was asked
if I was going to fire an
employee who made
a mistake that cost the
company $600,000. No,
I replied, I just spent
$600,000 training
him. Why would I want
somebody to hire his
experience?”
– Thomas John Watson Sr,
first CEO at IBM
the mentor and the mentee. Older workers learn technological skills, while the younger workers gain knowledge of business practices and terminologies18.
Apollo finalist, INTEGRITYOne Partners, also has a very successful reverse-mentoring program. Senior level mentees in this program enjoy getting a fresh, new perspective and understanding of the world through the eyes of their junior level mentor. The junior level mentor gains confidence in dealing with senior level executives, experience giving advice and feedback, and a better connection with executives.
OFFERING TRAINING ON A LIMITED BUDGET
The recession and uncertainty caused by sequestration and looming program budget cuts has caused many organizations to reduce their expenses. Often, training investments and other overhead departments are the first to be cut. The case is a bit different with the Apollo Awards finalists. Sixty-three percent of finalists stated that in 2012, their overall expenditures for employee development increased. In 2013, 50 percent of the finalists will increase their budgets and only 4.3 percent will decrease their training budgets. For every 10 percent of revenue spent on capital improvements productivity increased by 3.9 percent. In comparison, spending the same amount on human capital yielded an 8.5 percent increase in productivity19.
For those organizations with limited resources there are many opportunities to provide training within an organization for little cost. Low cost options could include using your existing employees as subject matter experts. Consider leveraging this hidden talent by asking employees to attend a training course and then share their new knowledge with their colleagues by way of a formal presentation, brown-bag lunch sessions, or written white paper. This form of cross-training provides employees an opportunity to get first-hand knowledge of another department/job while simultaneously benefitting from a mentoring relationship by matching experienced employees with those less experienced. Recent economic conditions impacted many Apollo finalists, including iDiscovery Solutions. In order to identify more cost effective training alternatives, iDS looked to their wealth of expert knowledge in-house and decided to implement an internal training program. They started an event that they call iDS University (“iDSU”). As an expert services firm, they already had a strong external reputation for their ability to explain and teach highly technical events and processes, so they tapped into these same great talents internally by also offering lunch-hour Brown Bag trainings. iDS’s Brown Bag Series consists of internal courses, led by employees, covering topics such as specific technology, new trends, time
Actively
disengaged
employees — the
least productive —
cost the American
economy up
to $350 billion
per year in lost
productivity
20
.
entry, and relevant industry updates. The recession, which forced iDS to look internally for training, can be thanked for many great results. In addition to raising the overall level of knowledge on key service areas, often in places where there was no external training available, iDiscovery Solutions also raised their overall presentation skills and increased team spirit. The recession has been difficult, but iDS’s example is one where necessity became the mother of invention and their whole organization benefitted.
Enlightened organizations are also utilizing web-based opportunities to learn online at little to no cost some for as little as the cost of a membership. One such site is www. coursera.com, which is a site on which one may take college level courses for free. No college credit or certificates of completion are issued for the courses; however the learning opportunities are endless. Coursera was selected by TechCrunch as the 2012 “Best Overall Startup”. Coursera is able to help companies keep up with today’s pace of innovation through access to over 200 courses from over 33 top international and domestic schools like Stanford and Princeton21.
As previously mentioned, it is imperative that organizations conduct course evaluations and surveys to measure the value of the information presented. Regardless of how strong the program, it is possible to get good reviews for the training, but when measured afterwards, not get the intended results. To avoid these results, programs must be focused on the learning outcomes and key concepts, rather than whether the employee related to the instructor’s style22.
WRAPPING UP
When considering the various aspects of employee development, it is easy to see why a formalized program is beneficial: Employee development programs support and strengthen a culture where employees are valued both personally and professionally.
It is worth noting again, that developing your workforce does not have to be costly. There are many innovative and cost effective methods for growing your talent. From onboarding to mentoring to coaching and leadership development, there are a variety of tools and methods available to aid you in your efforts towards growing an engaged workforce and building a culture of intention. With all learning opportunities, it is recommended that evaluations are utilized to gather feedback on the program to make needed adjustment to ensure maximum effectiveness going forward.
For every 10% of
revenue spent on capital
improvements productivity
increased by 3.9%. In
comparison, spending the
same amount on human
capital yielded an 8.5%
increase in productivity
19.
Actively
Disengaged
Engaged
Not Engaged
Engagement Levels of
U.S. Employees, 2012
Being intentional about developing and implementing a thorough onboarding program will contribute to the success and retention of your new hires. Engaging employees becomes far easier with this foundation in place as they are motivated and excited about beginning a new career adventure. Developing employees gives them a sense of value and mastery, which breeds engagement. Engagement, in turn, leads to greater productivity, increased retention and employee loyalty, increased client engagement and the overall wellbeing and satisfaction of the employees you took the time to develop.
ABOUT HELIOS
Helios creates customized human capital management solutions that attract, retain, develop and engage the kind of employees your organization needs — skilled, dedicated professionals that help achieve your goals. Helios is dedicated to unleashing the potential of your workforce.
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Authors: Butler, Rachel, PHR, Human Resource Business Partner, Helios HR, LLC; Moshlak, Kim, SPHR, Human Resource Business Partner, Helios HR, LLC.
Project Team: Albarado, Kathy, CEO, Helios HR, LLC; Blood, Mary Browse, PHR, Human Resource Business Partner, Helios HR, LLC.
Editing: Blood, Mary Browse, PHR, Human Resource Business Partner, Helios HR, LLC; Maniscalco, Connie, Practice Leader, Helios HR, LLC
Design: Red Thinking LLC, www.redthinkingllc.com
Helios would like to extend a special thanks to Apollo Award Honorees that allowed us to share their stories:,
Cassaday and Company, Inc, Contact Solutions, eTera Consulting, Excella Consulting, Herren Associates, iDiscovery Solutions, INTEGRITYOne Partners, IQ Solutions, and Washington Gas.
This report is published by Helios HR, LLC. (Helios). All content is for information purposes only and is not to be construed as guaranteed outcome.
©2013 Helios HR, LLC. All rights reserved. For more information, please contact:
Helios HR
1925 Isaac Newton Square, East, Suite 200, Reston, VA 20190 (703) 860- 3882