“PDII regularly performs specific services for our clients. PDII does not enter projects with preconceived ideas of what actions to take or recommendations to offer. Their customized approach permits flexibility, a high level of responsiveness, and effective solutions when servicing our clientele.”

The Client: A leading services firm was concerned about declining employee morale and its affect on attracting and retaining talent in the highly competitive financial industry. A preliminary PDII analysis suggested employee frustration with work assignments, career opportunities, employment practices and management not listening to their concerns. As a result, management tasked PDII with the development and administration of a customized employee opinion survey (EOS) and a strategic process for implementing employee suggestions.

EOS Strategy and Implementation: The development of a customized EOS followed PDII’s strategic process that included:

1. Meeting with the senior management team to clarify their reasons for conducting an EOS and to brief them on their role in this process.
2. Determining what the EOS should measure by interviewing selected senior managers and supervisors, and conducting employee focus groups.
3. Concluding that a web-based survey administration would yield the highest response rate with minimal workplace disruption.
4. Utilizing sophisticated statistical methods for analyzing survey data, both quantitative and qualitative.
5. Reporting findings to employee participants, supervisors and senior management in an easy to understand format.
6. Using a participative strategy to implement survey findings that involved employee participants, supervisors and senior management.

Results: Over 75% of managers and employees responded to the survey. Eight (8) implementation teams composed of managers and employees were formed to correct problems and to develop solutions revealed by the EOS. These teams were active over a six month period and were responsible for initiating organizational changes that included:

• Improved interdepartmental communication and streamlined work processes
• Establishing an employee recognition program
• Developing leadership and employee training
• Creating a variety of communication tools to keep employees better informed of firm operations, results and changes

A follow-up EOS conducted 18 months later indicated significant improvement on employee morale and commitment to the organization. Qualitative statements from management, supervisors and employees believed this EOS process spearheaded the evolution of a much improved and productive workplace.

Sara Lee Corporation – Branded Apparel Division

The Client: Sara Lee Branded Apparel has been making comfortable, quality products for the whole family for over 100 years. Their product line includes Hanes, Hanes Her Way, Playtex, Bali, Champion and Just My Size. Sara Lee is vertically integrated from yarn production, textile production and apparel manufacturing.

Scope of PDII’s work: Our assignment was to assist management in the development of highly productive work system at two of their large distribution centers. This 18 month project involved the development and implementation of a participative management and shared rewards program. In addition to system design, substantial supervisory and employee training was required.

Results: A 30% reduction in distribution costs were documented as a result of this program. Management attributed increased safety, improved employee morale and improved quality to this program.

Marsh, Inc. – Marsh Learning

The Client: Marsh Inc. is the world's leading risk and insurance services firm. They offer risk management, insurance-broking and program management services for businesses, public entities, professional-services organizations, private clients, and associations. Marsh Learning’s Graduate Training Program oversees a year long development program for 200 recently hired college graduates.

Scope of PDII’s work: Our assignment was to evaluate the effectiveness of Marsh Learning’s Graduate Training Program using productivity and level of work metrics. PDII reviewed program materials, employment records, and interviewed training staff. Interviews and focus groups were conducted with a sample of employees in the Graduate Training Program. A customized opinion survey was developed and administered to determine how the former trainees and their direct mangers felt about the program and assessed their performance. A comparable control group of employees not participating in the training program, was also assessed using the same work parameters and metrics.

Results: Our findings indicated that “alumni” of the training program are perceived by their direct supervisors as significantly performing higher level work than their control group counterparts. Both employees in the training program and their direct supervisors held positive views on the training program. Recommendations were made concerning the use of specific recruitment criterion to enter the program and establishing a structured career development practices once employees have “graduated” from the training program.

Marsh, Inc. – Global Placement Division

The Client: Marsh Inc. is the world's leading risk and insurance services firm. They offer risk management, insurance-broking and program management services for businesses, public entities, professional- services organizations, private clients and associations. Global Placement provides centralized broking services for the organization.

Scope of PDII’s work: Our assignment was to identify employee concerns and needs, and assist management in addressing these issues. PDII collaboratively developed a customized employee opinion survey, administered the survey and worked with management teams to address specific concerns that were identified as a result of the survey.

Results: A second follow-up survey 18 months later indicated that employee morale and job satisfaction had improved significantly. Employee groups who participated in eight improvement teams had an opportunity to have significant impact on working conditions.

Marsh, Inc. – College Relations and Recruiting

The Client: Marsh Inc. is the world's leading risk and insurance services firm. They offer risk management, insurance-broking and program management services for businesses, public entities, professional-services organizations, private clients and associations. College Relations and Recruiting is responsible for hiring approximately 200 college graduates from campuses each year.

Scope of PDII’s work: Our assignment was to evaluate the effectiveness of their College Relations and Recruiting Program. PDII reviewed program materials, and interviewed their staff. Interviews and focus groups were conducted with a sampling of college graduates who had been hired through this program. A customized employee opinion survey was used to determine how college graduates felt about the program.

Results: Our analysis summarized the feelings college graduates had toward the recruitment process. Although college graduates expressed positive attitudes regarding the professionalism of the College Relations and Recruiting Program, detailed recommendations were made to improve the program.

MB Management Corporation (now Integrated Textile Solutions)

The Client: ITS has a long tradition of sewing custom products and uniforms. Since 1936, they have used a variety of materials to create exactly what the customer needs with special attention.

Scope of PDII’s work: We had two assignments for this client. The first assignment was to evaluate the impact that an incentive program had on plant productivity. The second assignment was to determine which of four positive programs (i.e., financial incentive, recognition program, contest, and employee feedback) that we designed had the most impact on improving employee attendance and to determine which of these programs was most cost effective.

Results for Assignment 1: Our longitudinal study determined that periodic employee contests increase productivity 3.79% during the contest and represented a $103,800 increase in profits in one plant. This represented a 5,700% return on investment. Although plant performance fell after each contest, productivity stabilized at a higher level then before the cost. The results of this experiment is described in an article titled Compensation: Boost Productivity with Employee Contests published in Personnel Journal .

Results for Assignment 2: Our longitudinal study of the four positive programs that we designed all had a positive short term impact on employee attendance. However, the recognition program was found to improve attendance the most, to have long-term impact, and to be the most cost effective.