Assessing the value of your HR programs and determining their organizational impact is complex and often leads to inconsistent results. In addition, demonstrating the “bottom-line” impact and efficiency of these programs to senior management often proves elusive. These programs are, however, a vital component of improving company effectiveness and sustain a long-term competitive advantage.

At PDII, we understand the challenges organizations face in today’s competitive environment. Our experience in the development of valid and reliable evaluations can help you:

• Align your HR programs with your organization’s business strategy, structure, and employee needs to give your company a competitive edge
• Improve the effectiveness of your HR programs by providing accurate and unbiased feedback coupled with extensive HR expertise
• Assess the value of the HR program and its impact on the bottom line
• Determine if your HR resources are being invested to obtain the highest return

To conduct an accurate HR assessment or evaluation that provides meaningful and unbiased information requires:

• Sophisticated research methods and analytical techniques
• In-depth knowledge of HR policies, programs and practices
• An understanding of your industry, organization and unique situation

This is only the first step. Beyond uncovering meaningful information or finding relevant answers, are the additional steps needed to achieve realistic and sustainable change. Organizations face the challenges of motivating senior management to embrace the necessary changes and of achieving employee understanding and commitment.

At PDII, we have worked with numerous organizations and conducted research on change management, enabling us to offer you experience and talent in the art of engaging various stakeholders, helping them take ownership of the programs, and realizing employee commitment to the changes, thereby affecting positive enhancements.

PDII has conducted numerous HR program and department evaluations for such organizations as Xaloy, AT&T, Sara Lee, Grand Rapids Transit Authority, Scanlon Leadership Network, Marsh Inc., Atlantic Automotive, Groendyke Transport, and U.S. Department of Transportation – Urban Mass Transit.

	Increasing Company Competitiveness: “Tuning-up” Your Pay System
	Published in the WorldatWork Journal
	The economic shocks and tech bubble of the 1990’s have triggered several new company pay programs and have distorted the alignment of others. This article provides a framework for examining and readjusting your pay plan to better meet company strategic goals, employee needs, and labor market realities.
	Rewarding Good Attendance: A Comparative Study of Positive Ways to Reduce Absenteeism
	Published in the Personnel Administrator (Yoder-Heneman Research Award for Research Excellence)
	High levels of absenteeism were a costly problem for MB Management Corporation. A two-year experiment was initiated to determine the most cost effective method to improve attendance, i.e., financial incentives, lottery program, recognition, or feedback at six manufacturing plants with over 1,200 employees. Although all methods created a reduction in absenteeism, the recognition program was the most effective with decreases ranging from 29% to 52% for each quarter’s baseline assessment, and significant decreases when the control groups demonstrated no changes. Employees also had favorable perceptions of the public recognition program.
	Teams: Why Some Succeed and Others Fail
	Published in the HR Magazine (Yoder-Heneman Research Award for Research Excellence)
	The introduction of teams at 20 manufacturing facilities had substantially increased productivity for a Fortune 100 company. However, management noted that some teams were far more productive than others. These studies examined why some teams out performed others based on data from 122 teams. The findings indicated that team performance is related to attractiveness of performance, agreement with team goals, team goal level, willingness to use cross-training, perceived participation, team efficiency and team commitment.
	Building a Company Culture that Drives Performance: A Case Study
	Published in the WorldatWork Journal
	Based on extensive quality and productivity problems, Atlantic Automotive management team realized it needed to create a new organizational structure, reward system, and culture to survive. After an intensive search, the Scanlon Principles and Processes were identified as the means for building a highly competitive organization. Management attributes increased company performance, employee involvement, and employee competence to this plan. On average, each employee has received $1,000 as their share of the performance improvement and company owners have received a better return of investment (ROI).
	In the Hands of Employees
	Published in WorkSpan
	With the recent controversy surrounding employee ownership, one company has held fast to the same rule for nearly 50 years: Keep it simple, and keep it in the employee’s hands. This employee ownership program has resulted in big payoffs for company owners and employees.
	The Causal Relationship Between Trust and the Assessed Value of Management by Objectives
	Published in Journal of Management
	In an extensive one study of management improvement techniques, trust was found to have a substantial impact on employee and supervisor relationships as it related to the use of goal setting (MBO). In subsequent, research trust was found to be influenced by age, gender, and race of employees and supervisors.

Learn More about HR Programs that Dow Scott, Ph.D. Has Evaluated and Published with Permission of the Companies Involved:

	A Construct Validity Study of Commitment and Perceived Support Variables: A Multi-Foci Approach Across Different Team Environments
	Published in Group and Organization Management

	How Commitment Affects Team Performance
	Published in HR Magazine (Yoder-Heneman Research Award for Research Excellence)

	Support, Commitment and Employee Outcomes in a Team Environment
	Published in Journal of Management

	Collectivist Orientation as a Predictor of Organizational Commitment: A Study Conducted in China
	Published in the International Journal of Organizational Analysis

	An Examination of the Relationship of Employee Involvement with Job Satisfaction, Employee Cooperation, and Intention To Quit in U.S. Invested Enterprise in China
	Published in the International Journal of Organizational Analysis

	The Evolutionary Development of a Scanlon Plan
	Published in Compensation and Benefits Review

	Gainsharing and EVA: The United States Postal Service Experience
	Published in WorldatWork Journal

	The Impact of the Scanlon Plan on Retail Store Performance
	Published in WorldatWork Journal

	The Influence of a Merit Pay Guide Chart on Employee Attitudes Toward Pay at a Transit Authority
	Published in Public Personnel Management

	Factors Influencing Employee Beliefs that Pay is Tied to Performance
	Published in Journal of Business and Psychology

	An Investigation Into Pay Valence and Performance in a Pay-For-Performance Field Setting
	Published in Journal of Organization Behavior

	The Empirical Verification of Key Linkages in the Transit System’s Pay-For-Performances Program
	Published in Public Administrator Quarterly

	Merit Pay: Just or Unjust Desserts
	Published in Personnel Administrator (Yoder-Heneman Research Award)

	Attitudes of Transit Employees Toward Merit Pay
	Published in Transportation Research Board Record

	Boost Productivity With Employee Contests
	Published in Personnel Journal

	The Relationship Between Employee Age and Interpersonal Trust Within an Organizational Context
	Published in Review of Business and Economic Research

	Trust Differences Between Men and Women in Superior and Subordinate Relationships
	Published in Group and Organization Studies

	Trust Differences Between Blacks and Whites in an Organizational Setting
	Published in Akron Business and Economic Review

	Teacher Absenteeism in Secondary Education
	Published in Educational Administrative Quarterly

	Gender Differences in Absenteeism
	Published in Public Personnel Management

	Recognizing Good Attendance: A Longitudinal Quasi-Experimental Field Study
	Published in Personnel Psychology