HR Digital Transformation/Change Management.  Team Leader for an HR transformation project for a global financial services/insurance company.  Partnered with the EVP HR and his team to develop the HR strategy articulation map, HR activity analysis and HR voice of customer, HR service delivery model (HRBP, COE, Shared Services, and Self Service), organizational design, HR technology (Workday), metrics/analytics, and competency model.  Designed and implemented a Change Management Center of Excellence.  HR Department went from “worst performing” to “best performing” department in company’s annual executive review.

HR Transformation/Productivity Improvement. Team Leader for an HR transformation/productivity improvement initiative for the HR function at a Fortune 50 retailer.  Partnered with the SVP of HR and his team to develop the HR success profiles and competency model, HR service delivery model (including HRBP, COE, and HR shared services), HR metrics, HR technology map, and change management plan.Team identified over $9 million in productivity improvements and cost savings for the HR function

HR Transformation/Profitable Growth. 
Team Leader for the HR Transformation initiative for a Fortune 50 insurance company.  Partnered with the SVP HR and her team to develop and validate the Strategy Map (aligned to business strategy), conducted activity analysis and voice of the customer assessments and aligned against best practices, designed the new Service Delivery Model and process maps, developed the technology/digital blueprint and implementation plan.

HR Transformation/HR Integration.  Team Leader for the merger integration of HR processes and programs (including leadership alignment, staffing levels, HR systems, selection process, organizational design, labor impacts, compensation design (executive and broadband), merger communication strategy, retention, workforce reduction, and post-merger cultural issues) and change management plan as part of an investor-owned utility merger.

HR Transformation/HR Integration. Team Leader for a People Strategy/HR transformation project for a post-merger Global 1000 financial services company.  Partnered with the SVP of HR and her team to develop the post-merger HR strategy articulation map, HR activity analysis and VOC assessment, HR service delivery model (HRBP, COE, Shared Services), and HR competency model.

HR Strategy Framework/HR Integration/Talent Planning. Team Leader for the design of a Human Capital Strategy Framework aligned to Corporate Strategy for one of the largest Pharmacy Retail companies in North America.  Partnered with the SVP HR and his team to develop the post-merger Human Capital Value Proposition, Market Differentiators, Business Imperatives, Critical Processes, and Key Metrics required to drive growth and talent acquisition. Conducted interviews of a cross-section of key company stakeholders, facilitated focus sessions of functional leaders, and validated strategy framework with Executive Leadership team.

HR Transformation/Cultural Transformation. Team Leader for the development of HR strategic programs designed to enable the Business Transformation for a Fortune 200 utility.   Prioritized HR strategic programs included an enterprise-wide competency model linked to company values, a high performance culture, talent management, and diversity efforts; a performance management system aligned to business goal attainment and competency proficiency; a workforce transition program designed to accommodate the skills tracking and movement of impacted workforce both within and outside the enterprise; and a comprehensive change management program.

HR Capability Building.   Designed and implemented an HR Business Partner competency model, competency assessment tool, and corresponding curriculum map for a financial services company.  Competencies included Business Acumen, Change Management, Coaching, Professional Impact, Consulting Skills, Process Optimization, Client Service Focus, Project Management, and Professional Impact.  Developed corresponding learning modules mapped to competencies.

Education Department Transformation.  Designed and implemented a service delivery model for the Education/Training function for a Midwest-based services company.  Partnered with the VP of Education and team to develop a Primary Point of Contact/Centers of Excellence Model to effectively decrease process time and increase internal client satisfaction in the design and delivery of educational programs.

Recruiting Reengineering/Diversity. Sub team leader for the reinvention of an enterprisewide recruiting program for a Fortune 15 petrochemical company.  Scope of project included strategic staffing planning, applicant tracking system, corporate image campaign, standardized interviewing, best practices in recruiting, employee retention, and a targeted campus recruiting infrastructure.

HR Functional Analysis/HR Benchmarking/HR Technology. Project team leader for a comprehensive analysis of the HR function at a Global 1000 utility, including HR benchmarking, HR competency modeling, HR service delivery model design, HR technology audit, HR practices leading to greatest shareholder return analysis, and HR strategic initiative summary.

HR Strategy Articulation and HR Transformation. Developed the HR Strategic Definition Framework for the world’s leading construction services and project management company as part of an HR transformation initiative.  Defined the HR value proposition, the business imperatives, the critical processes, the key performance accountabilities and HR’s competitive advantage.



Sample Project Experience


  • HR Strategy Maps
  • HR Service Delivery Model/ HR Structure Design
  • HR Voice of Customer
  • HR Activity Analysis
  • HR Process Improvement
  • HR Strategic Cost Reduction
  • HR ROI, Analytics, Metrics, and Benchmarking
  • HR Technology/Digital Roadmaps
  • HR Audits
  • HR Program Design (i.e., recruiting, compensation, etc.)
  • HR Capability Development (including HRBP)
  • HR Outsourcing Analysis
  • HR Executive Coaching
  • Private Equity HR Leadership

Our experienced Human Capital experts partner with you and your team to address HR strategy, HR structure and service delivery model, HR functional improvement, HR technology/digital roadmaps, HR strategic competencies and skills, and HR services/programs necessary to drive the business strategy and to build the foundation for a strategic (vs. administrative) HR function.  We provide an “outside looking in” perspective to the HR function – driven by the users of HR services – as well as input from the function itself.  Our approach is both action-based and fact-based – focusing on recommendations, solutions and results rather than strictly diagnosis of the problem.  

Through proven approaches and methodologies, we take a best practices-perspective that is driven by a knowledge-sharing and client partnering perspective, providing your HR staff with the most contemporary thinking/leading practices in Human Resources and in building their capabilities.

Connolly Clarke’s HR Transformation and Optimization services drive results through: