Joan Milton Williams

Key Accomplishment Summary

Joan Milton Williams

Dramatically Slashed HR Costs by More than $400,000

An electronics device manufacturer had experienced tremendous growth—excellent revenues bolstered company coffers and allowed for regular employee bonuses, creating a high-morale work environment. After 10 years, it became apparent that, although revenues were meeting financial goals, profit levels were declining. The CEO directed his team to develop a cost-reduction strategy to positively impact the company’s bottom line.

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  Performed a line item analysis of the $1.3 million HR budget and identified key areas where improvements could be made. These included health and welfare, facilities, and payroll.
  
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  Year over year costs for medical benefits were trending well and costs per employee were increasing only slightly each year compared to the national average. Made significant strides in previous years containing costs through long-term negotiated agreements with suppliers. Initiated rewards for healthy behavior such as exercise, smoking cessation, and regular check ups.
  
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  Examined an analysis of the past several years’ benefit costs for the organization’s two U.S. companies. It was determined that the automotive business was doing a better job managing the escalating benefit costs than the computer business.
  
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  Investigated the pros and cons of combining both companies under one benefits program, anticipating some synergies and savings. Achieved calculated savings by changing to a self-insured plan. Additionally, the insurance provider was able to offer deep discounts on physician fees and medical services.
  
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  Successfully negotiated a multi-year fee structure with healthcare and life/disability vendors to keep costs flat through 2012. Collectively, these actions resulted in savings of over $418,000.
  

This consolidation resulting in improved benefit offerings for employees in California, Texas, and Michigan while reducing the total program cost by $418,000 for the calendar year. Other options for cost reductions were deferred to the next fiscal year. The objective for the automotive division was to proactively take actions to curtail the escalating healthcare costs. The following chart reflects a comparison of the PEPY (per employee per year) costs for medical and prescription drug coverage over a five-year period. The auto division increased only slightly from $9,000 to $11,000 PEPY, while the computer division PEPY costs doubled in five years. The two divisions were later consolidated under my leadership.

Key Accomplishment Summary

Joan Milton Williams

Reengineered the Company Culture to Accommodate Growth and Reduce Attrition

An automotive electronics device manufacturer was nearing its tenth anniversary in the United States. Experiencing organic growth during the previous 10 years, the company had grown from a small sales office to a $300 million competitive position. The new CEO wanted to take the company to the next level with a goal of $500 million in revenues. Over the company’s history, there had been no strategic plan to accommodate this growth. Skill sets and talent levels of most of the workforce were outdated—many long-term managers had underdeveloped leadership skills. There was no bench strength in the managerial ranks and the company was not prepared to perform at the necessary levels required for growth. In the previous two years, the company had hired nearly 100 employees. As there was no dominant culture at the time, the company became a blend of multiple corporate cultures transplanted from each employee’s previous work environment.

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  Authored a “2010 Workforce” strategic plan based on a congruence model developed at Stanford University. It was designed to separate, identify and analyze current and desired state of varying components such as environment, management, people, culture, strategy, customers, products, objectives.
  
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  Immediately addressed the chronic need for training and development utilizing a skills inventory to determine skill levels of all employees (including supervisors). This was used to identify “gaps” that needed to be closed.
  
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  Achieved employee engagement and commitment through the use of group discussion forums, focus groups, surveys, and personal one-on-one interviews.
  
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  Co-developer of a four-module internal training program for all employees to assist them in understanding the company, its business and the company’s international footprint as a multi-language, multi-cultural environment. Employees learned how to support the company’s vision and strategy through the achievement of their goals and objectives. Managers learned how to identify, assess, attract, and retain leadership talent. Ultimately, this success led to increased motivation and revenue.
  
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  Formed and provided leadership to a “culture team” of employees. This team was hand picked and comprised of representatives across each business unit within the company. They were “people of influence” at the grass roots level that could assist in the identification, development, and communication of company culture.
  

As a result of the commitment to leadership development, managers and supervisors were empowered to become leaders and coaches, improving company-wide performance and increasing operational efficiency. A new company culture was born based on respect for people, open communication, teamwork, and harmony with the environment. The improved company culture and increased performance led to revenue growth and a reduction in turnover, as illustrated below:

Key Accomplishment Summary

Joan Milton Williams

Built a Strong Senior Leadership Team with an Incentive Compensation Plan

An automotive electronics device manufacturer was a North American subsidiary of a Japanese-owned company. The compensation structure was outdated and was not competitive in the U.S. market. As a relatively new company in the U.S. with no brand name recognition, attracting top talent was difficult. The company recognized that an incentive compensation structure can be highly influential in recruiting and motivating the workforce. The company desperately needed a compensation facelift and a structure that would attract and retain the best and brightest in the technical ranks and at managerial levels.

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  Benchmarked best practices regarding incentive compensation structures in the U.S. Researched and considered companies of like size, similar and dissimilar industries, foreign and domestic companies in geographies where we compete for talent and customers. Utilized published survey materials and networks through HR colleagues/organizations such as the Society of Human Resources as well as the compensation firms of Mercer, Watson Wyatt and other Big 3 Accounting Firms with HR divisions.
  
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  Conducted informal interviews of current employees and managers, applicants, and new hires to better understand the strengths and weaknesses of the company’s personnel policies. Also utilized feedback of terminating employees regarding pay policies and practices.
  
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  Based on this information, recommended an incentive compensation structure designed to assist us in recruiting the caliber and type of people needed—and support the strategic goals and direction of the company.
  
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  The new incentive structure was based on company profit achievement levels and was a multi-tiered system depending upon classification level or rank. Award amounts also took into account individual achievement on goals and objectives, including a 360 degree peer assessment.