Your "HR Manager To Go" team has experienced many successes and enjoyed long-term client relationships with a number of Silicon Valley high tech firms, as well as companies in other industries and locations. These partnerships with management have been the cornerstone of our consulting success, since 1986.

"Carole Edman is a thoroughly experienced human resources consultant who specializes in helping start-up companies develop appropriate HR programs while training in-house personnel to become effective managers and supervisors.

Her experience in management, personnel problem-solving, and recruiting -- and her ability to work effectively at all levels -- were essential to our rapid growth."

- D.W., Vice President of telecom manufacturing company; client for 3 years, during growth from a privately-held start-up to profitable public corporation with 300+ employees

An early-stage start-up with its "A" round of financing was advised to retain an executive search firm to hire a key executive, but felt they could not justify the budget expense at this stage. They had engaged Carole Edman & Associates to assist in developing their benefits program, initial HR policies, and recruitment of technical and administrative staff. We discussed various options for locating and attracting a qualified candidate with highly specialized technical as well as management skills, to join the senior management team.

We defined the position, its objectives, and "selling points" clearly, posted a creative ad on the Internet, and also used networking search methods. The on-target response was quite remarkable -- but that was only the beginning.

Carole Edman & Associates screened the resumes, telephone-interviewed the best qualified candidates, arranged on-site interviews, conducted in-depth references, and assisted with the offer package, presentation, and "close" negotiations. The candidate was a great match and was hired at a recruitment cost substantially below the retained search proposal and also far less than contingency employment agency rates.

A large Midwestern medical devices corporation acquired a smaller Silicon Valley company where Carole Edman & Associates had been consulting for over a year. Instead of requiring the new division to use all of their HR programs, the parent company retained many programs that were in place and effective, and later transferred a few managers to California.

The performance appraisal and performance management system that had been implemented by Carole Edman & Associates was working well. When it was time for annual focus reviews, Carole Edman developed and presented an interactive seminar for managers and supervisors on how to write appraisals and objectives, within the framework of a goals-oriented performance management program, including practice sessions on how to write and present appraisals to employees.

An experienced manager who had worked for the large parent company for a number of years had never received either formal or hands-on training on these important aspects of performance management and found the experience invaluable in implementing this important process.

We have found that an integrated and thorough approach to what is often a difficult process for new supervisors, as well as senior managers, is an essential tool for success in both smaller and large organizations.

When a service company's employee raised a claim of harassment by a co-worker, it could have spelled disaster. The actions of the co-worker were egregious and had been escalating over a period of months, in a small satellite office, unknown to management. There were extenuating circumstances that made the issue a very sensitive one, requiring careful handling.

A policy with specific procedures had been well-established and disseminated in an employee handbook as well as in other documents. This provided clear methods for reporting a claim and investigating the allegations; and ultimately for firing the co-worker. Because the right policy and procedures were in place and correctly disseminated, we were able to move ahead quickly with taking appropriate actions and there were no legal repercussions from either the employee or the fired co-worker. Other steps were taken to assist the employee and to re-educate the team to prevent similar problems from recurring.

This small client did not have a requirement for a full-time HR department, but they did have the foresight to utilize the services provided by Carole Edman & Associates, on an on-call retainer basis, for a number of years. This is one example of how an assessment of HR practices and implementation of prevention-oriented employment procedures tailored to their business proved to be a very sound business investment.

A manufacturing client asked for help training their first-line supervisors in how to best handle the communications surrounding an impending reduction in force (RIF), as well as techniques for addressing retention of employees not being affected. After a quick review of their plans and procedures, we found there were several issues they had not considered. We made suggestions for improved structuring of their layoff plans, analyzed the proposed candidates for RIF's, developed helpful handouts for affected employees, and then conducted the supervisors' seminar.

What we found when analyzing the proposed RIF candidates was that the company had not considered the ramifications of some of their proposed selection decisions and processes. When additional statistical views were evaluated, we found that several decisions had been based on incomplete or inaccurate information. As a result, one employee initially selected for layoff, partially due to attendance issues, was found to be in a legally "protected class" based on a history of a medical condition. By delving into the reasons behind the selection, it became clear that there was no longer a continuing attendance problem and the planned action would have resulted in an unintentional "adverse impact," based on a protected classification.

EEOC regulations and court decisions have made it clear that "disparate or adverse impact" overrides "good intentions" when decisions result in an unlawful discriminatory impact. In addition, the Americans with Disabilities Act (ADA), the Family Medical and Leave Act (FMLA), the California Family Rights Act (CFRA), California's Fair Employment and Housing Act (FEHA), and/or Worker's Compensation regulations (among others) may need to be considered when making critical employment decisions. A small amount of extra time spent looking at these issues prior to making or implementing decisions often results in avoiding the time and expense of defending a legal claim later.

While providing consulting services for a software firm as their part-time Human Resources Manager, we learned that there was a historical problem impacting employee morale, when managers did not complete performance appraisals and salary reviews on schedule. Often the reason for late reviews is that senior management does not make it a priority. In this case, even with senior management's added reinforcement of the deadline requirements, several managers continued to be behind schedule. The reason was simple: They were having a tough time addressing performance concerns with key staff members and had difficulty putting the issues into writing. Rather than continually reminding and badgering them to complete this important task, Carole Edman made appointments with each, to coach them through the process individually.

Once the issues became apparent, helping each manager translate his or her thoughts into a coherent written document became a joint effort. It one case, it was a matter of helping a Ph.D. Engineering Manager learn to "turn a sentence around" to a more constructive comment about a necessary area for development, rather than a demeaning or critical phrase that would clearly result in a defensive and negative employee reaction. After the document was completed, we planned and practiced the presentation discussion. This provided the forum for additional one-on-one coaching about using some basic communication tools, the lack of which had been a contributing factor in relationship problems between this manager and employee.

Often a seminar is an essential foundation and starting point for leadership training; however, we have learned that ongoing one-on-one mentoring by a supervisor's direct manager, together with coaching/guidance from a Human Resources professional, can have the best long-term impact.

A very small trade association in Silicon Valley had been trying to hire a competent Office Manager for nearly a year. This was during an intense period of competition for employees, when high tech companies were offering high salaries and stock options to new hires. This small client had tried temporary employment agencies, with several costly, time-consuming, and unsuccessful experiences. They had placed online and print ads, as well as spent time interviewing candidates from expensive full-service employment agencies. Hiring an under-qualified person, in hopes she could be trained to replace the person who was phasing out of the firm, turned out to be a disastrous mistake. Another offer had been declined. Carole Edman met with the Director and the outgoing Office Manager, who would be leaving soon.

It was clear that the usual methods of locating and hiring employees were not working. We discussed what had happened with different candidates and why offers were being declined. We spent time "brainstorming" to look at how to best market this job and attract the kind of candidate who would find it as interesting and rewarding as the incumbent assured us it was. It was clear that candidates with a history of job-hopping or those who wanted to work long hours for stock in a high tech start-up would not be a good fit here, but that it was an ideal job for someone with a family who might want fewer hours while still making a very good salary or for someone who wanted an intellectually stimulating job but a less demanding pace.

We restructured the job and marketed the fact that flexible, and even part-time, work hours were available. We reviewed their benefits package and made some suggested revisions; and implemented several necessary changes to their procedures and HR documents for compliance purposes. We highlighted the many positive and unique aspects of the position, by writing and placing an inexpensive but creative ad on an Internet site and in a local newspaper.

For the first time, well-qualified candidates responded in record numbers. Carole Edman screened the resumes and telephone interviewed the best applicants. She developed interview plans and team-interviewed several candidates. Conducting detailed employment reference checks was an important next step, with the significant result of avoiding one potentially problematic hire. We also coordinated background investigations with an outside firm, to ensure candidates did not have a criminal record or history of financial mismanagement. And yes, one applicant did decline an offer to take a dotcom position, where she probably would be working twice as many hours. However, everyone was very pleased with the end result: The right person was hired and successfully integrated into this key job.

When Carole Edman & Associates was brought in to develop a high tech firm's first HR Department, the company had been in business for several years and was profitable. However, they were experiencing "growing pains," with concerns about recruiting the best talent, compensating new and present employees fairly, and developing their managers for the next level of business expansion. Human Resources had been the responsibility of the departing Finance and Accounting Manager, who had never been trained in employment law and had not found time to focus on employee issues. An initial HR assessment revealed a multitude of compliance problems that could have resulted in costly fines and employee complaints. Interviews with managers throughout the company showed that they were eager for assistance in dealing with their employees and with other management issues.

As they more than doubled in size over a period of 2+ years, Carole Edman implemented a number of new programs and practices, while acting as their HR Manager on a part-time basis.

A competitive and cost-effective compensation structure was put into place, using local salary surveys, performance/salary matrix guidelines, a customized performance appraisal system integrating corporate goals with employee development and performance measures, compensation/ performance management training seminars, and individual coaching of managers, executives, and first-time supervisors.

Recruiting was ramped up, including development of a structured employment process, implementation of new strategies, interview training for all hiring managers, hiring of a contract recruiter to increase results during peak hiring periods, several internal placements, an employee referral bonus program, and hiring experienced managers in several key positions.

Employee communications programs, expanded employee benefits, management coaching, and competitive HR policies were implemented. HR practices were brought into compliance and a number of individual performance issues and complaints were addressed, resulting in a reduction in turnover while avoiding any lawsuits or legal claims.

Once the company grew to a size warranting a full-time professional, Carole Edman assisted them in hiring their first Human Resources Director. The company continued to grow and eventually went public, before being acquired by a larger corporation.