Case Studies

Retention was a primary problem for a key European region at a life sciences company. With teams spread across eight countries, collaboration and communication were tough. Recent changes left staff feeling disconnected and uncertain. The challenges manifested in unsustainably high turnover.

Senior leadership needed help in creating a new workplace culture. As the HR leader, Rathke partnered with the general manager and other key staff to create an engaging atmosphere where people wanted develop their careers.

Step one involved identifying the root cause issues plaguing the business: the need for cohesion and a lack of management development.

Rathke designed a new structure that included in-country human resource managers and centralized some HR operations. To avoid silos, the plan introduced a fresh regional brand while still celebrating the unique qualities of each country.

Next came a focus on management development. The multi-year plan included management training, New Manager Assimilation programs, and structured leadership onboardings. Managers received employment law education customized for their home country.

The work paid off. The region posted the second most improved retention of all international zones and showed double-digit gains in employee engagement.

A national health and wellness organization needed a new business model. By bringing the operations and technology functions together, the company could create more innovative business solutions that would set it apart from the competition. The challenge was moving from outdated to something original.

KMR Consulting facilitated a change management program for the company in partnership with another consultant. The plan created an implementation roadmap for redesigned business strategies and processes across the matrixed organization. But the consulting team did not do it alone.

This change management process involved leaders and individual contributors in every step of design and delivery. The team identified champions and placed them in highly visible roles to facilitate the work. Activations of cross-functional teams happened throughout the enterprise. The initiative solicited feedback from stakeholders. Employees of all levels were involved as designers, facilitators, and ambassadors to support the changes.

After 13 months of work, the company had its new operating model and so much more. New opportunities for professional growth increased employee engagement. The company matched redefined roles and responsibilities to its new capabilities. Coaching and training modules bolstered the organization’s leadership capacity. Plus, a new stakeholder management model kept the organization focused on collaboration ensuring “outdated” stayed a problem of the past.

Some employees need a way to grow. Others need a place to grow. KMR Consulting coaches for both.

We nurture personal and professional development through the unique seasons of our clients’ careers. Bringing out their best to help them flourish is the high point of this work. Our approach supports individual growth by helping people identify their strengths and address areas of improvement.

A resume review. A cover letter question. A LinkedIn look. Yes, KMR does that. But the biggest transformations come from helping people unlock their true potential. That means connecting the dots for candidates. Finding the right roles. Feeling natural with networking. Investing time in interviewing. And most important—having the confidence to make a career move.

KMR’s coaching process generates two key results: people ready for stretch opportunities and companies benefiting from talent transformed.