I worked with leadership at the Upper Room for a year in total. Their highest priority was to identify a new Payroll/Human Resource Information System (HRIS) that would meet the needs of the 26 employee organization. We worked through a requirements document which highlighted the must haves, I then identified vendors that met their needs, scheduled and participated in system demonstrations, completed a comparison document outlining pluses and minuses of each with pricing options include. The project concluded with a vendor chosen that met their needs and within their budget.

We then moved on to an audit of their HR practices to determine organizational strengths and potential gaps. That exercise highlighted the need to edit their their employee handbook to ensure compliance and better reflect the culture of the organization. Some internal process and procedures were also updated appropriately.

Performance management was the next project to tackle. I worked with agency leadership to determine their current practices, pain points and appetite for change. As a result I developed a presentation based on a continuous feedback coaching model and training and identified some cost effective training materials to support the initiative as well as a rollout plan to staff.

At the end of our time together I completed a compensation analysis. The results are being used to better understand current pay as it relates to the external market and internal equity.