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Before joining Penn’s Division of Human Resources, Tom held training and organizational
effectiveness roles for organizations such as Development Dimensions International (DDI), PNC
Financial Services Group, Citizens Bank, Drexel University, NRG Energy, and Covance. Workforce
and strategic alignment planning are the people side of planning in business; it’s a systematic process
that involves proactively identifying and analyzing current workforce gaps and forecasting future
staffing needs to avoid potential over or understaffing. Needed a real-world business training
approach that would provide actionable learning. Results More than 60 managers completed the
course over a two-year period. She is a hands-on leader and influencer with a passion for driving
organizational change to create positive working cultures that enable organizations and individuals to
realize their full potential. Each cohort-level was asked to complete a session evaluation at the
conclusion of each workshop. After each session, the participants were responsible for applying what
they learned to their imperative. At the program’s onset, each participant also identified a Burning
Imperative. Goals: Drive a culture change from corporate command-and-control to more localized
decision making. Solution CCI designed a customized course of interactive sessions to improve
essential management skills and to connect the skills to real business situations and company
operations. Results: The primary mechanism for measuring program success was through session
evaluations. With our help, you’ll get an actionable workforce strategy tailored to your organization
so that the business and the people who make it run are prepared for today and the future. We
believe the following principles should guide decisions about organizational design and talent
development: Organizational structure needs to facilitate accomplishing the organization’s purpose
and objectives by focusing on the key priorities. In addition to the qualitative responses, the three
questions of most interest were: As a result of the program, I will be a stronger performer for the
organization. An organized leadership development program was never offered to its staff, resulting
in the business beginning to outpace their capabilities. In addition to the qualitative responses, the
three questions of most interest were. Talent is critical to organizational growth and business
continuity, so aligning the people strategy with the business strategy is an essential business requisite
in a strategic workforce planning model. As a result of the findings and recommendations, CCI’s
Talent Development consultants designed a developmental training curriculum for four levels of
people leaders: Director, Manager, Supervisor, and Assistant Supervisor. Each cohort-level was asked
to complete a session evaluation at the conclusion of each workshop. The course was delivered
multiple times, in six single-day sessions, one per month over a six month period. Having worked
with CCI two years earlier to develop a competency model, the company engaged CCI to create a
developmental program for all its people leaders. The CEO described the course as “a key tool in
facilitating a culture change from command-and-control to more localized decision making.”
Participants were able to successfully pass on to their direct reports the tools, techniques and lessons
they had learned. Participants of the course were provided with new tools and techniques they could
use immediately, driving changes to company culture while improving employee engagement. In this
role, she is responsible for oversight of all HR functions, serves as a key senior leadership member,
and oversees operational functions including HSE, compliance, contract administration, facilities
management and administration. CCI Consulting’s Strategic Workforce Planning Model CCI helps
organizations identify clear outcomes. Collectively, these provide Tom with the opportunity to pursue
his passion for talent development and workforce effectiveness. To reinforce the training, the
leadership team was briefed on the topics and provided a “manager’s toolkit” so they could provide
support to their direct reports. The organization had seen steady growth over the prior decade,
growing from a start-up to an industry leader in a relatively short period of time. Target audience was
managers, frontline supervisors, and high potential management prospects. Creating a tailored talent
strategy that aligns with your business strategy helps to smooth succession planning, increases the
organization’s ability to respond to growth opportunities, and improves the overall performance of
the organization.
Having worked with CCI two years earlier to develop a competency model, the company engaged
CCI to create a developmental program for all its people leaders. Goals: Drive a culture change from
corporate command-and-control to more localized decision making. With our help, you’ll get an
actionable workforce strategy tailored to your organization so that the business and the people who
make it run are prepared for today and the future. Supervisors 100% 48% 91% 43 points Supervisors
96% 28% 86% 58 points Managers 93% 27% 65% 38 points Directors 89% 21% 71% 50 points
Overall, the participant feedback was considered very positive and this data indicates the value
perceived by the audience. I would rate my performance in this area before this program. Results
More than 60 managers completed the course over a two-year period. Results: The primary
mechanism for measuring program success was through session evaluations. The course was
delivered multiple times, in six single-day sessions, one per month over a six month period. Each
cohort-level was asked to complete a session evaluation at the conclusion of each workshop. This
was their own BHAG they were responsible for completing within the next year. She is a hands-on
leader and influencer with a passion for driving organizational change to create positive working
cultures that enable organizations and individuals to realize their full potential. The organization had
seen steady growth over the prior decade, growing from a start-up to an industry leader in a
relatively short period of time. Each level included six workshops with topics based on the
prioritized gaps from the training needs assessment. Needed a real-world business training approach
that would provide actionable learning. Nearly all the participants felt as though they would be
stronger performers as a result of the leadership training. This is what we call an alignment model for
strategic planning. Participants of the course were provided with new tools and techniques they
could use immediately, driving changes to company culture while improving employee engagement.
Participants of the course were provided with new tools and techniques they could use immediately,
driving changes to company culture while improving employee engagement. At the program’s onset,
each participant also identified a Burning Imperative. He earned a BA in English literature from
John Carroll University, an MBA with a focus on human resources and leadership development from
Duquesne University, and a Ph.D. in educational leadership from Drexel University. Also, the
sessions were scheduled in a cascading fashion that allowed for the more senior audience to
experience the training first so they could support their direct reports as they went through the
workshops. The people side of the equation may well be the most crucial element that differentiates
an organization from the competition. At CCI, we have been helping small, mid-sized, and large
companies for over thirty years with strategic workforce planning and business alignment processes.
As a result of the findings and recommendations, CCI’s Talent Development consultants designed a
developmental training curriculum for four levels of people leaders: Director, Manager, Supervisor,
and Assistant Supervisor. Roles and responsibilities should be clearly defined, and accountabilities
should be clearly established. We believe the following principles should guide decisions about
organizational design and talent development: Organizational structure needs to facilitate
accomplishing the organization’s purpose and objectives by focusing on the key priorities. Recently,
Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office
of Workforce Development, City of Philadelphia. We’ll also keep you informed of the latest news,
best practices, and developments in the ever-evolving world of HR. This was their own BHAG they
were responsible for completing within the next year. A clear understanding was gained of the
difference between a leader and a manager.
Please fill out the form below or call us at 1-800-214-7537. Each cohort-level was asked to complete
a session evaluation at the conclusion of each workshop. Target audience was managers, frontline
supervisors, and high potential management prospects. A clear understanding was gained of the
difference between a leader and a manager. Before joining Penn’s Division of Human Resources,
Tom held training and organizational effectiveness roles for organizations such as Development
Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University,
NRG Energy, and Covance. The CEO described the course as “a key tool in facilitating a culture
change from command-and-control to more localized decision making.” Participants were able to
successfully pass on to their direct reports the tools, techniques and lessons they had learned. Nearly
all the participants felt as though they would be stronger performers as a result of the leadership
training. It also ensures the right people are in the right roles at the right time with the proper skill set.
As a result of the findings and recommendations, CCI’s Talent Development consultants designed a
developmental training curriculum for four levels of people leaders: Director, Manager, Supervisor,
and Assistant Supervisor. Results More than 60 managers completed the course over a two-year
period. Results: The primary mechanism for measuring program success was through session
evaluations. This is what we call an alignment model for strategic planning. I would rate my ability to
apply what I’ve learned when I return to my team. Our role is not to provide a pre-designed strategic
planning solution but rather to understand and create people processes and approaches that align with
your organizational goals. Solution: To gain insight and perspective into the needs of the
organization, CCI used the previously identified competencies as a back drop while conducting a
comprehensive learning needs assessment. Contact us at (267) 656-7168 to learn how our workforce
planning and forecasting services will benefit your organization. I would rate my performance in this
area before this program. The course was delivered multiple times, in six single-day sessions, one per
month over a six month period. CCI Consulting’s Strategic Workforce Planning Model CCI helps
organizations identify clear outcomes. This was their own BHAG they were responsible for
completing within the next year. We believe the following principles should guide decisions about
organizational design and talent development: Organizational structure needs to facilitate
accomplishing the organization’s purpose and objectives by focusing on the key priorities. Needed a
real-world business training approach that would provide actionable learning. Subscribe to our
newsletter to get insightful articles and tips that will help you keep your workforce ahead of the
rapidly changing business landscape. The organization had seen steady growth over the prior decade,
growing from a start-up to an industry leader in a relatively short period of time. In addition, an
electronic training needs survey was administered to each leadership level within the organization.
The organization had seen steady growth over the prior decade, growing from a start-up to an
industry leader in a relatively short period of time. To understand and prioritize the needs, CCI
conducted face-to-face interviews with each member of the leadership team and several high-
performing employees. In addition, an electronic training needs survey was administered to each
leadership level within the organization. Each level included six workshops with topics based on the
prioritized gaps from the training needs assessment. Participants of the course were provided with
new tools and techniques they could use immediately, driving changes to company culture while
improving employee engagement.
To reinforce the training, the leadership team was briefed on the topics and provided a “manager’s
toolkit” so they could provide support to their direct reports. Participants of the course were
provided with new tools and techniques they could use immediately, driving changes to company
culture while improving employee engagement. Having worked with CCI two years earlier to
develop a competency model, the company engaged CCI to create a developmental program for all
its people leaders. Workforce and strategic alignment planning are the people side of planning in
business; it’s a systematic process that involves proactively identifying and analyzing current
workforce gaps and forecasting future staffing needs to avoid potential over or understaffing.
Participants of the course were provided with new tools and techniques they could use immediately,
driving changes to company culture while improving employee engagement. This is what we call an
alignment model for strategic planning. The organization had seen steady growth over the prior
decade, growing from a start-up to an industry leader in a relatively short period of time. An
organized leadership development program was never offered to its staff, resulting in the business
beginning to outpace their capabilities. She is a hands-on leader and influencer with a passion for
driving organizational change to create positive working cultures that enable organizations and
individuals to realize their full potential. At the program’s onset, each participant also identified a
Burning Imperative. Talent is critical to organizational growth and business continuity, so aligning
the people strategy with the business strategy is an essential business requisite in a strategic
workforce planning model. Each level included six workshops with topics based on the prioritized
gaps from the training needs assessment. A clear understanding was gained of the difference
between a leader and a manager. Roles and responsibilities should be clearly defined, and
accountabilities should be clearly established. Nearly all the participants felt as though they would
be stronger performers as a result of the leadership training. Also, the sessions were scheduled in a
cascading fashion that allowed for the more senior audience to experience the training first so they
could support their direct reports as they went through the workshops. Creating a tailored talent
strategy that aligns with your business strategy helps to smooth succession planning, increases the
organization’s ability to respond to growth opportunities, and improves the overall performance of
the organization. Contact us at (267) 656-7168 to learn how our workforce planning and forecasting
services will benefit your organization. Target audience was managers, frontline supervisors, and high
potential management prospects. Each level included six workshops with topics based on the
prioritized gaps from the training needs assessment. With our help, you’ll get an actionable
workforce strategy tailored to your organization so that the business and the people who make it run
are prepared for today and the future. Needed a real-world business training approach that would
provide actionable learning. In this role, she is responsible for oversight of all HR functions, serves
as a key senior leadership member, and oversees operational functions including HSE, compliance,
contract administration, facilities management and administration. We believe the following
principles should guide decisions about organizational design and talent development: Organizational
structure needs to facilitate accomplishing the organization’s purpose and objectives by focusing on
the key priorities. In addition to the qualitative responses, the three questions of most interest were:
As a result of the program, I will be a stronger performer for the organization. Workforce planning is
incredibly vital in today’s ever-changing environment to ensure your organization has the required
talent to match your workforce’s capacity and capabilities to meet business demands, now and in the
future. In addition, an electronic training needs survey was administered to each leadership level
within the organization. I would rate my performance in this area before this program. Further, under
her leadership PGW won the HR Department of the Year Award in.
To reinforce the training, the leadership team was briefed on the topics and provided a “manager’s
toolkit” so they could provide support to their direct reports. Nearly all the participants felt as
though they would be stronger performers as a result of the leadership training. A clear
understanding was gained of the difference between a leader and a manager. The course was
delivered multiple times, in six single-day sessions, one per month over a six month period. Recently,
Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office
of Workforce Development, City of Philadelphia. Goals: Drive a culture change from corporate
command-and-control to more localized decision making. Having worked with CCI two years earlier
to develop a competency model, the company engaged CCI to create a developmental program for
all its people leaders. An organized leadership development program was never offered to its staff,
resulting in the business beginning to outpace their capabilities. In addition, an electronic training
needs survey was administered to each leadership level within the organization. In addition, an
electronic training needs survey was administered to each leadership level within the organization.
Goals: Drive a culture change from corporate command-and-control to more localized decision
making. Roles and responsibilities should be clearly defined, and accountabilities should be clearly
established. Supervisors 100% 48% 91% 43 points Supervisors 96% 28% 86% 58 points Managers
93% 27% 65% 38 points Directors 89% 21% 71% 50 points Overall, the participant feedback was
considered very positive and this data indicates the value perceived by the audience. At the
program’s onset, each participant also identified a Burning Imperative. In addition to the qualitative
responses, the three questions of most interest were. Each level included six workshops with topics
based on the prioritized gaps from the training needs assessment. Workforce planning is incredibly
vital in today’s ever-changing environment to ensure your organization has the required talent to
match your workforce’s capacity and capabilities to meet business demands, now and in the future.
Target audience was managers, frontline supervisors, and high potential management prospects.
Talent is critical to organizational growth and business continuity, so aligning the people strategy
with the business strategy is an essential business requisite in a strategic workforce planning model.
Each level included six workshops with topics based on the prioritized gaps from the training needs
assessment. Having worked with CCI two years earlier to develop a competency model, the
company engaged CCI to create a developmental program for all its people leaders. Each cohort-
level was asked to complete a session evaluation at the conclusion of each workshop. Needed a real-
world business training approach that would provide actionable learning. As a result of the findings
and recommendations, CCI’s Talent Development consultants designed a developmental training
curriculum for four levels of people leaders: Director, Manager, Supervisor, and Assistant Supervisor.
After each session, the participants were responsible for applying what they learned to their
imperative. Solution: To gain insight and perspective into the needs of the organization, CCI used the
previously identified competencies as a back drop while conducting a comprehensive learning needs
assessment. This is what we call an alignment model for strategic planning. In this role, she is
responsible for oversight of all HR functions, serves as a key senior leadership member, and oversees
operational functions including HSE, compliance, contract administration, facilities management and
administration. We’ll also keep you informed of the latest news, best practices, and developments in
the ever-evolving world of HR. Results More than 60 managers completed the course over a two-
year period.