Compass HR Case Studies

Electronics Manufacturing Systems Business

The business sold and serviced equipment used in the manufacturing of electronic equipment and components. It was experiencing above market average turnover in its sales and service staff and difficulty attracting replacements.

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Consumer Products Business

The business developed a business plan to grow revenues and profits without increasing working capital. Target performance was set at twice the average annual market growth rate for its products. Breakthrough performance was defined as doubling the sales revenue and profits over five years, requiring a 15% compound annual growth rate in both sales and profits. The goal was to accomplish that without an increase in working capital implying that the business could not finance its customers’ purchases.

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High Technology Capital Equipment Business

The business had recently completed a major acquisition of a competitor. The industry had just reached the top of a business cycle and was entering a downturn. The business needed to generate sales and revenues and optimize utilization of cash on hand. The sales incentive plans from both companies were not suited to the business challenges or the integrated sales effort.

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High Technology Capital Equipment Business 2

Firms across the U.S. were experiencing class action suits targeting 401(k) plans for failure to exercise proper fiduciary prudence. Most of the suits were based on plan committees failing to prudently monitor and manage plan costs, investment fund selections, and investment fund expenses (expense ratios for mutual funds.) The suits argued that failure to exercise prudence led to unnecessary costs and expenses that reduced participants’ returns.

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Electric Utility Business

The utility was experiencing significant competitive challenges brought on by industry regulation. At the same time its nuclear generation business was also suffering from performance problems and was under extra scrutiny from the US Nuclear Regulatory Commission. It was imperative that the organization address these issues in a comprehensive manner.

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Employee Dissatisfaction - Automobile Assembly Plant

A key U.S. automobile assembly plant responsible for building the top selling car in its vehicle line up was experiencing dissatisfaction with the selection process used to determine promotional opportunities. Specifically, women and minorities were concerned promotions were based on nepotism and/or favoritism and more qualified women and minorities were being passed over.

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Consumer Products Business - Start Up

A global manufacturer of automobiles created a subsidiary business to grow revenues and profits by acquiring established businesses involved in the recycling of salvaged Original Equipment Manufacture’s (OEM’s) auto parts for use by auto repair facilities and individual customers. The goal of this consumer products business venture was to create a new salvage auto parts brand and grow the business internationally from start up to $1B in revenue within five (5) years. To meet the goal of this new business venture, the parent company acquired existing salvage yards in the U.S.A. and Canada. HR’s role in this new business venture was to assure all acquisitions were seamlessly integrated into the new subsidiary company and all compensation and benefit plans, polices, practices, and procedures were to be standardized at all locations.

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Financial Services Business

The Financial Service Business- National Recovery Center of a major global automotive company needed to develop an improved, efficient and effective process of target setting methodology for its deficient debt collector incentive plan.

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