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Our Approach

Home » Our Approach

Alice Dendinger, SPHR, collaborates with a talented team of seasoned consultants who have unique knowledge, skills, abilities and talents in all areas of business and HR Systems. We work a bit backwards as we start by discussing your vision and desired results instead of what we have to offer. We may customize a blend of solutions to meet your needs. We see everything as part of a system that has a direct or indirect impact on the other systems within your organization. Our approach is fluff-free and direct. We have fun with a purpose and a passion for your employee well-being and business results. Our approach is built upon mutual respect and value for each other.

Step One – Your Vision and Goals

We work with individuals and organizations with an insatiable curiosity about who you are and understanding your vision and goals.

We want to know the results that you want. We earn the status of valued partner who helps you articulate the purpose and passion behind the needs and requests of your business. The foundation of trust between us begins.

Step One begins with conversation, questions and a lively exchange of ideas and options. You know your people and organization best, and we help you articulate what you know about the current situation. We care enough about you to help you find the right solution – if it is not the HR Alchemist – we connect you with those who might have more time or talent to support you in your pursuit of success.

Step Two – Digging Deeper

We dig deeper into discovery about what is hindering your people, work processes or organization from getting the results you want. We begin exploring your Group Culture and individuals’ unique chemistry in working together.

It is also rooted in the fact that if people do not know where you are going, they will work until something they do gets recognized and rewarded as “right.” What a waste of time and resources! It is like playing darts wearing a blindfold!

We are unique as we collaboratively work with leaders and teams to define priorities and then create implementation plans of who will do what by when and why. Profiles, surveys or other tools may be implemented to gain more clarity around what is going on as the current state.

Employee Engagement is important to define but we also embrace surveys that go beyond engagement and explore the many intricacies of your organizational culture. You are encouraged to plan the plan based on well-defined business needs.

Step Three – Implement Solutions

We support you as you implement appropriate solutions to bridge the gap between current obstacles and needed results.

This could be with persons, processes or work teams. Maybe it involves challenges amongst the leaders, managers, supervisors, tenured staff, or entry level employees? Perhaps you have issues with your workforce design or talent management?

Your culture is comprised of the personnel who must support organizational values and beliefs. Everyone must understand the stake they have in the business direction. In general, people will not change unless there is a compelling reason to do so. Do they feel the sense of urgency? Are people empowered to act on getting the business needs accomplished? Do you get collective results or are your employees working in silos?

Step Three is guiding you as you execute the plan and helping you along the way. This is where most organizational transformation efforts fail. The strategic plan is really pretty but so many obstacles can block the implementation.

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51% are not engaged

These employees are psychologically unattached to their work and their company. They are also on the lookout for better employment opportunities and will quickly leave their company for a slightly better offer. Studies also say that psychological attachment is directly related to the degree of psychological safety which is grounded in mutual trust.

Today in the USA, there are over 14 million vacant jobs. It is a candidate’s market where employers must get very creative in talent acquisition. In HR, we used to say, “Good people do not leave a job, they leave a boss.” In reality, they leave a culture that supports – and rewards – the boss who is not trusted and gets the most complaints.

Do you establish HR practices that optimize the value and engagement of all employees beginning with the leaders, managers, supervisors and employees within every level? Trust, productive conflict, mutually understood agreements, peer to peer accountability and a focus on collective results create cohesion amongst employees.

Many employees would give up an opportunity for more money if they are working in a culture where they feel they are appreciated, personally connected, and valued for their contributions. If you do not believe it, ask your employees if they have ever had a “boss from hell” and if they would go back to work for him or her for more money! Reengage and re-recruit your employees every day. Just imagine what can be accomplished by engaging these employees!

36% of employees are engaged:

Employee engagement is a strong predictor of organizational performance.  It impacts everything including customer loyalty, profitability, sales productivity, production, turnover, safety incidents, shrinkage, absenteeism, quality, employee wellbeing and participation in the success of the business.  In a highly engaged workforce, employees feel valued intrinsically and extrinsically.

They know how much they are compensated, why they are paid what they are paid and what it would take to make greater total compensation. They know the career track in which they are on as it was designed collaboratively with their leaders. They have a purpose for engaging in highly productive outcomes because they feel as if they are a partner in the future of the organization.

The focus is on continuous improvement, and the ongoing education of employees is a priority. Often, opportunity is matched with talent and everyone has a chance to succeed. HR is not viewed as the “HR Cop” but the strategic partner who leads with compassion, humility, empathy and inclusion while at the same time honoring the legal boundaries. Workforce planning makes sense and the right people are in the right positions. If they are not well suited, they can move along the career lattice without shame or embarrassment. Engage the 36% and they are your best cultural advocates.

13% of employees are actively disengaged

These employees may even be sabotaging your business.  Certainly, they create a “social contagion” whereby their unhappiness is spread like a virus to others in the organization. These employees are your contrarians who have miserable work experience and show it in what they say and do – or don’t do.

These are the “turkeys” who hold back the “eagles” who want to fly but begin to resent the fact that the company has found a way to tolerate or work around low performers who get the same rewards. Traditionally, HR Systems make it difficult to transition these individuals either up, over or out. Performance and feedback systems remain antiquated in their authoritative style. Employees do not feel trusted or empowered to make decisions.

Employees who are disengaged may have been the product of poor or outdated HR Systems such as recruiting, selection, orientation, onboarding. No one explains the “do’s and don’ts” regarding culture and they have no sense of belonging. Assimilation to the boss’s work style and expectations, and those of their new team members, is just supposed to happen organically. Leaders, Managers and Supervisors believe clarity, compassion, humility and empathy are for the weak..

Employees become actively disengaged and apathetic. They perfect the art of looking busy yet getting nothing done. Unfortunately, these employees usually stay. How many employees show up to work on the first day expecting to be forever disengaged? They show up wanting to succeed and something happens along the way that creates this disengagement. Examine your HR Systems and Group Culture for possible understanding and solutions to turnaround this group of employees.

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