using knowledge of science to make a thing or process that's useful
HUMANEERING®
using knowledge of people to create outcomes that are useful -- for both the company and the individual
HUMANEERING®'s focus:
Engaging your employees in the success of your company
Building employee capabilities to contribute to that success
Our Company HUMANEERING® International is a niche professional services firm focused on the Engineering & Construction, Manufacturing and Health Care industries. We work selectively with companies who meet three criteria:
Do key leaders recognize that the company's people are the true drivers of success and financial growth?
Do business requirements demand attention and results NOW?
To be addressed effectively, do business issues require resources beyond current staff experience with best practices and/or staffing levels?
Our Value Focus People are the most critical part of a business’ success. They are the human assets of the company. As we’re all learning, getting the best from our human assets isn’t rocket science. It’s much harder. Nothing is more essential to business success than the people who make it happen. This is true for all companies, whether capital intensive, technology driven or somewhere in between. No matter what factors contribute to the success of any company, people are the determining factor.
HUMANEERING® has a single-minded focus on only one thing … increasing the contribution a company’s people make to that company’s financial growth. This single-mindedness is the basis for our reputation for results. It’s also the basis for our reputation for excellence.
Companies have long recognized the importance of financial capital to their growth. They’re beginning to recognize the far greater importance of human capital. The amount of human capital a company has is the sum of the individual contributions of each person within the company. The more human capital a company has, the more potential that company has for success. Well invested, a company’s human capital returns value many times its cost. This is the basis of all our services: human capital drives financial value.
Our Approach All consultants do at least two things.
Learn…
·About your company
·What key leaders want to achieve
·How that's different from your current financial, process, customer and/or employee outcomes
Recommend…
·What to change in order to get from where you are to where you want to be
HUMANEERING®'s services go beyond those two activities. Frequently, our clients ask us to go beyond these two tasks. Our services usually include two additional steps:
Recommend…
·What to change in order to get from where you are to where you want to be
Help you implement those changes…
·Developing detailed plans
·Defining program specifics
·Creating communication and training materials
·Coaching leaders and/or team members
·Facilitating meetings, work sessions, training
·Assessing and reporting status and progress
·Training others in all of the above
An additional differentiator among consultants is their philosophy about the best way to help you succeed in achieving your desired outcomes. This philosophy defines how they gather data, what data they gather, what they’re looking for in that data, how they design the solution, what solution they design, how they structure the implementation plan, and how they work with you to make changes.
The table below contrasts our philosophy with that of many other consulting companies.
Our Consulting Philosophy The difference between these philosophies is the difference between break-through changes in your company and small changes that are difficult to sustain.
Element
HUMANEERING Philosophy
Alternative Philosophy
Consultant's goal
Change people’s relationship to their work and the outcomes of their work
Change people’s task-specific activity, to achieve improvement associated with consultant activity
Basis for success
Engagement of employees with achieving goals
Expert knowledge
Leadership behavior
Actively maintain employee focus on achieving and exceeding goals
Manage consultants and employees
Source of improvement
Focus is baked into work and management daily activities
Consultants tell you what you need to change
Employee role
Engaged, direct stake holders in outcomes
Implementing the plan
Employee focus
The value of their efforts to the success of the organization and impact on self and others
Implementing the plan
Process for sustaining gains
Connect value– tangible or intangible – for all employees for sustaining and increasing improvement
Pass responsibility and accountability to management
Driver for sustaining gains
The people doing the work
Consultants, then management
Implementation plan
Fully integrated with other activities and people systems
Identifies and addresses bumps and roadblocks
Improvement knowledge transfer
Teach people to fish
Take expertise with them when they leave
Our History As A Company From our beginning in 1984, we have dedicated our services to understanding …
What leads people to want to do more than they “have to” for their company
How to help people achieve their company’s wants and needs
How to align personal wants and needs with those of the company
HUMANEERING® has served more than 15 industries and 400 clients around the world. Within our niche industries of Engineering & Construction, Manufacturing and Health Care, our clients' companies vary widely in size, structure, location, service and product.
Bob Hassold, (Chief Industrial Engineer, Steel Heddle Manufacturing Company), began searching for ways to engage employee creativity in a United Steelworkers environment
An approach built on the five simple principles that later become the foundation of HUMANEERING.
oHuman nature is reasonably constant
oPeople want to belong
oPeople want to contribute
oPeople want to be recognized
oPeople want to control their own destiny
Late 60’s
Changing business climate required Steel Heddle to implement new approaches to improving performance while reducing costs.
Implemented approach that created a working environment where employees wanted to continuously improve their performance. Result: Direct labor cost of major product line reduced 34%
Mid 70s
Business needs led to opening a manufacturing operation in Mexico. Bob (now VP) introduced the five principles in this non-US environment.
American facility produced 2,400 units per hour (considered to be excellent production). Mexican facility produced 2750 units per hour, using very similar equipment, a 15% increase.
1984
Bob created HUMANEERING International and won a multi-year exclusive contract with a $10 billion international engineering & construction company
Process used successfully on more than $12.0 billion of project work on 6 continents.
1992 - 2004
Bob successfully extended business beyond the engineering/construction and manufacturing environments
oConstruction
oEngineering
oManufacturing
oHealthcare
oService
oCommunications
oCorporate Functions
oSpecialty Processes
2002 - 2004
Dick McCormack came on board as President and CEO. Rocky Sasser joined HUMANEERING as a principal.
HUMANEERING principles extended to build human capital and create additional approaches for engaging employees and focusing them on the goals of the company.
BS in Chemistry, Hampton-Sydney; BS in Textile Design, Philadelphia College of Textiles & Science; over 30 years experience in manufacturing settings.
While working in manufacturing for Steel Heddle, Bob developed an innovative approach to building employee commitment. You’ll learn more about that approach in this website. You may also complete an info request if you’d like to talk with Bob directly.
Many of us have learned that employee commitment drives company success. When people focus that commitment on improving performance, the financial impact grows. The best driver of all is when people work both as individuals and in groups across the company to improve performance. He called this approach "HUMANEERING®" and used it successfully in a number of difficult spots. Bob founded HUMANEERING® International in 1983, to share this powerful approach with others.
Since 1983, Bob has successfully implemented HUMANEERING® with clients in union and non-union companies in a number of different industries. In both the US and other countries, these processes have reduced direct labor costs as much as 40%. At the same time, quality, cooperation, customer satisfaction, and employee retention all improve substantially. Best of all … so does the company’s bottom line.
As Bob likes to say, “Teamwork gets the job done!”
Richard F. McCormack, President and CEO
MS in Civil Engineering, Stanford, with an emphasis on Construction Management; over 30 years E&C project experience with the Navy, Greiner Engineering, Fluor and a wide variety of Owner-side large capital construction projects.
Dick’s career is people -- helping them contribute their best to their professional and personal lives.
In the late ‘70s, Dick co-founded a company whose mission was to help companies leverage their human assets. Recognized across the United States, this group served Fortune 500 companies throughout North America.
Through his work with companies of different sizes and industries, Dick recognized a key theme. The most valuable asset for any company is its people. The importance of products and technology comes and goes. But people are always there. Companies must harness the contributions of their people in order to grow and build financial success.
Yet the people are also the greatest challenge for a company. Because of this, Dick focuses his professional energies to help companies … help their people … help the company … get to the next level of financial performance.
Dick joined Bob in HUMANEERING® in 2002, to work together to leverage the company’s 20-year history. They continue to help international and U.S. companies build human contribution and ROI.
Rocky S. Sasser, Principal
Ed.D Human Resources Development, Vanderbilt, with an emphasis on Organization Development; 12 years Engineering & Construction project improvement experience, working with companies such as Fluor, Shaw, Black & Veatch, BE&K; 9 years Healthcare industry improvement experience with companies such as Humana, St. Luke's Hospital, Southern Eye Associates.
Rocky’s work history emphasizes harnessing the power of people for improvement and success. She’s worked with companies in a range of industries, from heavy industry through technology to service industries. She’s had the opportunity to support a number of human capital projects that have directly resulted in dramatic improvement to financial and customer metrics.
These activities capture key themes from Rocky’s career: tapping into a company’s greatest resource: its human potential; building high-contribution human assets, and transforming company culture to become world-class.
She is addicted to seeing others change, in less than a day, how they think about people and their contributions; hearing the stories a few weeks and months later that confirm that they really got it; and seeing the results in customer and financial metrics.
William F. Wolter, Principal
ME in Engineering Management, University of Florida; over 30 years experience in engineering, project controls and project management
As a project manager, Bill has had a special vantage point for learning what makes a project successful. In his 30+ year career, he shares a key take-away with Dick and Bob. "The one thing that drives the success of a project is the people that make it happen. It doesn’t matter what kind of project it is – service design or capital projects involving engineering and construction. The systems and tools of project controls are important, but it all comes down to the people.”
Bill has found himself in a number of different roles. Always, however, his most rewarding experiences are as a team player.
Dual MBAs from the University of Texas at Austin and the Instituto Tecnológico y de Estudios Superiores de Monterrey; 15 years experience in telecommunications, manufacturing and health dare, domestically and in Latin America.
An ace consultant, Samantha's focus is on organization change, communications, and process optimization.
Click the envelope to share this page with a friend.
Formoreinformation, contact info@humaneering.com, call us at 864-271-1630, or visit us at 135 S. Main Street, Greenville, South Carolina 29601
