WorkPlace Solutions (Canada)

J.T. (Tim) O'Shea M.A., F.I.C.B.

Email: worksols@aol.com

(905) 842 5810 Bus.
(905) 842 6178 Fax.

Recent Client Projects...

  • Re-engaged by a leading international pharmaceutical company in 2006/7 to coach/manage local and UK-based Reward Teams, pending the reorganization of the Company's HR workforce. Subsequently engaged in 2008, resident in the UK, to manage a local Reward Team and act as a Member of the R & D and Performance & Reward Leadership Teams contributing to the Client's 'Fast Forward'' agenda for change.

  • In conjunction with other Front Line Managers, led the HR Team to manage the successful planning and execution of a Plant Closure, including five subsequent sets of Negotiations with two different Unions and Locals to achieve an orderly and safe cessation of manufacturing operations.

  • Co-managing, with Line Management, the divestiture of a 'going concern' element of a client's business to a potential Purchaser;

  • Participated as a Team Member in discussions with various government entities to enhance a client's operations in Cuba and obtained approval in principle for the development of a 10-year plan to create Human Resources Infrastructure and long-term self-sustaining development. Completed the negotiations for a Collective Bargaining Agreement renewal with National Union & Government representatives;

  • Developed, in conjunction with the Management Team, the template for business change in a family-owned, rural custom cabinetry business in order for the organization to continue to compete successfully in a changing marketplace. Provided the management tools for members to understand each others' accountabilities and facilitated the seminar work to allow members the necessary time to focus on the emerging needs of the business;

  • Facilitated the successful re-construction of a national sales incentive plan, focusing on new business 'drivers' that were locally-flexible, timely, measurable and achievable. The Plan was developed, tested, modified and 'sold' to Management on the bases of the employees' input and the relevance of the 'drivers' to the cross-Canada business plans of the organization;

  • Developed and provided the supporting Board material for approval of an Incentive Plan for top management at a Caribbean off-shore wealth management provider;

  • Conducted an organizational review of a rapidly-expanding network of financial planners. This demonstrated the need for a discrete HR function to provide client service to line managers, assisting Management with the cultural change challenges resulting from recent acquisitions;

  • Conducted a project management 'toolkit' review for a health care HR organization about to acquire two other health care organizations. The review and ensuing discussions demonstrated to the HR team the need for detailed project planning as a critical investment in order to ensure project management milestones and client expectations were effected punctually;

  • Conducted an organizational audit of HR practices within a technology solutions company, leading to a gradual outsourcing of non-essential functions. As a result, the client is able to see a clear correlation amongst the value of HR's services, internal client satisfaction and achievement of measurable HR results;

  • Partnered the design and delivery of a new stock option program for employees at all levels in a privately-held 'e-commerce' company;

  • Partnered the design and delivery of learning activities for the senior management group of a retail electronics goods company. Key training experiences centre on translating classic management leadership profiles into concrete workplace examples of how to manage human effort in support of the Business Plan;

  • Designed & developed self-sustaining programs & trained senior managers in leadership roles to recognize conflict in the workplace and translate those situations into opportunities for improved two-way communications. Examples of such conflicts include:
    • harrasment;
    • systemic discrimination;
    • post-termination severance disputes;
    • interpersonal disputes;
    • organizational and cultural change management.

  • Developed a comprehensive strategic down-sizing plan and accompanying training for management to communicate effectively with displaced employees and provided a professional suite of programs to prepare displaced employees for future employment;

  • Designed the HR 'due diligence' approach for a potential acquisition, together with supporting programs;

  • Sourced and recruited key technical, specialist and executive resources from Europe & North America, stabilizing turnover and improving shareholder value;

  • Developed and installed a systematic organizational approach to HR business planning in a multi-entertainment establishment which incorporates 'fine dining', racing and games of chance. The ongoing implementation strategy includes the communication and learning around company-wide 'competencies' applicable to hiring, appraisal, promotion, staff development and outplacement practices.