Turning Stumbling Blocks to Stepping Stones
Solutions for the Growth Oriented

Tran • si • tion noun
\tran(t)-‘si-shen

1. passage from one state, stage, subject, or place to another: change
2. a movement, development, or evolution from one form, stage, or style to another

Transition. It’s what brings individuals and businesses to Luttinger Associates, along with the desire for sound, experience-based, professional HR counsel.

Stepping Stones

Whether your HR challenge is short-term or you want a long-term partnership to call on as required, Luttinger Associates is ready to match your needs to our expertise. From experience, we have found there are 4 basic situations that bring clients to us for assistance and counsel:

  • “We need special knowledge not present in-house for an important project.”
  • "We can’t staff a full-time HR position, but we have critical HR issues.”
  • “We need a mentor for our full-time HR person.”
  • “We’re growing and must make critical decisions about job descriptions, hiring, compensation, evaluations, and/or training.”

If you still need help deciding whether Luttinger Associates is right for you, check the questions and issues below that we regularly address ...do any of these sound familiar to you?

4
How consistent or successful is our “on boarding” of new hires? Is there a process?
1
How do we find a reliable way to reward workers and weed out underperformers?
1
We’re buying another business (or restructuring or closing this one). What organization and HR issues must be considered?
3
How do we know who our potentially promotable employees are? How do we address their ambitions with them without implying promises or without losing them?
1
We need to be more efficient and effective. Does our organization structure fit our needs, or does it obstruct and confuse us? Do we have too many people reporting to one person?
1
We’re concerned about compensation complaints we’re getting. We might have inequities. How do we review these complaints and correct those we find that are legitimate?
1
What is our culture? Are we risk-takers? Risk averse? Do we accept differences? Can we be changed?
2
We need to develop performance measurements that make sense and that actually drives individual and organization performance in the right direction. How can we do this better?
1
How do we address the way customers, suppliers, technologies, or regulations affect our competitiveness?
1
Is it required that we have a formal complaint process? How do you put an effective process together and know it’s working?
1
What can we do to better handle the conflict that often comes with diversity of opinion, experience, and work style preferences?
1
Are we required to have job descriptions? What is their value? What needs to be included in a good job description?
1
Are we compliant with HR regulations? Are we providing mandated subjects for training?
4
We are anticipating the need to restructure that could result in job losses to some. What kinds of assistance can we provide and what are the advantages to providing them?
1
When and why do we need a handbook – is there any downside to having one as a small company? What needs to be included in them?
1
We’re growing. How do we identify and develop high potential employees?
1
Is our lack of a properly managed disciplinary process putting us at risk?
1
What are the benefits to an internal job posting system? Doesn’t this just create discontent? What’s a good way to do this?
1
What competencies are most critical for our business today and in the future?
2
How do we manage our way through change to get where we need to be?
4
We’ve had too many failed hires. How do we fix this? Is it us or the candidates? How do we get a better pool of candidates?
3
How do we assess employees for the competencies they have today and know whether they have what we are going to need in the future? How do you close gaps in what we have vs what we’ll need?
2
Is my sales compensation plan too “rich” for the results we get? Can I move to a bonus plan? Where and how do these things work best?
1
As (owner/president) I’d like retire. I don’t know who will replace me. How and when do I start planning for this?
2
How do we ensure we’ll have the right people in the right places at the right time?
2
Are internal issues causing lower revenues? How do we find out?
2
How effectively are we communicating our plans so that employees are pulling in the same direction?
4
Do we consider all options when addressing increased workload, or do we simply add people?
1
How do we help our people become more effective decision makers? Some of the decisions made lately are of concern.
1
How do we fix conflict between employees (or leaders or functions) that is demotivating us and causing turnover.
3
Can we fix an underperforming employee or must we let him or her go?
2
What is the real difference between vision, mission and tactics and how often do these need to be reviewed?