Wednesday, December 17, 2014

SUZANNE WILSON JOINS OIM

Osborne Interim Management is pleased to welcome Suzanne Wilson (BA - Econ) to the organization as a Principal.

Based in Calgary, Suzanne is a senior Human Resources professional with over 20 years of experience across a broad spectrum of disciplines. As Senior HR Director for two oil sands companies, she built a department from the ground up, developed compensation strategies, created recruitment plans for a high growth industry and created policies and procedures where none previously existed. As Director of Corporate Services she had taken responsibility for IT, corporate communication and administrative support functions. Experienced in transitioning companies from private to public. Adept at working with compensation committees and Boards of Directors. Suzanne is a builder of high performing teams with clear goals and accountabilities.

Of Suzanne joining the OIM team, Mark Olson, Managing Partner states: "We are thrilled Suzanne has agreed to take on the senior HR chair in our Calgary Osborne Interim Practice. Her skill set will be a tremendous asset to companies of all sizes in multiple sectors. Her experience in oil and gas in these somewhat turbulent times will be highly valued."

Monday, December 15, 2014

CASE STUDY: HUMAN RESOURCES - ENERGY

THE CLIENT
A mid size oil and gas company with head office in the US with Canadian operations.

THE CHALLENGE
The Human Resource department of the company had recently experienced significant turnover and the Director had been transferred to the Head office in the US. A new leader was placed into a managerial role reporting to a Director in Houston, but accountable to the local leadership. The challenge was to assist the outgoing leader with his exit and mentor the incoming manager and team to help them build a foundation for success, including new hires and new processes.

THE APPROACH
The initial approach was to spend time with the outgoing Director in two areas:
 
  • Hand off incompleted projects.
  • Develop ongoing structure for the HR department.

Working with the incoming leader, important matters relating to the field employees and contractors of the company were addressed allowing the new manager to focus on the HR team and the path forward for HR. Considerable time was also spent mentoring team members on projects and processes.

THE RESULT
The new leader was able to address the day-to-day matters of HR and start working with the Canadian team on their strategic HR priorities. The Principal took on several large scale projects (which arose from a recent process and procedure audit) that would have taken the current team several months to complete with their current workload. These projects were completed in a few months, satisfying the company auditors.

The HR team, although still relatively new, was able to gain the respect and confidence of the Canadian leadership team and the field employees, improve processes and prepare for future success in all areas of the HR lifecycle.


Friday, December 12, 2014

CASE STUDY: EXECUTIVE MANAGEMENT - NOT-FOR-PROFIT

THE CLIENT
A mid-size not-for-profit charitable organization.

THE CHALLENGE
To provide leadership during the transition following the departure of a 23 year Executive Director.

THE APPROACH
Operating as Interim Executive Director for a period of five months, the Principal empowered and supported the staff to deliver services while providing assurance to the funders and stability to the administration.

THE RESULT
Staff retention was 100% and program funding actually increased during the period, and with the Principal’s assistance the organization found a dynamic new leader to take the reigns going forward.