Every organization uses a different ruler to measure success. The key is knowing what ruler your organization uses.

– Christy M. Pruitt-Haynes, SPHR

Core Successes

Experience really is a great teacher and true professional expertise is honed working closely with one client after another.

During her career, Christy M. Pruitt-Haynes has helped her clients to meet a wide range of challenges and objectives. These CASE STUDIES discuss some past situations CORE Consulting has addressed and they are indicative of the type of results that take place once Christy brings her unique focus to each issue.

Situation #1

A multi-state organization with over 500 employees was growing at an unprecedented rate, but struggling with turnover at a consistent 27%. The constant turnover prevented the organization from solidifying the market position they desired and, even more vital, kept the organization from achieving its mission.


We first investigated the situation fully to determine what was contributing to the high turnover rate. Discovering that the majority of the turnover came from new hires (those with the organization 6 months or less) and 5+ year employees, we implemented a plan to address these two groups.

The plan included creating and implementing an On-boarding Process that both acclimated the new hires to the organization and provided them with the support they needed in their early months at this organization. Simultaneously, we designed a comprehensive job growth and enhancement plan that revitalized the long term employees, gave them the opportunity to expand their current roles, and developed them to be prepared for future internal opportunities.


After implementing a newly-created On-boarding Process and a Job Growth Plan, the company turnover rate dropped from 27% to 14% at the end of 1 year and down to 10% after 2 years. Self-reported employee satisfaction increased significantly as did internal applicants for vacant positions.

Situation #2

A division of an organization had an established and well understood culture, but each department described the mission in slightly different terms. No one agreed on the overarching goals and priorities; and each department used slightly different criteria to make their decisions. Instead of operating as a cohesive unit, each department operated in an self-determining silo and worked on departmental excellence instead of working to achieve organizational excellence.


Or goal was to unify the organization and help each department understand and work towards one mission. We facilitated a discussion with department heads, key stakeholders, and company owners to determine the company mission. After a series of exercises, we created a statement that clearly defined the company’s goals and mission. We went one step further, and developed autonomous mission statements that clearly supported the organizational statement while creating marching orders for each departmental group.

Finally, we devised and implemented a comprehensive communication and Roll Out Plan to inform employees of the revised mission statements and to explain the importance of it to the success of the entire organization.


After completing the organizational mission statement and cascading departmental mission statements, everyone in the company had an accurate picture of the goals and direction. More importantly, each person had a barometer to measure decisions against. If an activity didn’t support the mission they didn’t do it.

The departments worked more effectively and the silos became a matrix of horizontal, vertical and diagonal communication and support. Within two years of making decisions that moved towards achieving the mission statement, the company enjoyed its highest net revenues ever.

Situation #3

After several quarters of losing money a company decided to evaluate its operations including all top level personnel. The market and industry had changed over the years and they wondered if their leadership was equipped to handle the ever changing needs of the organization.


After meeting with company executives, conducting 360 degree assessments, and fully digesting the goals of the organization, it was determined that some difficult decisions had to be made. Some executives were well placed and performing well. Others had many of the skills they needed, but required developing or coaching. After creating and working through development plans with each of those their departments started operating more efficiently and moving towards excellence.

There was one department head underperforming and she refused to adjust her priorities and management style. Unfortunately, she had become a distraction and was impeding her team’s progress. Having attempted to work with her, we recommended that the company let her go and promote the Director.

Creating and implementing a transition plan is never an easy thing nor should it be taken lightly—however, the mission and culture of the organization should always be the deciding factor.


As with all times of change, communication, and reassurance is critical. The personnel change was part of it, but we went on to ensure all employees were aware of the new direction and comfortable with the direction. Employee morale went up in the affected department and team members self-reported that they had more confidence in the direction of the company and a better understanding of the mission.

All departments worked in unity for the first time in years and organizational efficiency increased. Employee complaints went down and production time for that department was decreased by 17% while maintaining or increasing quality.


Phone: 629-888-4089 CPHspeak@gmail.com

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