In Interviewing top HR Executives I routinely hear of the following five core issues/challenges they need to improve within their organization: 

1. Staff Retention

2. Productivity

3. Sexual Harassment Training

4. Conflict Resolution  

5. Attracting Talent

All can be addressed effectively, when the focus is on ensuring the company culture and values remain strong.  Creating a culture whereby employees:

  • feel safe to express new ideas, think outside of the box, be creative (safety without criticism)
  • have open lines of communication to be authentic in their words and meaning, regardless of the reporting relationship
  • Leaders who are educated and who practice conflict resolution inorder to retain employees, not lose them. where integrity, honesty, and candor are rewarded not shunned
  • where technology is used to enhance employee/client interaction but not replace human connection 
  • the "heart of listening" is practiced vs. promoting one's own agenda
  • a culture of connection, collaboration is encouraged vs. only silo, and individual performance ratings and reviews
  • routine education and awareness of in appropriate behavior and a confidential, safe pathway for remedy for both women and men



Some of the key elements proactive companies have integrated into their strategy include;

  • Employee performance – what training, development & support is in place? What is the quality of employee’s management? How are relationships between management and employees?
  • Annual performance reviews – are the managers and employees making the most of this process? Can additional training be provided to management on how to perform a productive review?
  • Employee benefits – Can these be reviewed? With a lot of additional perks and benefits available today, how do the current benefits compare to your competitors? Are there incentives available?
  • Career development - What structure is in place for employee’s personal development?
  • Work life balance – Is there a healthy balance between work life and personal life? Are there flexible options available?


A primary goal of a human resource department is to manage and organize employees so that they can be as productive as possible, as this generally leads to more revenue. HR personnel, therefore, think very critically about the number of people per shift, team assignments, motivational offers like bonuses, and keeping morale high. These factors can have strong correlations, so the difficulty is how to make changes in one area without overly affecting another. It can be challenging to make modifications and “correct” arrangements that don’t strain the company’s budget.

Attracting Talent

The third topic we have come across that is challenging the profession is attracting the right talent. There is a skills gap in a number of industries including Tech, IT, Construction among others and finding the right talent to ensure your business is successful is becoming even harder.

The third topic we have come across that is challenging the profession is attracting the right talent. There is a skills gap in a number of industries including Tech, IT, Construction among others and finding the right talent to ensure your business is successful is becoming even harder.

Many of the strategies being implemented by the HR professionals we have met coincide with the key values of retaining staff. However two areas we think are particularly important are:

  • Maximising you brand – What is the public perception of your company and your brand. You might think this is something for the marketing team but the brand is the responsibility of the whole organisation. What is your relationship with the Marketing/HR/Comms Teams? What is the companies’ reputation for developing their employee’s? 
  • Employee referrals – One of the best ways of attracting talent is through word of mouth from your very own employee’s – have you implemented a scheme to reward this approach?

Conflict Resolution

Even though members of personnel management departments work hard to find employees who are a good fit for the company’s culture, the wide range of personalities, experiences, and skill sets found in the workforce mean that some conflicts are bound to happen. Investigating complaints of verbal or physical harassment is common, but other conflicts, such as those involving broken promises from managers, stolen property, and other problems, also occur. This is one of the biggest human resources issues for companies because it is almost always cheaper to retain an employee than to find and train a new one. If HR doesn’t resolve conflicts when they are present, resignations or firings can result, which ultimately costs the company money.


As a successful Leader and Executive, have you exhausted the tools of Organizational redesign, Corporate downsizing, and Technological implementations  in order to increase profitability? 

Maybe its time to leverage the power of your human capital by improving employee engagement to increase profitability!  

Statistics show that over 1/2 trillion dollars globally were lost annually due to lost employee engagement which manifested as lost productivity, creativity, contribution, and increased employee attrition.  

What would happen if instead of “just interacting” we chose to do “more connecting” with, our clients, our colleagues, our peers, our leaders? 
Connection improves employee engagement, which improves quality, effort, productivity, and employee retention. It also equals “Joy.” “Joy” to the human spirit. Joy equals greater employee engagement to the work they are doing, equals increased quality and pride in their work, equals increased feeling of safety to  express creative, "out of the box," new ideas, to take risks, and to ultimately be loyal to their organization with increased productivity!!! 

If there is not joy in work, you won’t get productivity, and you won’t get quality! stated by Dr. Russell Ackoff, a renowned organizational thinking expert.

If you are a leader of an organization that wants to evolve to a level of transparency that encourages employee engagement that leads to fulfillment whereby fulfillment leads to increased joy, then you have just found your right leadership coach and consultant.


Overview:  In this model, Kimberly coaches Executives and Leaders in creating a culture,through leadership, of improved employee engagement, performance, productivity, and profitability.  She coaches Executives on demonstrating transparency, elevating their EQ, managing technology, and incorporating and modeling the "heart of listening."  Her soon to be released book titled: "Something Has Come Between Us!" details the foundation of her formula to increase corporate connection and engagement. 

This package starts out at a minimum of 20 hours with an initial base line assessment of the culture of connection today, the defined desired level of connection at implementation, a components list of possible strategies and tools for adoption, a strategy plan defining acceptable resources and tools and timelines, measurements of success, and coaching leadership in execution and mastery. 

I. Base Line Assessment:  6 hours

Interviews w key leaders/ Executives, and HR in order to create a base line of existing culture in the following areas and to understand the desired level of achievement and results at end of process.

     II. Creating the Possibility of Increased Engagement: 4 hours

    Assess what has been tried before, what the culture and leadership can w stand, what vision/ culture would be ideal. 
    III. Defining the Ultimate Strategy:  6 hours
    Building out the realistic strategy with who, what, how, when.                                                                          
    IV.  Execution and Mastery:  8 hours 
    It all starts at the top with execution, mastery, and engagement. 


    Kimberly holds a BBA from Kent State Honors College, and an MBA from John Carroll University, graduating summa cum laude, at both.   Having been a successful Corporate Career Executive in sales, business development, and leadership with the following companies:

    • Marion Merrell Dow Pharmaceuticals, Top Sales Executive and Leader
    • Boston Scientific Medical Devices, Top Sales Executive and Leader
    • MedQuist Healthcare Outsourcing and Speech Recognition
    • Optum Health, a division of UHC
    • Genpact, LLC, Vice President Business Development and Sales, creating the Healthcare Vertical
    • Arise Virtual Solutions, Vice President of Business Development and Sales, creating the Healthcare Vertical  
    • eHealth Analytics, Senior Vice President for Business Development and Sales

     Lean Six Sigma Certification, Greenbelt

    Email Kimberly at for your initial connection consultation.