A small government contractor received a subcontract for a part of the national airport security rollout which depended on extensive additional temporary human resources for success. With less than three weeks notice and thus no time to plan, the contract required the immediate hiring and training of a large temporary staff. The HR Director in place began to hire the first location’s staff but did not feel the contract could be successfully met. SHR was called in to help this existing client meet the extraordinary demands it faced.

“We could not have done it without you!”

-Project Director

The staffing requirements were in constant flux, rollout locations were changing on a daily basis, and there was extensive coordination and prime contractor/government client interaction required each day. Existing management was approaching burnout after a month of round-the-clock work. The company’s structure was not capable of supporting such extensive growth in such a short timeframe. The company needed to hire 10 times its current staff for this temporary project; 80% of these temporary hires were managers, technical staff, or logistics experts; and locations throughout the US and its territories had to be staffed.

SHR took over management of the human resources effort and:

  • created a temporary recruiting function and human resources staff
  • hired 2300 people in less than 8 weeks
  • developed and communicated specific HRM policies and practices for the project
  • advised managers on all employee relations issues and discipline
  • established processes and staff to in- and out-process all these temporary employees
  • established a human resources call center to respond to employee needs
  • developed effective, frequent communications with all locations and employees
  • developed an incentive compensation plan
  • created a template for future efforts of this type

SHR also provided extensive coaching and counseling to existing management to mitigate stress.

Additionally, during this project, SHR managed on-going corporate HRM needs:

  • completed a benefits review, chose a new broker and benefits plans, and communicated these to employees
  • advised managers on disciplinary actions and terminations
  • interviewed and advised on hiring several executives
  • developed a new human resources organization for future needs and interviewed candidates for human resources director.

The company did meet the staffing needs which ensured its success on this project. It was commended for its excellent services by the prime contractor and the federal government.

This project — although unusual in its intensity, constantly changing demands, and scope – offered a terrific challenge.

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