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HICKEY ASSOCIATES & HICKEY PROFESSIONAL BUSINESS CONSULTING AND PROGRAM SERVICE AREAS
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LEADERSHIP EXCELLENCE
Many companies have access to quality leadership which enables them to benefit from excellence in leadership . Others face significant barriers to access to high quality leadership. Extensive research, as confirmed in previous National Leadership Disparities Reports, state that their is premium to be gained for developing high quality leadership in your organizations. Hickey Associates & Hickey has tremendous experience developing exceptional leaders, and what is life without the benefit of high quality leadership? Everyone and every company deserves access to exceptional leadership. |
EDUCATION EXCELLENCE
Public education in America has evolved into a landscape of social and economic contrasts. A school in an impoverished area in the community packs dozens of students together in overcrowded classrooms without the basic education support services or quality academic systems necessary for success. But a school across town in the same district, a few students in state-of-the-art classrooms have access to a multitude of support systems and enrichment programs that support excellence in their education and produces quality adult lives. |
HR PEOPLE STRATEGIES
The rate of employment between the highest performers and lowest performers in the American work-force is a widening gap. High performing people in the workplace do not just happen. It takes a great People Strategy to create them! At Hickey Associates & Hickey, we are well experienced at creating people strategies that produce workplace cultures of high performance and excellence. Performance defines the culture and the culture influences how leaders make people feel about their valuable contributions to the workplace, the People and the organization. We can show your organization how. |
FACILITIES MANAGEMENT
Facilities operations management encompasses a range of disciplines, skills and services to ensure the functionality, comfort, safety and efficiency of a built environment — buildings, utilities, parking lots, grounds, infrastructure and real estate. Facilities Management includes:
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ORGANIZATIONAL DIVERSITY AND WORKFORCE INCLUSION STRATEGIC PROGRAM DEVELOPMENT
DIVERSITY AND INCLUSION IN THE WORKPLACE
Diversity plays a vital role in business success in the 21st century global economy, as it allows businesses to draw from the absolute best talent regardless of personal demographics. Nevertheless, the inclusion of different ethnic, religious, sexual identity and gender groups in the workplace may make some employees uncomfortable. By delivering training sessions on diversity, building inclusive team dynamics and linking diversity to the company's mission and success, employers and senior management can make great strides toward promoting diversity and inclusion in the workplace, while ensuring the organizations remains successful, irrespective of demographic trends in the global marketplace.
Most large corporations routinely provide some form of diversity training for employees, and many report some measure of success. Diversity training programs and inclusion initiatives can be as short or as long as necessary to meet established goals. However, the training and initiatives should focus on how internal and external customers, despite their apparent differences, are fundamentally the same and deserve the same respect and accommodations as others in the workplace.
If a particular workplace has large concentrations of two or more diverse groups, a diversity training program should make some mention of the typical customs or beliefs of each sub-group, and how the other sub-group should respond to cultural differences in the workplace. Overall, the training program must demonstrate that diversity and inclusion are not only important factors in the successful operation of the business, but are also embraced at all ranks and levels of the company.
Once management begins to promote and deliver diversity training, they need to reinforce the message by being the prime example of acceptance, being the driving force behind diversity and inclusion initiatives. Senior Managers need to demonstrate inclusive acts as part of standard management and operations policies, procedures, processes and practices.
At many national organizations, Inclusion and Diversity programs have led companies closer to its sales goals, service standards and production destinations.
"Over the past several years, we have been thinking a lot more strategically about programmatic Inclusion and Diversity within organizations," says Myesha Lucarotti, Senior Vice-President of Human Resources at Hickey Associates & Hickey. "There remains a national consensus that numbers and metrics are important, but equally important are the behavior modifications that result from Inclusion and Diversity commitments."
According to Lucarotti, strong commitment from our senior leadership at Hickey Associates & Hickey has been the key to our success.
"Ron Hickey and Stan “Data” Dobbs, our CEO and COO, have made that commitment," Lucarotti said. "Their commitment translates into Six Key Areas of Focus for us at HAH which continue to evolve."
1) Organization - highlight: a sustained executive team of middle and senior level management to set direction and execute Inclusion and Diversity initiatives for HAH.
2) Employee Awareness - internally created and developed a strategic campaign to get our employees to think differently about inclusion and diversity, beyond just age, race and gender.
3) Training - we rolled out a strategic approach for interviewing candidates to leadership. We've also created and have rolled out to our leaders an interactive Inclusion and Diversity workshop called, Paradigm Shift to Inclusion, developed by our CEO, Ron Hickey.
4) Employee Diversity - we have hosted Equity & Diversity Training Workshops, developed and communicated a process for suppliers to engage public and private contracts, and have participated in the Supplier Diversity workshops.
5) Diversity Awareness - highlight: We have a mission of collaborative alliance building that includes Inclusion and Diversity, including a message from our COO, Stan “Data” Dobbs, and our philosophy.
6) Talent Retention and Acquisition - we set a metric around qualified diverse applicant pools of 50 percent. This is different than setting a hiring target. The theory behind this was if you increase applicant pool to include more diverse candidates then you should increase your diverse hires.
Research has shown that nothing drives home the message of inclusion more powerfully than simply exposing diverse groups to one another. Team-building activities provide an excellent opportunity not only to excite and encourage employees, but also to interconnect diverse groups. In the process, seemingly diverse individuals form new bonds or friendships, creating the most powerful example of inclusion.
Team-building activities for improving diversity include corporate dinners, weekend getaways, mixers and other events to encourage individuals to socialize with co-workers that they may not normally be exposed to. Team-building exercises away from the office include employees and employee families for extra exposure to diversity.
Successful companies use diversity in their workforce as a competitive advantage. Increased diversity in a business leads to a boost in idea generation, the ability to understand a wide variety of customer segments and the ability to expand internationally with greater ease. The best strategies for cultural diversity in the workplace increase the cultural variety in the workforce as well as enhance the benefits of having employees of different backgrounds in the company.
Most large corporations routinely provide some form of diversity training for employees, and many report some measure of success. Diversity training programs and inclusion initiatives can be as short or as long as necessary to meet established goals. However, the training and initiatives should focus on how internal and external customers, despite their apparent differences, are fundamentally the same and deserve the same respect and accommodations as others in the workplace.
If a particular workplace has large concentrations of two or more diverse groups, a diversity training program should make some mention of the typical customs or beliefs of each sub-group, and how the other sub-group should respond to cultural differences in the workplace. Overall, the training program must demonstrate that diversity and inclusion are not only important factors in the successful operation of the business, but are also embraced at all ranks and levels of the company.
Once management begins to promote and deliver diversity training, they need to reinforce the message by being the prime example of acceptance, being the driving force behind diversity and inclusion initiatives. Senior Managers need to demonstrate inclusive acts as part of standard management and operations policies, procedures, processes and practices.
At many national organizations, Inclusion and Diversity programs have led companies closer to its sales goals, service standards and production destinations.
"Over the past several years, we have been thinking a lot more strategically about programmatic Inclusion and Diversity within organizations," says Myesha Lucarotti, Senior Vice-President of Human Resources at Hickey Associates & Hickey. "There remains a national consensus that numbers and metrics are important, but equally important are the behavior modifications that result from Inclusion and Diversity commitments."
According to Lucarotti, strong commitment from our senior leadership at Hickey Associates & Hickey has been the key to our success.
"Ron Hickey and Stan “Data” Dobbs, our CEO and COO, have made that commitment," Lucarotti said. "Their commitment translates into Six Key Areas of Focus for us at HAH which continue to evolve."
1) Organization - highlight: a sustained executive team of middle and senior level management to set direction and execute Inclusion and Diversity initiatives for HAH.
2) Employee Awareness - internally created and developed a strategic campaign to get our employees to think differently about inclusion and diversity, beyond just age, race and gender.
3) Training - we rolled out a strategic approach for interviewing candidates to leadership. We've also created and have rolled out to our leaders an interactive Inclusion and Diversity workshop called, Paradigm Shift to Inclusion, developed by our CEO, Ron Hickey.
4) Employee Diversity - we have hosted Equity & Diversity Training Workshops, developed and communicated a process for suppliers to engage public and private contracts, and have participated in the Supplier Diversity workshops.
5) Diversity Awareness - highlight: We have a mission of collaborative alliance building that includes Inclusion and Diversity, including a message from our COO, Stan “Data” Dobbs, and our philosophy.
6) Talent Retention and Acquisition - we set a metric around qualified diverse applicant pools of 50 percent. This is different than setting a hiring target. The theory behind this was if you increase applicant pool to include more diverse candidates then you should increase your diverse hires.
Research has shown that nothing drives home the message of inclusion more powerfully than simply exposing diverse groups to one another. Team-building activities provide an excellent opportunity not only to excite and encourage employees, but also to interconnect diverse groups. In the process, seemingly diverse individuals form new bonds or friendships, creating the most powerful example of inclusion.
Team-building activities for improving diversity include corporate dinners, weekend getaways, mixers and other events to encourage individuals to socialize with co-workers that they may not normally be exposed to. Team-building exercises away from the office include employees and employee families for extra exposure to diversity.
Successful companies use diversity in their workforce as a competitive advantage. Increased diversity in a business leads to a boost in idea generation, the ability to understand a wide variety of customer segments and the ability to expand internationally with greater ease. The best strategies for cultural diversity in the workplace increase the cultural variety in the workforce as well as enhance the benefits of having employees of different backgrounds in the company.