Robbie Glantz has 20+ years working with people and organizations to be their best, a significant factor to organizational success as
it relates to employee morale and trust, productivity, and retention. She is a consultant, trainer, facilitator, and ethics educator with a human resources
and organizational development background and has worked with private, public, nonprofit, and governmental agencies.
Robbie gives classes that qualify for continuing legal education credits and through the Colorado Society of CPAs offers programs that qualify for continuing
professional education in ethics and other areas of professional development. These classes, based on evaluations and participant comments, have consistently
been highly valued for their practical application and thought-provoking content. Robbie emphasizes workplace respect, trust, and accountability, and
leveraging individual and organizational strengths to meet business objectives with compassion and fairness.
Robbie's clients have included: Hewlett-Packard, Air Methods, Ochampus, U.S. Fish and Wildlife Services, Kaiser Permanente, United Services Airlines Corp.,
Arizona Prosecuting Attorney's Advisory Council, Aircoa Hospitality Industries, Flightsafety Services Corporation, Denver Public Schools, National
Renewable Energy Laboratories, Bureau of Reclamation, Colorado State District Attorney Council, National Park Service, Pharmatech Inc., Public Service
Company of Colorado, Current Inc., Office of Substance Abuse Prevention, and the U.S. Geological Survey.
- Management Team Development; Performance Management. For two years, Robbie was retained as the consultant for Pharmatech, Inc., a
regional clinical research organization, and worked closely with the company's resident and Director of Projects. During the business start-up
phase, she managed recruiting and was a key partner in developing a highly effective management team. Her ongoing work included facilitating top
management in the development of a vision statement and strategic plan, developing sound personnel policies and procedures, performance management
counseling, and presentation of communication and conflict management training.
According to the Director of Projects, the outcome of Robbie's consulting work was a significant contribution to the company's 400% expansion of staff, multi-million dollar increase in revenues, and growth to a nationwide business.
- Restructuring of a Human Resource Department. Robbie was retained by an aviation-related corporation to restructure the Human Resource
department with a goal of improving internal customer service to its 3,600 employees. The process included 1:1 interviews with program directors
and Human Resources staff, job analysis, review of HR functions and processes, and assessment of overall communication strategies to branch sites.
Outcomes included successful implementation of a restructured Human Resource department with ongoing process improvements, higher levels of HR team program recommendations for recruitment and retention, and improved customer service. Other improvements included: faster turnaround time for inquiries and actions, continuous coverage during business hours, establishment of a help desk so customers could reach a "live body," and cross job training to provide continuity of service and job enrichment for incumbents.
- Change Management. Robbie worked with the Deputy Regional Director of Region 6 of the Fish and Wildlife Service to meet congressionally
mandated implementation of a new ecosystem management approach. Region 6 was enduring budget cuts and mandates to reduce staff. Robbie collaborated
with top management to strategize a change initiative, including the formation of a Regional Facilitation Team (RFT) and its mission to provide
leadership, support, and guidance to newly formed ecosystem teams. Robbie assisted in the development and implementation of team training throughout
Region 6, which included the development of a work plan describing specific action items and time frames for ecosystem implementation.
The outcome of this project was timely implementation of the congressional mandates with a communication and change management plan to ease the transition, and maximize buy-in and participation from field personnel.