patty castelli projects

Dr. Patty Castelli
Consulting Projects

Assessment Process for Teams. Created an administrative assessment process for DePaul Health Center to provide feedback concerning the effectiveness of various teams throughout the health center. Skill categories include: group dynamics, conflict management skills, meeting management, communications, leadership and team relationship building, process improvements, problem solving and decision making.

Effective Facilitation: Assessment Process for Team Leaders. An assessment process to determine the current skills and knowledge team leaders possess for facilitating team meetings. Process includes: an administrative guide, 360 evaluations, data analysis, feedback reports, and prescriptions for training needs.

Team Assessment Process. A 360 evaluation designed to assess team players in their various roles throughout the organization. The process includes assessment instruments for team sponsors, team leaders and team members. Criteria for evaluation and measurement procedures are also included.

Common Process Implementation. An implementation strategy designed to communicate the common processes, services, and the new initiatives GM Worldwide Facilities Group, Facilities Management (WFG/FM) provides. The program was developed for a dual audience: Tenants and FM staff (approximately 50,000).

Meeting Guides and Corresponding Overheads. Extended timing sheets designed for WFG/FM management to lead the presentation. Materials include narrative scripts, corresponding overheads via PowerPoint, logistics and timing elements for successfully leading large groups through the WFG/FM presentation.

Tenant Brochure. An informational brochure designed to educate tenants on the services WFG/FM offers and how to access those services.

Participant Materials. A booklet developed for WFG/FM staff that highlights the major points of the presentation. Used to take notes during the session and as an ongoing reference tool.

Corporate Merchandising Survival Kit: Project Management. Researched, designed, developed and facilitated a custom designed Project Management workshop for Amway Corporation to help Corporate Merchandising staff personnel build skills to become better project managers. Deliverables included: Instructor’s Guide with Corresponding Overheads, Participant’s Workbook, Case Simulations, and Role Play Activities.

Overcoming Negativity in the Workplace. A workshop designed to gain an understanding of the typical roadblocks that cause stress and negativity. The major tool used during the session is the participant workbook that contains several self-appraisals to help pinpoint problem areas. This guide also contains a variety of tools and techniques for applying the principles presented throughout the course. Prepared and presented at the Fall 2000 UAW-GM Work Family Group Annual National Conference.

Communication Event: IBM. A variety of media presentations scripted for IBM world headquarters based on extensive interviews with international leaders to communicate the restructuring of major business segments within the organization.

Course Specification: The Employment Law Seminar. Detailed specifications for the design, development, implementation, and associated costs for a seminar on Employment Law. Developed for Detroit Testing Laboratory, Inc.

Cross-Training for Continuous Improvement. A reward and recognition process developed for management at Finishmaster, Inc., as an incentive to promote cross-training at the store level throughout the Finishmaster organization.

Administrative Guide for Cross-Training for Continuous Improvement. An introductory guide developed for store managers to gain awareness and build support for the organization’s cross-training initiative. The booklet includes system guidelines, skill areas and training units, training agendas and point systems, reward and recognition awards and arrangements, procedures for communicating and implementing the process.

Cross-Training Competency Checklists. Twenty-six competency checklists were developed to assist store managers in evaluating the effectiveness of employee’s progress for applying cross-training knowledge for newly developed skills practiced on-the-job. Checklists include observable behavioral statements for key elements of performance and a comments section.

Cross-Training Evaluations. Designed for employee use, twenty-three evaluations were developed for Finishmaster to assess knowledge acquisition after completing various cross-training modules. Evaluations include instructions for use and test items. In addition, store managers were provided with answer keys for scoring.

Defining Discipline and Applying Disciplinary Action in the WorkplaceA training module designed to assist managers in learning about employee rights and their legal responsibilities in the workplace. Developed for Detroit Testing Laboratory, Inc.

Department of the Army – U.S. Army Tank-Automotive and Armaments Command

Develop and facilitate a variety of stress management and EI workshops for numerous divisions of the U.S. Army Tank-Automotive and Armaments Command located in Warren, MI. 

  • United States Army TACOM Life Cycle Management Command
  • The U.S. Army Tank-Automotive Research, Development, and Engineering Center (TARDEC),
  • Detroit Arsenal Army Substance Abuse & Employee Assistance Program
    Senior Service College Fellowship Program (SSCF) Defense Acquisition University (DAU)

General Motors Corporation - Culture Orientation Programs Eight-hour cultural orientations developed for a variety of GM audiences to assist employees in learning about their new environment, corporate initiatives, and the cultural aspects essential to GM’s continued success. Process includes: information gathering, program design and development, pilots and evaluation, lead facilitation, train-the-trainer, and continuous improvement cycles. Programs delivered to over 26,600 GM employees at the following locations:

Division

Audience Size 

GM Truck Group, Pontiac MI

4,000

GM Service Parts Operations (SPO) Headquarters, Grand Blanc MI

1,400

GM Global Headquarters, Renaissance Center, Detroit MI 

8,000

GM Powertrain, Pontiac MI

3,600

GM Powertrain "Come Together Briefing" (global)

9,000 

GM Mid/Lux, Warren MI

300

Facility Handbook. A comprehensive handbook designed to help GM employees learn about their new work environment. The handbook includes sections on safety and security, site and building information, GM service amenities, building and office services, and business protocol.

Leader’s Guide and Corresponding Overheads. Extended timing sheets designed for facilitators in leading GM’s orientation day events. Materials include narrative scripts, corresponding overheads for PowerPoint presentations, debrief tools, logistics and timing elements all necessary for successfully leading large groups through GM’s orientation process.

Orientation Day Activities Booklet. Participant materials include group activities and supporting interactive exercises designed to: actively orient individuals to their new environment, to understand business protocol, and drive new culture initiatives GM is promoting.

GM VSSM Information Pak Develop and deliver a 108 page informational kit. Goal of project was to creatively disseminate important information to 1,700 VSSM employees to assist them with their office location moves. Developed for GM WFG Facilities Management, Detroit, Michigan.

GMU Policies & Procedural Manual Research and develop a common General Motors University Handbook encompassing 50 topics for all Southeast Detroit Campuses. Also developed GMU site brochures illustrating training room amenities, site maps with directions and essential contact information. In addition, a series of divisional communication memos were written to announce new policies and common protocol. Developed for GM WFG Facilities Management, Detroit, Michigan.

Skills Assessment Process Produced for Blue Cross Blue Shield of Michigan (BCBSM), a long-term project initiated and represented as a cooperative union - management process developed by negotiating at every stage of the project.

The project had three primary objectives: 1) to analyze the work employees currently perform and identify training needs, 2) to allow employees the opportunity to demonstrate skills by completing equivalency instrument work simulations and, 3) to provide recommendations for training interventions when necessary. Project stages and deliverables included: Job Analysis, Survey of Training Needs, Course Analysis, Design Criteria, Equivalency Instrument Work Simulations, and Individualized Training Plans.

Analysis Meeting Guide. A meeting guide created for facilitators to use in conducting job analysis meetings at Blue Cross Blue Shield of Michigan. Meeting guide includes project background, job descriptions and analysis data, analysis meeting procedures, overheads and suggested scripts for conducting the meetings.

Job Analysis. Organized, scheduled and assisted in conducting 35 job analyses for various BCBSM bargaining unit positions. Analysis included collecting information and reporting results for job requirements such as outputs, quality and quantity measures, tasks, skills/knowledge and abilities.

Survey of Training Needs. Completed by the employee, training surveys were developed to identify training needs for current job requirements. The survey results were then used to schedule candidates for equivalency instruments to demonstrate skill in work simulations. Materials include 12 surveys, instructions for use, and process rationale for implementation.

Course Analysis. Fifty-eight courses were surveyed to match job skills with relevant training and to find correspondences within the courses to the job analyses that were conducted. Analysis consisted of course name, course code, impacted job titles, performance objectives and subject segments when applicable.

Design Criteria. Methodology and test development standards used as guidelines for creating for equivalency instrument work simulations.

Equivalency Instrument Work Simulations. Working with BCBSM Trainer SME’s, simulations and live work were pulled from various units to represent coding and adjudicating functions. Test folders were built around job skills and responsibilities represented by courses. Each folder contains instructions, numbering systems, simulations, supporting materials, and answer forms. In addition, master folders with answer keys for scoring were developed. In total, 478 work simulations were developed to test the skills and knowledge of employees performing work without formal training.

Training Plans.Working with BCBSM Trainer SME’s, equivalency instruments were scored and analyzed. Training plans were generated to provide an individualized description of the employee’s results including recommendations for additional training interventions when needed.

Climate SurveyAn organization-wide survey developed to assess quality levels, supervision, human resource/personnel services, environment and productivity improvements. Developed for Detroit Testing Laboratory, Inc.

Cost Benefit Analysis for the Relocation of a Testing Site An analysis of the costs and benefits associated with the move of a major department to a new location. Conducted for Detroit Testing Laboratory, Inc.

Whirlpool International: Worldwide Excellence System A quality based process initiated by an executive steering committee aimed at operationalizing and rolling out Whirlpool’s Worldwide Excellence System for achieving total quality throughout the organization. Project deliverables included: Front End Analysis, Design Document, and a Development Document for implementation.

Front End Analysis for Whirlpool’s Worldwide Excellence System. A comprehensive research report identifying performance improvement areas senior managers required for operationalizing and communicating Whirlpool International’s total quality process. Analysis was based on extensive one-on-one interviews with leaders from major business segments throughout the organization.

Design Document for Achieving Value Creating Objectives for Whirlpool’s Worldwide Excellence System. Process map, model and flow charts were designed for detailing the development process for implementing Whirlpool’s total quality system.

Development Document for Achieving Value Creating Objectives for Whirlpool’s Worldwide Excellence System. Process flow charts, subprocess design sheets, activities, checklists, assessments, health audit and communication documents were developed for implementing management training to strategically operationalize Whirlpool’s total quality system.

The American Medical Association (AMA): Evaluation for Support Services Operations A comprehensive summative evaluation conducted at the American Medical Association, Chicago, Illinois. The assessment included: inventory control, sales control, personnel and operations, product quality and presentation, catering, pricing structure and policies, sanitation, and financial management. The report included formal recommendations for tactical and strategic improvements that were subsequently implemented at the client’s request.

Evaluating GM Customer Enthusiasm ProcessA proposal developed to evaluate the effectiveness of GM’s customer service initiative. The plan included a methodology for designing evaluation instruments, communications, logistics for staffing evaluation events, a system for evaluating results, training prescriptions, and costing information.

Evaluating Instructional Materials: What to Look ForA checklist for evaluating materials being considered for training and development initiatives. Developed for Detroit Testing Laboratory, Inc.

Management of Food Service Operations at Meadow Brook HallAn extensive, formal evaluation detailing guidelines for management of operations, personnel management, product development and pricing, and sanitation regulations. Developed for Oakland University, Rochester, Michigan.

Outcome Evaluation: Performance AppraisalA formal evaluation addressing the utility and effectiveness of the company’s performance appraisal system. Developed for Detroit Testing Laboratory, Inc.

Total Quality Management SystemAn assessment of the company’s newly established TQM process and recommendations for process improvements. This formative evaluation was developed for Detroit Testing Laboratory, Inc.

Restructuring a Human Resource DepartmentContracted to systematically construct a human resource division that would sustain in a thriving environment. Projects included developing and implementing systems for Position Descriptions, Job Evaluation and Salary Administration, Performance Appraisal, Employee Handbook, Manager Handbook, Benefit and Services Administration, Employee Relation Programs, and Affirmation Action Plan. Developed for Detroit Testing Laboratory, Inc.

Position Descriptions. Conducted one-on-one interviews and used supporting documentation to create position descriptions for 42 exempt and non-exempt positions within the organization. Position descriptions included purpose, major performance objectives and corresponding percentage weightings, equipment utilized, working conditions, internal and external contacts, dimensions, knowledge and skill requirements, and reporting relationships.

Job Evaluation and Salary Administration. Constructed a job dictionary, job grading and salary classifications for company positions based on comparable market data and comparable internal jobs. Process included a communication guide for implementing the process, procedures for determining salary within range spreads, adjustment procedures for employees who fell below the minimum of grade, and use of the pay program for new hires, promotions, and transfers. A glossary of key compensation terms, position listings by salary grade number, position matrix per salary grade, and salary structures for exempt and non-exempt positions were included.

Performance Appraisal System. Created customized evaluations for managerial and supervisory, office and administrative, technical and engineering, and service and maintenance job families within the organization. Using position descriptions as the primary basis for evaluation, managers rated performance based on sound criteria and supporting rationale. The system was communicated at a company wide management meeting and included an administrative guide, summary instructions and examples for implementing the system, a video presentation illustrating the legalities involved in the performance appraisal system, and a question and answer period.

Employee Handbook. Assuring compliance with federal, state and local guidelines, an employee handbook was developed to communicate company expectations for employment guidelines covering policies and procedures, and to provide information about the company’s environment, benefits, and career opportunities.

Manager Handbook. A tool to assist managers in managing the performance of their staff on a day-to-day basis. The handbook contained detailed policy and procedures covering the human resource spectrum including: the interviewing and selection process, training and development, performance appraisal, career development, compensation, employee benefits, and health and safety.

Benefits and Services Administration. Developed systems for reviewing current benefit packages and vendor services. Initiated and conducted competitive bidding processes based on quality services for employees and the organization; changed, added and discontinued programs and services as necessary.

Employee Relation Programs. Based on climate survey results and employee interviews, developed an array of programs aimed at promoting the cohesiveness of the organization. Programs included generating a monthly employee newsletter, individual and team recognition and reward systems, company sponsored activities, and various formal and informal incentive programs.

Affirmative Action Plan. Using state and federal guidelines, creation of an affirmation action plan detailing specifications and requirements for Company implementation.

Recruiting and Retaining EmployeesA workshop designed to help management effectively recruit and retain employees. Workshop materials include methods for recruiting employees, behavioral interviewing techniques, the legal aspects of interviewing, and tools and techniques for reducing turnover. Developed and presented for 1-800-FLOWERS.COM Annual Conference for Management 2000 in Long Beach, CA.

Getting it Right: Performance AppraisalsA scripted presentation, developed for video, illustrating the legal side of performance appraisals. Using a series of vignettes, ineffective and effective techniques are contrasted to assist managers in properly conducting performance evaluations. Developed for Detroit Testing Laboratories, Inc.

Identifying and Handling Performance ProblemsComprehensive guidelines and procedures used as a management tool for improving performance within the organization. Tools include methods to diagnose performance problems, problem solving techniques, and corresponding training and non-training interventions. Developed for Detroit Testing Laboratory, Inc.

Managing a Positive Attitude in Today’s Workplace A workshop designed to increase awareness and identify individual attitude problems. The program focuses on ways to make positive change by applying guiding principles. Program includes self-assessments, individual and group activities, and individualized action plans. Custom designed for Sara Lee Corporation, Chicago, Illinois and the Development Center, Inc., Detroit, Michigan.

When Should Training Videos Be Utilized?: Techniques for SuccessA job aid used to assist management for determining when video instruction would be most beneficial. Practical applications for training, budgeting, and tips to maximize cost effectiveness are also included. Developed for Detroit Testing Laboratories, Inc.

Job Performance Aids: A Valuable Resource with Little Effort A booklet that illustrates how job performance aids can effectively assist in performing routine job functions. Developed for Detroit Testing Laboratories, Inc.

 


 

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