Discretionary Employee Contribution Leveraging 100% from Your Employees

Written by Larry Fehd, CEO & Founder / HPS


Have you ever considered your employees as being paid volunteers? Think about it for a moment. Regardless of their roles, your employees continuously exercise voluntary discretion throughout the course of the day. And their discretion and related behaviors may or may not reflect 100% of their fullest potential contribution.

For purposes of this article, we use the term discretion in the context of employee contribution to desired business results. (more…)

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Organizational Culture and Business Performance

Written by Larry Fehd, CEO & Founder / HPS


Imagine your organization’s culture functioning similar to the operating system of your computer. The characteristics of your culture (operating system) significantly influence the performance and desired outcomes of your key business initiatives (software). If your operating system is functioning at less than optimal levels, it will impact human performance and bottom-line business results. (more…)

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What’s Your Organization’s Unique Employee Value Proposition

Written by Larry Fehd, CEO & Founder / HPS


Let’s begin with a simple definition of Employee Value Proposition (EVP): An EVP is made up of everything employees experience and receive while being a part of an organization. It includes both intrinsic and extrinsic rewards. I use the word “unique” because each EVP is truly unique as related to the organization’s mission, values, leadership, culture, and compensation and benefits philosophy among many other variables. (more…)

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The HPS Mobile Enterprise: Aligning Resources for Optimal Business Results

Written by Larry Fehd, CEO & Founder / HPS


Webster’s defines mobile (mo.bile) n. as a sculpture consisting of parts that move, especially in response to air currents; adj. as being capable of being moved or of moving; changing readily in mood, expression, or appearance.

Imagine a mobile as a metaphor for a business enterprise. A mobile, like a business, is comprised of many different parts, and each part is interconnected and—at least to some extent—the various parts are interdependent. Some of the parts might represent individuals, teams, departments or operating units. Other parts might represent key stakeholders such as customers, suppliers, shareholders, etc. (more…)

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