Marshall HR Management’s mission is simple: To elevate your employee’s awareness and actions with purpose, people, and profits top of mind.
We bring a wealth of understanding in a variety of industries. Our “hands on” HR experience, unique and extensive network of local, national, and global partnerships, and our first-hand knowledge of South Florida’s dynamic, multi-cultural workforce positions us well to provide HR solutions and leadership support to:
- Business Entrepreneurs, Growing Companies, and Changing Organizations.
- Developing Leaders: Executives & Managers.
- HR Leaders: Requiring Guidance with Structure, Professional Support, or Administrative compliance.
- Employers seeking Executive or Professional talent.
- Individuals or Leaders who seek a greater level of awareness, guidance, support, and achievement.
At Marshall HR Management we understand the people side of your business. We have “real world” experience in a variety of industries. We know how to measure your human resources strategies and solutions to control costs or yield greater profitability. Our diverse group of practitioners come from various backgrounds, languages, industries, and expertise. We have dealt first-hand with the pressures of quarterly numbers, reporting to CEO’s and COO’s, and supporting corporate support centers as well as global and multi-state employee locations. We have managed many organizational challenges that perhaps you’re experiencing right now. You may have someone who is:
- Struggling in their role as a manager or leader.
- A department leader, business unit, function or team unable to deliver the results or could be more efficient.
- Capable of doing more, but has not yet met their potential or needs training.
- Frustrated because they don’t have the necessary skills or time to interview in finding the right person for the job.
- Not being held accountable for their lack of performance results or follow up.
- Complaining about management or is creating an uncomfortable work environment.
Whether you’re a startup company, growing or changing organization, or your own personal brand, you need to be able to attract people who trust you, follow you, and commit to putting 100% of their effort into a larger purpose. You need to connect with others in a way they know you care. You need to speak persuasively, in a way that’s clear, direct, and honest. You need to listen with openness, compassion, and respect – even when being challenged. And, you need to follow through quickly and effectively.
We help you and your company’s leaders have the hard conversations, create accountability, and inspire action. Marshall HR Management will do the “heavy lifting” and take care of your people needs, while guiding your company toward achievement of its business goals.
Richard Marshall is an experienced and tested Human Resources executive. He now serves as a national and international HR & Leadership Consultant | Organizational Change Agent | Coach | Facilitator | Speaker.
Broad. Diverse. Perceptive.We understand and know the inner workings and operations of several business models,including: manufacturing, entertainment, retail quick-service/casual and full-service restaurants, travel & tourism, hospitality services, banking, and The U.S. Military.
Marshall has led the HR and training functions for both privately-held and publicly-traded companies operating internationally and in multiple-site locations. His extensive background and career are coupled with a Master’s degree in Human Resources Development with a specialization in Adult Education. He has witnessed first-hand the evolution of South Florida and its rich, multi-cultural community… understanding both the unique challenges and great opportunities available to professionals and businesses alike.
After graduating from high school at the age of seventeen, he entered into The United States Navy. During his four years in The U.S. Navy, Marshall did tours of duty at several naval stations in the U.S. and abroad. Upon his honorable discharge, he immediately began applying to colleges and universities to fulfill his educational goals.
Fun. Smart. Engaging.We have introduced and established lasting cultural change with multi-cultural teams in national and international locations.
For his first nine years in Miami, Marshall carried a full-time school curriculum and a weekly 40-hour work schedule at The Miami Herald. Within two years and immediately after attaining his two-year degree, he was promoted to Assistant Training Manager with the Miami Herald Publishing Company’s (MHPC) Circulation & Customer Recovery Department. It was during this time he built some credibility with The Herald’s parent company Knight-Ridder Newspapers, Inc. (KRN).
Working with three colleagues, he designed a highly successful Sales and Service Recovery training program for The Herald, KRN’s flagship newspaper. The Herald’s training workshops and improved metrics were so successful, KRN decided to adopt the program and implement the training for their remaining 32 newspaper properties. At twenty-four, Marshall was “on the road” with KRN building his platform and facilitation skills and quickly finding himself on an exciting and lucrative career path.
Informed. Curious. Detailed.We’ve had first-hand involvement in upgrading or developing new HR departments, and implementing sound and measurable HR systems, platforms, and practices.
Since that time, his professional career has taken on increasing areas of responsibility and job scope in training & development, coaching and leadership development, organizational development, and Human Resources strategy with some of South Florida’s most recognizable and well-known brands: Wells-Fargo (formerly Southeast Bank), Arby’s Worldwide Headquarters, Fine Art Lamps, Pollo Tropical, Royal Caribbean Cruise Lines, and Smokey Bones Bar & Fire Grill.
He has directed company-wide initiatives that have impacted thousands of employees, including revamping Arby’s system-wide annual performance and succession planning process and launching the on-board HR Officer function for the Royal Caribbean Cruise Lines (RCCL) fleet. He also helped structure the shoreside Management Recruitment function for RCCL where he instituted practices and processes for the recruitment of the top 18 management positions for the entire fleet. There he also collaborated with worldwide hiring partners and acquired talent from over one hundred countries on six continents.
STRATEGIC. RESULTS-ORIENTED. PROFIT-DRIVEN.Documented track-record for reducing management and hourly-level turnover, increasing employee satisfaction, developing internal talent and succession planning tools, managing people growth strategies and performance measures, driving legal compliance,establishing HR revenue-producing strategies, and developing HR metrics.
Marshall has overseen the lead HR function for three companies reporting to the CEO or COO, where he guided turn-around situations, led high growth and expansion, and streamlined a complete corporate structure through reengineering of roles and workplace efficiencies. From the shop-floor to the Executive Board Room, from the engine room to the Captain’s quarters, and from the restaurant kitchen to the Annual Manager’s Conferences, he has touched the lives of thousands of employees.
His impactful HR and organizational strategies have influenced the way toward lasting cultural change, enhanced employee benefits and innovative employee services, established cost savings and revenue generating initiatives, and a host of other workplace solutions that have revitalized employee engagement, enhanced employee retention, and maximized organizational efficiencies.
MARSHALL HR MANAGEMENT MILESTONES
Vice President of Human Resources & Organizational Effectiveness
Smokey Bones Bar & Fire Grill – Aventura, FL
Initiative: Move a sixteen-year established corporate office with many long-term employees to a new city location, while reducing headcount and maintaining Restaurant Support Center operations.
Challenge: The lead HR function was the last one hired with a new management team. Most employees were not interested in relocating, and the new leadership did not make clear their intentions to relocate to South Florida. This shift in direction created a dual environment: current staff were operating under mistrust, uncertainty, and inertia. New staff were hired under a mandate to create efficiencies, cost containment, and an “edgy” brand.
Action(s): The first steps required “damage control” meetings with the remaining employees. It was about telling them whether or not they had a future with the company or if in fact there was no interest to relocate their job to the new location. Once those meetings were established, it was fair game to recruit and seek talent for the new location. Since some positions were being eliminated altogether, it was also important to identify workflow efficiencies and new owners.
Result(s): Only two people from the original office of 68 people relocated to the new office. An entire new corporate support structure had to be created with highly efficient, multi-task driven people. Those who remained were given target dates for completion. Some new employees received a “hand over” with the predecessor, while others had to figure it out. In the end, a new corporate office with 29 people took on the task of what was being accomplished by 68 employees. The result was a more lean, efficient, and cost-effective team.
Director of Human Resources
Pollo Tropical, Inc. – Miami, FL
Initiative: Improve and define strategies to address system-wide Restaurant Management turnover from over 49%, and hourly turnover 209% +.
Challenge: Complacency and indecision settled into this highly dedicated, newly “American” multi-cultural company of 6,000 + employees. Front-line supervisors and managers were disempowered to act due to an autocratic leadership. Inertia was the “flavor of the day” until instructions or expectations were commanded and threatened…fear or flight would take over.
Action(s): Had a cross-functional “kick off” meeting to align Operations/Human Resources/Training in achieving company objectives. Structured a weekly cross-functional team to track progress on key actions defined by the group. Developed the required tools, processes, resources, and training to address skill gaps, succession planning strategies, performance metrics, and reward mechanisms.
Result(s): Within an 18-month period, management turnover was reduced from 49% to 26% and team member turnover from 209% to 184.6%. Performance review methods and tools were redesigned to measure both results and competencies. Training modules were streamlined to ½ day workshops or impactful on-line materials. Information was relevant, practical, timely, and easily implemented at the store level. Succession Planning discussions were added to the annual performance review process, addressing companywide/departmental/individual skills gaps. Programs and resources were developed to support and develop the company’s “high potential” employees.
Management Recruiter – Fleetwide Human Resources
Human Resources Officer – Shipboard
Royal Caribbean International – Miami, FL
Initiative: Pioneer a lead Human Resources Officer function for 23 vessels with an average of 1,000 + employees for a major cruise line operator.
Challenge: These “floating hotels” had no HR guidance, practices, protocols, systems or processes. Employee decisions were managed by the Captain and/or Staff Captain (generally focused on the para-military decisions in maneuvering a floating city) enduring a “kangaroo court” mentality with employee related issues. Verbalizing and validating the need of having on-board professional HR guidance had to be won over.
Action(s): Worked closely with Shipboard Captain and Hotel Director creating an environment that respected the paramilitary operations, while developing a structure that espoused the fair and equitable practices of a U.S. based human resources function.
Result(s): Upon completion of the first year of implementation with the HR Officer role, post employee Job Satisfaction assessments showed a 20% improvement in a number of areas: job satisfaction, employee morale, opportunities for advancement, accountability, and workplace efficiencies.
Initiative: Establish a Shipboard Management Recruitment role. Work with over 80 employment agencies in over 100 countries along with shoreside corporate department heads from all functional areas: Revenue, Food & Beverage, Housekeeping, Finance, Human Resources, Training, etc.
Challenge: Shipboard leaders did not have the time and had very limited resources to keep an applicant flow of global candidates. There were many customs and immigration issues and not a “central command” of flow and control. Candidates were “falling through the cracks”, ships were sailing with overworked resources until a replacement was found, and there was a communication breakdown between shoreside and shipboard communications.
Action(s): Conceptualized and built a Management Recruitment function that served as a bridge and “people pipeline” between shoreside department leads and shipboard officers as well as a communication source to the national and international “hiring partners.”
Result(s): On-board vacancy rates for shipboard officers went from 18% to less than 9% in the first year and lower than 3% the following year. A constant applicant flow of talent was in place for each of the top 18 management positions on board each of the vessels. Turnover statistics, including length in position, reason for leaving, time to replace, etc. were devised and shared with key stakeholders to ensure company-wide accountability.
Vice President of Human Resources and Organizational Capability
Fine Art Lamps – Miami Lakes, FL
Initiative:Turn-around a 50 + year old U.S. based manufacturer into a profitable enterprise before increased demand outpaces organizational capacity.
Challenge: The company was operating as a “mom and pop” organization. There was little infrastructure and required talent to take the company to the next level of its maturity.
Action(s): Hired key leaders for a variety of departments: Customer Service & Recovery, Credit Services, Production Quality, Human Resources, Training, Visual Design, etc. Governed (with CEO and 3 VP’s) and led a Senior Leadership Team (Strategic) and Business Leadership team (Tactical). Weekly meetings and objectives were established for both groups. All actions were required to support the annual operating plan or they were eliminated/placed on hold. Measurable achievements and benchmarks were monitored on a weekly basis while teams worked together toward a common goal and purpose.
Result(s): In just over 15 months, the company was operating in the “black” and the entire organization was on a mission to achieve. An incentive program was developed for all employees in the company (first time in history for hourly employees) yielding significant results. Sales increase 10% +, poor product quality and returns reduced over 40%, employee retention and turnover reduced by 25%+ within a three-year period of time.
Director of Training – International/Western Regions
Director of Organizational Development
Division Manager, Human Resources
Arby’s, Inc. – Ft. Lauderdale, FL
Initiative: Develop a system-wide Performance & Development tool for a 75,000 + employee organization involving corporate owned and franchised restaurants.
Challenge: The scope and complexity involved franchisees from across the country. Lead franchise HR representatives or key stakeholders, along with internal corporate leaders were involved in the project. It was logistically complicated (5 regions, 3 time zones). The project required strong analytical skills, influence, and focus.
Action(s): There were months of meetings and calibration. Regional and market meetings were conducted to help identify the company’s system-wide core values and key measurement areas for numerous functions. A smaller task force consisting of different restaurant positions and levels, franchisee leads/owners, and corporate support functions was formed to establish ownership and buy-in prior to implementation.
Result(s): A system-wide Individual Performance & Development (IPMD) tool reviewed and measured leaders in the execution of core company values, key result areas, and assessment of attributes and capabilities. Information gleaned from each individual’s IMPD helped identify skills gaps, organizational learning opportunities, and individual development plans and succession planning processes.
Training Design and Delivery Consultant
Southeast Bank, N.A. – Miami, FL