OUR MISSION

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.

WHY MARSHALL HR MANAGEMENT

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.

MEET THE PRESIDENT & CEO

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

Director of Human Resources

Pollo Tropical, Inc. – Miami, FL

Management Recruiter – Fleetwide Human Resources

Human Resources Officer – Shipboard

Royal Caribbean International – Miami, FL

ACCOMPLISHMENT

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.

ACCOMPLISHMENT

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.