For over two decades, EMI has worked with clients of various organizational sizes and across many industries and federal government agencies. Although client products or services may vary, a few things are the same — we focus on people and their behaviors, influenced by leadership styles and business culture, accomplishing the goal of making the enterprise a success.

We’re pleased to share a few profiles of projects and clients where EMI has made a difference.

Organization Development Projects

Evolution Management, Inc. worked with the FAA’s Technical Services Group to assist in their planning process to consolidate technical services.

EMI’s expertise in organization development, team alignment, coaching, and human resource management supported our ability to effectively:

  • Gather and analyze data through environmental scans and interviews
  • Coach and provide performance feedback
  • Develop communications to keep employees informed of upcoming changes
  • Design presentations for managers to brief executives and employees
  • Facilitate meetings
  • Assist with creating alignment for the client team through the development of mission, vision and values
  • Prepare Communication and Transition Plans for moving forward with the consolidation efforts
  • Design a participative governance process for managing the consolidation and software repository
  • Coordinate team development initiatives including administering the Myers-Briggs Type Instrument
  • Develop recommendations for initiating the Transition and Communication Plans
  • Provided education and communications relative to techniques and processes for managing change
Working with the Regional Administrator over a three year period, EMI designed and delivered several workshops on leading change and strategic workplace transformation for Region IV District Directors and the Regional Administrative Manager.  Workshops were designed and facilitated in a manner to allow open and engaging dialogues among participants, convey training objectives relative to leadership skills and competencies for leading change, and solicit meaningful exchanges relative to current status, future needs, goal setting and managing resistance to change as related to the uniqueness of each District Office.  EMI’s training and facilitations were designed to align with the SBA vision and the cultural and behavioral changes necessary to be successful in transitioning to that vision.
This project demonstrated EMI excellence in designing and implementing an organizational assessment of a large organization servicing both internal and external CDC stakeholders. The assessment was focused on identifying and prioritizing areas for performance improvement through a collaborative and highly participatory project approach.

EMI designed, assessed, and analyzed a variety of elements comprising the Office of the Chief Financial Officer (OCFO). The focus of our work was on gathering and analyzing relevant existing documentation, as well as internal and external stakeholder data in order to establish a “To Be” future state, an “As Is” current state, and the recommendations required to close the gaps between the two.  Organizational elements assessed for improvement included:

  • Organizational structure and reporting lines
  • Workforce composition
  • Professional development challenges and development opportunities
  • Business process improvements
  • Customer services enhancements
  • A strategy for addressing succession planning

Our recommendations focused on achieving organizational changes to enhance employee engagement, customer satisfaction, performance quality and a culture that reflected the “One OCFO” vision of the CFO. EMI’s recommendations were accepted, with the organization taking on the responsibility for implementation.  The Contracting Officer recorded an outstanding CPARS evaluation for our engagement.

EMI was a subcontractor to Carney, Inc. on this project, providing an Organization Assessment for the Office of Public Health Genomics (OPHG) which is located within CDC’s Division of Public Health Information Dissemination (DPHID). This project demonstrated EMI’s excellence in designing and implementing an organizational assessment of an organization servicing a wide variety of internal and external stakeholders, including state, national, and public health organizations. The assessment was focused on identifying and prioritizing a focus for OPHG in order to increase their value to CDC’s vision and mission, as well as to the field of genomics.

EMI designed, assessed, and analyzed a variety of elements comprising the OPHG, including a variety of products and services currently offered. The focus of our work was on gathering and analyzing relevant existing documentation, as well as internal and external stakeholder data in order to establish a “To Be” future state, an “As Is” current state, and the recommendations required to close the gaps between the two. Our presentation of findings was organized into a holistic approach for identifying their primary customer along with recommendations for implementing changes to realign the organization to meet the needs of that primary customer.

Human Resource Management Projects

EMI worked on a team to assist key Human Capital and Strategic Management personnel of the Defense Acquisition University (DAU) with the development of a Strategic Human Capital Plan. We designed and facilitated bi-weekly working sessions and then drafted the outcomes from each session. These draft documents ultimately led to our final Strategic Plan.

The DAU plan was based on our analysis of available data, feedback from stakeholders, a thorough environmental scan, SWOT analysis, vision alignment, mission and strategic goal setting, guidelines set by the Office of Personnel Management (OPM), and the President’s Management Agenda.  The plan included an overview of the Human Capital functions, current and future requirements, and detailed strategies, goals and objectives, along with practical timelines, accountability and meaningful metrics.  Our formats included, as appropriate, tables, graphics, PowerPoint slides, Excel spreadsheets and WORD documents.

As appropriate, we coached DAU personnel, who held ownership for the project, in the preparation of briefings on various milestones of our work throughout the project.

The final deliverable was a comprehensive Strategic Human Capital Plan implemented to assist the DAU leaders with a focused and consistent approach to the people side of business.

Evolution Management, Inc. designed and conducted an Organization Assessment of policies, business practices and culture in a manner that allowed employee participation across the organization.  Comprehensive analysis of the gathered data resulted in an Assessment Findings and Recommendations Report. Recommendations were related to opportunities for improving human resource management practices and the evolving corporate culture.

The assessment included personal observations, review of policies, procedures, and files, and interviews with employees and managers. EMI’s report highlighted the on-going practices that should be started, continued, and/or stopped, along with prioritized recommendations to be considered with future strategic business planning work.

Based on the Client’s overwhelming approval of the final deliverable report, EMI was requested to bring our knowledge and experience with human resource and organization development to assist with a project to update the Employee Handbook and re-establish Policies and Procedures based on the culture transformation that was occurring.

EMI was able to significantly assist UAI with the establishment of a formalized human resources practice within their firm and continued to support their growth and development by mentoring and coaching to their HR manager for almost two years.

EMI developed the initial Affirmative Action Plan (AAP) for the firm, including narrative and statistical reports, researched and recommended a suitable software application (applicant tracking, AAP statistical reports and AAP boilerplate narrative), designed and facilitated an executive management AAP overview, worked closely with HR and CFO to ensure accuracy of employee data, worked with firm to resolve discrepancies in status and/or compensation, provided recommendations on related HR policies, procedures and systems and provided mentoring and guidance to build internal capacity.

EMI worked with Reinhardt College providing guidance to a significant cultural and operational change. Our project included tasks such as:

  • Analyzing all administrative jobs’ functions and tasks
  • Creating appropriate job descriptions
  • Establishing a compensation system, grouping similarly valued positions into appropriate salary bands
  • Working with managers to evaluate performance and place each staff member on the new compensation system
  • Creating and facilitating a thorough Communications Plan to keep staff members informed and involved with the process

Any project that involves attention to an employee’s title, role, responsibilities and salary has the potential for being very volatile.  EMI was extremely pleased that throughout our project and through the rollout of all documentation and changes, no staff members raised any questions or concerns relative to the fairness of the process or the outcomes.  Our client was extremely satisfied that this project, requiring a high degree of sensitivity, was handled in such a professional and caring manner.

We approached this project with a great degree of openness.  We formed and worked with a cross-functional team, represented by someone from each department.  Our process was to meet with the team as needed to gather input, share information, brainstorm, ask for feedback, and check in on what they sensed the community of fellow workers needed to be comfortable with the process and the actions we were taking.

Training Projects

EMI was awarded two HCaTS 8(a) Task Orders to support the FEMA Field Operations Directorate (FOD) in achieving its mission to ensure operational readiness of the FEMA incident workforce. In creating each position-specific training course, we collaborated with the FEMA FOD training team, various Cadres, and emergency management subject-matter-experts (SMEs) to design, develop, and pilot nearly 60 courses that range from Disaster Survivor Assistance and Interagency Recovery Coordination … to Civil Rights Lead Advisor and Managerial Leadership Development.

Our team of dedicated EMI instructional designers and analysts worked diligently to examine Position Task Books (PTBs), assess and derive critical requirements and content to inform a Plan of Instruction (POI) to guide the development and refinement of the terminal and enabling learning objectives,  instructor and participants guides, and visual presentations. Our design teams worked closely with our Psychometricians to ensure appropriate assessment questions and exercises were incorporated into each training course and to ensure participants demonstrated the appropriate knowledge required to complete each position-specific task. Our experienced EMI Project Managers utilized proven and structured project management methodologies, coupled with strong operational oversight and strategic support to provide weekly project updates and resolution of all identified project risks and challenges.

Their guidance led to 100% completion of all to-be-developed courses three full weeks prior to the end of the period of performance. Multiple comments and feedback from client Cadres and FEMA training staff indicated high-quality delivery of course designs, successful governance of both task orders, and impressive management delivery of all program requirements on time and on budget. This EMI suite of products will serve to launch crucial training and readiness for upcoming FEMA Disaster Response and Recovery efforts.

Evolution Management, Inc. worked with the Department of Agriculture – FNS, over a period of 13 months, to develop and facilitate training related to memory skills in each of their eight regional locations, plus an additional training in Las Vegas at the FNS University 2006 Learning Lab.

EMI’s expertise in training, learning strategies, and brain research, supported our ability to effectively:

  • Identify relevant research related to learning and memory
  • Develop an interactive workshop in which the participants were provided an opportunity to:
    • Gain information about the brain, learning and memory
    • Practice specific memory techniques
    • Apply memory techniques to personal experiences
    • Assess personal learning style and gain an understanding of the impact on memory
    • Gain information about the impact of environmental factors on learning and memory
EMI designed and facilitated an interactive 2-day dialog and developmental planning retreat focused on managing operational and cultural change within the SBA Region VI.   Working with the Administrator and District Directors, EMI utilized the Myers-Briggs Type Indicator (MBTI) for exploration and development of Personal Action Plans, as well as team development for strengthening and driving change within their Region.  We designed and facilitated strategic learning sessions where leadership dialogued about the challenges and opportunities of transformation and how to address the needs of their Districts, their employees and their own personal journey with change.  Our sessions involved a transfer of knowledge relative to change management techniques and principles, communication strategies, change management models, the role of the change agents in transforming organizations, and action planning for the future of their Region.
EMI assessed an existing 5-day instructor-led training program, gathered and analyzed stakeholder data from both internal and external stakeholders, and developed a Report of Recommendations for transitioning the current program and training content into an eLearning format. Our recommendations focused on achieving DSNS preparedness objectives, and incorporated the fundamentals for designing effective and engaging training aligned with adult-learning principles and practices. EMI designed, developed and launched two initial eLearning modules, each approximately 1 hour in length. Modules were 508 compliant, built with primarily Levels II and III interactivity, and included audio, knowledge checks, video, graphics and exercises. Both modules were successfully launched on the CDC Train LMS.

The CDC Project Manager and Contracting Officer recorded an outstanding CPARS evaluation for the project work completed by EMI. Additionally, both eLearning modules received industry recognition with a total of 4 OMNI Awards. The OMNI Awards recognize outstanding achievements in film/video, web and mobile media. Each module was recognized in two categories – General Education and Government Training.

EMI consulted with the client to review and discuss several options for approaching leadership training focused on identifying and eliminating harassment in the workplace; then designed and facilitated two training sessions. Each session was administered by two senior EMI consultants as instructor-led trainings. One session also included a number of managers participating virtually. The training included a comprehensive presentation, discussions, exercises, a quiz, and video. The training included a variety of topics such as: legal definitions of sexual harassment, manager and employee responsibilities under the law, clarification of different types of harassment, descriptions of possible scenarios and different behaviors that qualify as harassment, general harassment and bullying in the workplace, communication and harassment, techniques for investigations, GSA policy, and development of action plans. Training evaluations indicated very high satisfaction by participants and the client.

Executive Coaching Projects

EMI assisted Southern A & E leadership with several projects aimed at improving the culture of the firm, as well as enhancing the skills and abilities of the new leadership team members.  We worked with the leadership team over several years providing individual assessment, feedback and coaching on personality traits that influence team and leadership performance.  This data was gathered and debriefed using the Myers-Briggs Type Indicator and the CPI 260 Leadership Coaching Report.  Objectives set by executives as a result of our work together are being realized.  These include improved communications and performance, reduced conflict and enhanced performance and employee relations.
EMI provided Executive Coaching and consulting support to the CDA for over four years. Four members of the leadership team have been involved in the coaching engagement. In addition to leadership development, coaching has focused on personal development and awareness, career development, empowerment of staff, conflict resolution and improving communications. Sessions were a mix of phone and in-person meetings, and ranged from 30 minute to 2 hour sessions, depending on what was required by the individual.
EMI provided Executive Coaching services to help raise personal awareness to current leadership style preferences compared to the needs of the developing teams. With identification of skill and style gaps, aided in the development of leadership development goals. The goals served as the foundation for coaching exercises, assessments, and discussions. The Branch experienced tremendous improvements in leadership and team performance, as the leadership style required by the transitioned work group evolved to one that was more collaborative, and better suited for the engaged and empowered work teams.

EMI demonstrated expertise in providing executive coaching, especially with managers who were initially reluctant to the developmental approach. The MBTI and Leadership Wheel are two examples of assessments used in this engagement.

EMI provided coaching services to a class of approximately 20 SES Candidates. The engagement included assessment of leadership skills and identification of developmental gaps that needed to be addressed over the next two years through specific training programs documented in Individual Development Plans (IDPs).

EMI designed and administered a customized 360° Assessment instrument, offered on-line, to address the specific SES Core Qualifications and Competencies outlined by OPM, analyzed results, developed personalized feedback reports of strengths and areas noted for development, and conducted face-to-face meetings with each candidate to provide individualized feedback and coaching on results.

A second meeting was then facilitated with each candidate that also included an HR representative, supervisor and mentor. This meeting allowed us to discuss identified training needs and facilitate brainstorming about specific experiential, on-the-job, in-house and customized training to be included in the IDP to close identified gaps.

The project concluded with a one-day group feedback workshop designed and facilitated by EMI to:

  • Explore what the SES Candidates had learned about themselves and their career development through the coaching process,
  • Share strengths they wanted others to know they could be called on to assist with, and
  • Outline specific areas they would be concentrating their development needs on.

This session was focused on building relationships, beginning team formation, sparking ideas for how the new mentor program could be strengthened, and identifying what on-going support was required from the Human Resource and Training Departments.

Career Transition Projects

Career Transition workshops were conducted nationwide for NAPA, SP Richards, and Motion Industries for 13 years.  In addition to the 2-day workshops, we also provided one-on-one career transition coaching for managers and executives, along with on-line and phone coaching.  Depending on the situation, we also provided on-site consulting support to managers and employees on the day of layoff announcements.
Evolution Management, Inc. designed and facilitated four workshops focused on building career transition skills. Each experiential workshop was designed to allow the participant to raise awareness of successful employment, job search, career transition trends, and new employer expectations.

EMI successfully completed the base year and Option Year 1 of our contract. Through this engagement we demonstrated our depth of knowledge of human resources management, outplacement, and change management viewed through the lens of both the employer and employee as they engage in establishing a motivating and rewarding new workplace relationship.

Workshop topics included: Integration of Branding into Transition Plans, Results-Focused Resume Development, and Building and Strengthening Networking and Interviewing Skills.

As a result of consolidation of various nationwide functions into the Office of the Comptroller, EMI was engaged to support the agency with related change needs. Initially, EMI designed and administered a survey to impacted employees to clarify the primary career transition needs of displaced staff. Based on survey results, EMI designed and facilitated one- and two-day career transition workshops, resume writing workshops, one-on-one career coaching assistance,  and national webinars focused on strengthening networking and interviewing skills. Each location:  Atlanta, Dallas, Daly City, Chicago and Jersey City, opted for different assistance packages.   Through this engagement, EMI worked with approximately 85 staff members, in-person and over the phone. Two years of training evaluations consistently reflected exceptional learning and workshop satisfaction by participants.

EMI demonstrated our expertise to coach and guide individuals through career transition and personal change, utilizing our exceptional backgrounds and experience in human resources management, training and development and outplacement services. This project exemplifies our flexibility to adjust to the changing needs of the client, while working with a relatively short deadline, while ensuring that 100% of those we worked with were satisfied with the services provided. Lastly, this project demonstrated our abilities to coordinate a consistent, high quality experience across different locations utilizing both in-house and sub-consultant support.

EMI was referred to Charter Bank to assist with the design and delivery of appropriate outplacement training. Approximately 25 employees were displaced as a result of a merger.  Working with the Sr. Vice President of Human Resources, EMI designed a two-day, highly experiential workshop focused on topics such as current career trends, what’s required for career reinvention, importance of a strong resume and how to create one, information and practice-time associated with 30-second commercials, networking protocols and various interviewing scenarios including behavioral interviews. Evaluations from participants all recorded an excellent learning experience.
CDCDepartment of TreasuryNAPA Auto PartsUSDAATTFAASBA
US Department of InteriorCharter BankGSAMotion IndustriesGA TechDAUGA power