The Greater New England Minority Supplier Development Council (GNEMSDC) is an affiliate of the national development council body representing the six New England States. The GNEMSDC is a client of Resource Management Inc. (RMI), which provides outsourced human resources solutions for B2Bcompanies.
The GNEMSDC was founded in 1975 to improve the procurement and other opportunities for minority-owned businesses in the region. Companies with 51% or more Asian, Black, Hispanic and Native American ownership or daily control are eligible to be certified by the council, which is one of 24 regional councils represented across the United States. The six states served by the council are Massachusetts, Connecticut, Rhode Island, Maine, New Hampshire and Vermont.
GNEMSDC operates according to the core values of Certify, Develop, Connect and Advocate, all of which are created to identify, support, certify and connect minority-owned businesses with corporations to increase supplier diversity. Once they are certified, the council works to connect the companies to corporations as potential suppliers of goods and services.
As a longstanding client of RMI, the GNEMSDC has been outsourcing aspects of its HR functions for several years. “RMI is the closest thing to an HR department I have,” says Peter F. Hurst, president and CEO of GNEMSDC. He joined the council in 2013, at which point he began managing the relationship with RMI.
Since GNEMSDC doesn’t have a formal human resources department, Mr. Hurst relies heavily on RMI to help with HR-related matters. He confirms his contact is very responsive and helpful, and that the company’s customer service is very good.
GNEMSDC’s initially used RMI primarily to manage its payroll processes. This solution is established and operating well, and Mr. Hurst confirms the payroll management system is user-friendly and effective. When required, RMI also handles the implementation of tax-related garnishments against employees.
For decades, GNEMSDC did not conduct formal employee performance evaluations. The organization was over-staffed at the time, but performance was lower than desired. After Mr. Hurst joined the council, he consulted with RMI to identify and resolve this issue, and together the parties undertook the HR challenge of employee performance management.
With the assistance of RMI, Mr. Hurst began developing a performance appraisal process to serve the organization. Initial steps included:
Once the broad process was in place, GNEMSDC began conducting individual evaluations. This caused some dissatisfaction within the organization, and several employees refused to participate and resigned in protest. The remaining personnel was split between employees who felt it was unnecessary because they were “doing a great job” and others who embraced the opportunity.
The employees who embraced the performance appraisal process show signs of thriving as a result. In addition to providing an opportunity to review past performances, the process gave all staff members the opportunity to set goals for their own futures. These included either future performance development or other forms of opportunities for development. High-scoring employees were happy to know their efforts were recognized and appreciated, while those with mediocre performance are using the opportunity to determine avenues for improvement.
Mr. Hurst deals mainly with Rocco Mammone at RMI, using an email-based workflow process that suits him well. Whenever an issue arises, Mr. Hurst sends an email to Rocco, who either handles the issue personally or forwards it to an RMI colleague for resolution. At all times, Rocco keeps Mr. Hurst informed about the process of his query, and he feels comfortable leaving it in RMI’s capable hands.
“It’s great working wih RMI.”
“(They are) very responsive, very helpful. What I really like, rather than play telephone tag, I’d rather send an email and have a call to action and have someone deal with it, and 90% of the time, whatever comes up, I can get it resolved by just shooting an email to Rocco.”
Mr. Hurst believes RMI has the expertise to handle most problems that develop, and he feels this simplifies matters because he is able to pass over his concern and feel confident it will be resolved.
The use of RMI’s services enables GNEMSDC to save overhead costs. The organization has no internal HR department, neither does it need one, because the RMI provides all the expertise required.
Mr. Hurst has also considered using some of RMI’s other solutions to help support employees, and has discussed opportunities to do so.
RMI is proud of its relationship with Mr. Hurst and GNEMSDC, and hopes to continue being of service to the council as it proceeds with its important work in the community.