Organizational Consulting

We help organizations retain & engage their high performers using our innerviewing practice to close gaps in their human capital strategy.

Consulting

Innerviewing

Research & Stats

Client Results

Pricing

• Having engagement problems?

  New Higher is a high performance consultancy that believes in the power of questions. Through our innerviewing practice, we increase employee engagement and retention by anonymously asking your employees the right question to discover what motivates them so that you can close unnecessary gaps in your human capital strategy. Some questions include:

  • How do you define success personally and professionally?
  • Is your career at here in alignment with your definition of success?
  • If so, howso? If not, where are the gaps?
  • Why do you work? What does work mean to you?
  
  
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  What is innerviewing?

  Whereas, interviewing is an external process and defines the exchange where two parties are interacting to get to know each other better, innerviewing is an internal process and defines communication between you and your authentic self.

  Employees aren’t static and neither are companies, therefore, the innerviewing process reoccurs and creates space for employees and employers to assess their needs, wants, and expectations of each other. Rather than repeating a cycle of hire-to-fire-to-hire, employers engage in hire-to-inspire-to-higher.
  

  The Innerviewing Process

  1. We work with your executive team to create questions that will help them understand what motivates your high performers.
  2. We identify your high performers and begin conducting anonymous 1-on-1 ethnographic innerviews with them..
  3. We analyze the innerviews, identify patterns, and generate a report and presentation for the leadership team.
  4. We compare our findings against your existing human capital strategy and offer recommendations to close the gaps.
  5. We create custom trainings and programs for managers and employees that integrate our insights into their daily work.

  Here are some of the innerview questions we ask…

  • How do you define success?

    And what do you need from the organization to achieve it?
    
    Why is this important?
    Many employees feel unsuccessful primarily because they aren’t clear on how they define success. When they feel unsuccessful, they look to their job first because it is where they spend a majority of their waking hours, therefore it is the easiest to blame. A company will retain its employees to the degree, which they feel it is helping them achieve success according to their definition.
    

  • What are you passionate about?

    And how can you bring more of it to work?
    
    Why is this important?
    According to a Harris Interactive study only 20% of employees in the United States felt passionate about their jobs. We believe that many people still don’t know their passion in general, but if they did, they could allocate more time and energy to using it at work. Research on 200 of the world’s most successful people found in Success Built To Last, shows that success people love what they do and are more concerned with doing what they love than being loved.
    

  • What do you want to master?

    And how can you master that skill or subject here?
    
    Why is this important?
    According to PwC’s survey of Millennials At Work, when we asked what benefits they would value most over the next five years, the most important benefits for their millennials were related to training and development activities. This generation is one of the most educated of all-time and learning is part of who they are. They crave it. Research from Mihaly Csikszentmihalyi’s Finding Flow and Malcolm Gladwell’s Outliers reveal that constant practice are what lead to outstanding performance and mastery.
    

  • What is your career vision?

    And what is the organization’s role in your vision?
    
    Why is this important?
    According to PwC, 75% of millennials expect to have between two to five employers over the course of their career. Given that, it is important to see if your employees can envision themselves being with you for more than 5 years, especially with first-year turnover rates above 20%. If the company can’t fulfill a large part of their ultimate vision, they will leave when the gap between their vision and reality is too wide to accept.
    

  • What will be your legacy?

    And how can you start leaving it today?
    
    Why is this important?
    Only 20% of employees have established career goals with their manager/employer. When a manager/employer knows their employees’ goals, they essentially know what motivates them. When they don’t know, the employees feel unsupported and unseen.
    

• Return on Engagement

  • Highly committed employees perform up to 20 percentile points better than less committed employees, and are 87% less likely to leave the organization than employees with low levels of commitment.
  • CLC research supports this by concluding that having increased satisfaction with one’s total compensation provides up to a 21% increase in one’s intent to stay, but only a 9% increase in effort.
  • High-engagement firms had total shareholder return that was 19% higher than average in 2009. In low-engagement organizations, total shareholder return was actually 44% below average. (Hewitt Associates)
  • Organizations with high proportions of engaged employees were much less likely than the rest to see a decline in EPS in 2008, the year after the recession officially began. (Gallup)
  • Engaged organizations have 3.9 times the earnings per share (EPS) growth rate of organizations with lower engagement in their same industry.
  • One study found that organizations that scored in the top 25 percent of engagement levels had revenue growth 2.5 times that of organizations in the bottom 25 percent.
  • 25% of high-potential employees plan to change jobs in the next 12 months
  • Emotional commitment is four times as valuable as rational commitment in increasing effort levels. The manager contributes significantly to the degree of commitment to the team, the organization and the job, and is viewed as a conduit for commitment.
  • The top 4 levers of engagement are connection between work and organizational strategy (32.8), importance of job to organizational success (30.3), understanding of how to complete work projects (29.8), and internal communication (29.2). The top three have to do with day-to-day work characteristics and the fourth has to do with organizational culture and performance traits. (CLC)
  • Engaged employees have been shown to average 27 percent lower absenteeism than their non-engaged peers, saving organizations 86.5 million days per year in lost productivity.
  • Engaged employees are 87 percent less likely to leave their employer, according to the Corporate Leadership Council.
  • CHROs believe hi-potentialss are 91 percent more valuable to the organization than average employees.

  Cost of Disengagement

  • According to a recent study by Leadership IQ, 87% of employees say that working with a low performer has made them want to change jobs.
  • Research across more than 7,000 organizations indicates that each disengaged employee costs an organization an average of $10,000 in profit annually.
  • Gallup research indicates that disengaged workers cost U.S. businesses as much as $350 billion a year.

  Leadership’s Impact on Engagement

  • 50% of employed U.S. adults who have experienced their employer’s review process feel more valued by the company when they receive a performance review that is focused on helping them succeed in their role
  • Only 37% said they’ve been given useful feedback from their manager/employer
  • Only 34% indicated that they’ve received training and development to help them better perform their job
  • Only 32% said that their performance goals are aligned with their company’s business objectives
  • A survey of 426 business leaders from companies of various sizes and industries by the Seattle-based Institute for Corporate Productivity and Human Resource Executive® earlier this year found that only 9 percent strongly agreed that they do a good job of identifying and tracking high-potential employees. Just 20 percent agreed or strongly agreed that their organizations have formal, transparent processes to identify and develop hi-potential employees.
  • Only 20% have established career goals with their manager/employer
  • Only 31% of employees their senior managers communicate openly and honestly
  • 3% thought their managers treated them as key parts of the organization and no fewer than 60% felt their senior managers treated them as just another organizational asset to be managed
  • 61% question whether their leaders deal effectively with poor performers
  • Only 42% think senior management encourages development of talent
  Sources: LeadershipIQ, Cornerstone, Towers Watson, Gallup, Corporate Leadership Council, Cost of Employee Turnover
  

• PwC: New Senior Manager Training

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  Echoing Green: Fellow Selection & Alumni Development

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  Testimonials: What Our Clients Say

  Jullien is a true strategist and visionary. He gets things done by being a skilled taskmaster. He has helped us create a vision for our business and implement an action plan that made it very clear what my and my business partners’ tasks needed to be.

  Jullien is always available to take calls and responds quickly to emails with outside of the box ideas to develop our business. He’s helped us nearly double our revenues in the space of a year and a half.
  We continue to work with him every time we need someone to help us think through our plan and the best ways to execute that plan. Thank you, Jullien!

  Jerome Deroy - Head of Business Development, Narativ Inc

  Our group lives and breathes growth and change for a living both in its composition and in our relationships and content with our clients. As students of and advisors on “monumental change” we have to be that ourselves to be successful… And we explore and experience many processes to keep ourselves dynamic and moving in a purposeful direction. So we were naturally enthusiastic and open about working with Jullien so as to benefit from his contribution.

  Here is what I noticed. Jullien has a rare depth of understanding about what it truly takes to actually change in a world that likes to chat about change, sugar-coat what it truly means to “change” and fails to understand the skills involved and available to monumentally change an organization.

  Jullien has bucketfuls of empathy and patience. He richly knows the challenges involved and it allows him to “stay” with students as they wrestle their way through all the traps and pitfalls of the mind that fight against your success for the presumed security of the status quo. Jullien is empathetic because of his own rich journey.

  Jullien is adroit. Unfortunately many folks in the “change” business stick to their prescribed agenda and wind up trapped in a single-minded approach. While Jullien has a distinct modeled approach he realizes that the work is about helping people attain what they truly want in life not furthering the brilliance of his model. The model is a tool. Being of service is the point and he has the wherewithal to skip to the point of effectiveness whenever called upon to be more effective away from his model.

  Jullien is fun and inspiring. He has a lightness that is a blessing. He has a voice that is suited to reducing the fear most folks have when asked to consider “changing.” The lightness is inspiring and encouraging and reminds me of the yoga teacher I found 8 years ago who facilitated my growth through reducing my fears and self-consciousness.

  Pip Coburn - CEO, Coburn Ventures

• How do we work?

  Our standard innerviewing process takes about 4 weeks. It includes aligning with management, conducting the innerviews, analyzing and articulating the findings, and educating management. Our working relationship depends on a variety of factors such as:

  • The desired time frame
  • Number of innerviews
  • Geography of the team
  • The scope of training

  Feel free to contact us at (646) 875-8477 to inquire more about our process.
  

  Innerviewing

  Human Capital Strategy Assessment

  20 Ethnographic Innerviews

  Innerview Transcriptions

  Employee Engagement Report

  Senior Management Presentation

  CALL NOW

  + Training

  Human Capital Strategy Assessment

  20 Ethnographic Innerviews

  Innerview Transcriptions

  Employee Engagement Report

  Senior Management Presentation

  Company-Wide Innerview Training

  CALL NOW

  + Consulting

  Human Capital Strategy Assessment

  20 Ethnographic Innerviews

  Innerview Transcriptions

  Employee Engagement Report

  Senior Management Presentation

  Company-Wide Innerview Training

  Ongoing 1-on-1 Coaching

  Ongoing Implementation Support

  CALL NOW