Considering the Entire Employee Lifecycle

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I wrote an article entitled “The Strategic HR Department” where I shared my thoughts on the characteristics of a Human Resources Department that is strategic with a purpose of being an accelerant of the organization’s ambitions rather than one that is a bureaucracy whose emphasis is on compliance.

Of course, compliance is an important responsibility of an HR Department.  But if that is the extent of their expected value to the organization, then there is a lot of money being left on the table.

Compliance is certainly easier than being strategic.  After all, compliance is merely ensuring that someone or something is conforming to some established standards.  With respect to HR, it can be the governing body in determining whether a person is behaving within the stated standards of the company as established in the employee handbook (assuming one exists, which is no given), or that all the relevant forms are properly completed and submitted on a timely basis, or that a person’s certifications or licenses are up to date.

In essence, compliance is just comparing what is to what should be and identifying or rectifying any gaps that might exist.

Contrast that with being strategic, which requires the ability to be creative and often “draw outside the lines” that is the domain of compliance.  This is an uncomfortable place for an HR department whose emphasis is compliance to operate.

The reason I referred to being strategic as having the ability to “draw outside the lines” is that the establishment of, and adherence to, some stated process, attributes, or characteristics are often less strict.

For example, a candidate for employment in a position might not have all the desired experience or skills that are posted on the job description; they might have more, they might have less, they might have different.  And even if the “perfect candidate” comes along, perfect in every way, they have as good a chance of being hired as they have of not being hired.

And this “fuzziness” with respect to adherence to some semblance of perfection does not stop at recruiting; it is usually pervasive throughout the employee lifecycle in any given position.

Accordingly, below you will find the 10 Stages of the Employee Lifecycle for your consideration.

One thing you need to keep in mind as your read this is that I often refer to HR having certain responsibilities. This is not to be interpreted as my believing they have to do the work which may often be beyond their domain of expertise (especially detailed work related to a position). Rather they need to verify that the work is completed accurately and in a timely manner; and to manage the requirements and processes.

For instance, take on-boarding (nr.3) as an example; I would not expect for HR to develop the on-boarding requirements and processes for each position in the company. I would expect the manager of the position would create the requirements and processes and share them with HR so t that HR can ensure new employees (or existing employees new to the position) are fulfilling the requirements and following the processes.

As an example, the HR department might not know what is required to bring on-board a new machinist, but the manager of the machining department should. Therefore, the manager of the machining department would; a) detail the requirements of a new machinist (similar, if not the same, as a job description), b) match the skills of the machinist to what is required, c) create an action-plan for upskilling the new machinist where they are deficient and d) create the processes for all of this to happen.

Then the manager of the machining department would share these details with HR who would be responsible for being the repository for the knowledge and that the requirements and processes are being followed; updating as necessary and appropriate.

1)     Recruitment

Recruitment starts with properly defining and crafting a well-defined position and is foundational to successful recruitment.  By investing time in precision and clarity, organizations can attract candidates who align with the role and contribute effectively to the company’s success.  Start with conducting a thorough job analysis to understand the role’s responsibilities, skills required, and its impact on the organization.  

Then, as clearly and concisely as possible, detail the position’s purpose, its goals, and the reporting structure in the job description thereby providing candidates with a comprehensive overview of the job and its expectations.  Be sure to specify qualifications and experience needed, striking a balance between essential and preferred criteria.  

In crafting the job description, it is essential to collaborate with the relevant stakeholders to ensure alignment between the position and broader company objectives.  Be sure to use inclusive language and emphasize the company’s values to attract a diverse pool of candidates, but also make sure that the candidates understand the requirements of the position. 

Incorporate realistic expectations regarding work hours, travel, and potential challenges.  You should also regularly review and update the job descriptions to reflect the evolving needs and industry trends.  It is also important to ensure the employees presently holding the position are upskilled for any changes in the job description so that they remain qualified.

Assuming the foundational efforts of properly determining a job description, attention can be paid to improving the recruitment process.

Usually, the HR department is the face of the organization to new employee candidates and acts as the gateway for the organization’s talent acquisition strategy.  Therefore, HR professionals should cultivate a comprehensive understanding of the company’s culture, values, and skill requirements to effectively attract and assess candidates.  

By fostering a positive candidate experience, HR can enhance the employer brand and attract top-tier talent.  Leveraging data analytics and metrics enables HR to refine recruitment strategies, optimizing for efficiency and effectiveness and continuous collaboration with hiring managers ensures alignment between organizational goals and staffing needs.  Continuous improvement is key; regularly assess and adapt recruitment practices to stay responsive to evolving organizational needs and market trends.

Leverage a multi-channel approach, utilizing online platforms, social media, and networking events to reach diverse talent pools; and do not forget, the best candidates for the position might already work at the organization! 

Be sure to streamline application and interview processes to enhance candidate experience, ensuring seamless interactions from application to onboarding.  Except for those in the C-Suite (and even then), it should not take a dozen interviews and six months to hire someone.  After four interviews, a well-qualified candidate will come to the determination the company does not know what they are looking for, is wasting their time, and disengage.

2)     Hiring

When a candidate is found and the offer accepted, your organization must prioritize making the process seamless and engaging; and as positive an experience as possible.  After all, there is only one opportunity to make a first impression; keeping in mind the interview process is when everyone is putting forth their best façade, but now it is real.

Start with clear communication before the first day, providing essential details about the workplace, dress code, and any documentation required.  Ensure all necessary paperwork is organized and completed promptly, streamlining the administrative aspects of onboarding.  Implement comprehensive training programs tailored to the role, covering essential job functions, company policies, and safety protocols.

Prepare a structured orientation program that introduces the new hire to the company’s mission, values, and culture.  Assign a mentor or buddy to facilitate integration and answer questions.  And encourage social interactions by organizing welcome events or team-building activities, fostering a sense of belonging.  Also, regular check-ins with the new employee and the provision of constructive feedback (both ways) contribute to a positive onboarding experience.

Lastly, continually evaluate and refine the hiring processes based on feedback and performance metrics, ensuring a consistent and effective approach for future hires.  A well-executed hiring process sets the foundation for employee success and satisfaction within the organization.

3)     On-boarding.

Effective onboarding into a new role is a strategic process that involves thoughtful planning and addressing skills gaps.  Begin by conducting a thorough assessment of the employee’s existing skills and competencies compared to the requirements of the new role.  This analysis should serve as a guide for the development of a personalized onboarding plan.

Provide access to relevant training materials, resources, and mentorship programs to bridge identified skills gaps.  Facilitate regular check-ins and feedback sessions to gauge the employee’s progress, understanding any challenges they may face.  Foster an open communication environment, encouraging the employee to voice concerns or seek clarification.

Even after the onboarding, encourage continuous learning by offering opportunities for skill development and additional training, whether through workshops, online courses, or mentor-guided experiences (more on this a bit later).  Establish a feedback loop involving the employee, managers, and relevant stakeholders to assess the effectiveness of the onboarding process and make necessary adjustments.

Not just for hiring, but having a mentorship or buddy system to provide ongoing support and guidance will help the employees acquire the skills necessary to succeed more quickly, acclimate to the organizational culture, and build a sense of camaraderie.

As with every process, regularly review and refine the onboarding processes based on feedback and evolving organizational needs.  By prioritizing a personalized and dynamic onboarding approach that addresses skills gaps, organizations can accelerate the integration of new employees, enhance job satisfaction, and contribute to long-term success.

4)     Employee training and education.

Employee training and education are fundamental and necessary components of organizational development, fostering a skilled and adaptable workforce. To establish best practices, organizations should begin by conducting a thorough needs assessment. This involves identifying specific skill gaps, both current and future, and aligning training programs with overarching business goals.

Collaboration between HR and departmental managers is crucial and will help to ensure that training programs are tailored to specific job requirements and industry trends. Embrace emerging technologies to deliver training in innovative ways, staying ahead of the curve in skill development.

Many training and education programs focus on the skills necessary for the employees to have the skills they need today but fail to anticipate the skills that will be needed in the company of tomorrow. For instance, what impact might Artificial Intelligence (AI) have on the knowledge-workers in the company such as programmers, engineers, sales, marketing, and even HR? Is your company considering these future needs today?

A diversified approach to learning is essential. Combine traditional methods, such as workshops and seminars, with modern techniques like e-learning modules and interactive simulations. This will accommodate the different learning styles and ensures engagement. And regularly assess training effectiveness using metrics such as skill improvement, application in the workplace, and employee feedback. Adjust programs based on these evaluations to optimize impact and relevance.

Employee training should be linked to career growth. Offer clear pathways for advancement and provide support for employees seeking additional qualifications. In essence, effective training and education practices contribute not only to individual and team proficiency but also to organizational agility and competitiveness in a rapidly evolving business landscape.

The terms “upskilling” and “reskilling” are terms often used in the context of employee development, but they refer to distinct approaches with different objectives.

Employee Upskilling focuses on enhancing the existing skills of employees, usually to keep them relevant and competitive in their current roles or to prepare them for more advanced responsibilities within the same field.  The main aim of upskilling is to improve employees’ proficiency in their current roles or to prepare them for potential promotions by adding advanced skills and knowledge.

All too often, people are promoted to a position for which they are not qualified and are given scant opportunity to acquire the skills necessary to succeed.  Making matters worse, the person who fills the void of the person promoted also has a skillset deficiency.  The result is that neither employee is as successful in their new roles as they could be and tends to gravitate back towards the responsibilities of their previous role; creating stress, anxiety, and disharmony.

Therefore, upskilling is paramount for staying ahead in a dynamic business environment.  Begin by identifying the key skills that align with organizational goals through a thorough assessment.  Implement a tailored upskilling program that encompasses various learning methods, including workshops, online courses, and hands-on experiences.

Foster a culture that encourages continuous learning and professional development, emphasizing the value of upskilling for both individual growth and the organization’s success.  Provide accessible resources and support, enabling employees to take ownership of their learning journey.

As necessary, collaborate with subject matter experts and leverage external resources to design targeted upskilling initiatives.  Ensure that upskilling programs are aligned with industry trends and emerging technologies.  Regularly assess the effectiveness of upskilling efforts through performance metrics and employee feedback; making adjustments to meet evolving needs.

And establish a transparent communication strategy, outlining the benefits of upskilling and how it contributes to career progression.  Be sure to recognize and celebrate achievements and establish a positive and supportive learning culture.  In essence, strategic upskilling practices will empower employees, enhance their expertise, and position the organization for sustained success.

Employee Reskilling involves training employees in entirely new skills that are different from the current skill set they have.  It is typically necessary when there is a significant shift in the organization’s technology, processes, or business focus, and existing skills become obsolete.  The primary goal of reskilling is to equip employees with the skills required for different roles or to adapt to new technologies and business needs and therefore will be increasingly important if companies want to maintain a workforce in which they are already heavily invested and is imperative in today’s rapidly evolving work landscape.  

Begin by establishing what skillsets are needed for the present and future workforce and then create roadmaps for those with existing skillsets that most easily align with the future skillsets.  Then create a reskilling roadmap upon which the existing employees can embark.  Be sure to support the reskilling efforts by having the resources, including industry experts, which are necessary to be successful in the reskilling efforts as well as allowing the time necessary for the employee to become reskilled.  As with upskilling, be sure to accommodate diverse learning styles.  

A reskilling program that does not have the resources or allow the time is of no particular value.  

While upskilling is about refining and expanding existing skills to meet current or anticipated demands within the same domain, reskilling involves a more significant shift to entirely new skills and is often in response to major organizational changes.  But both reskilling and upskilling are vital components of a comprehensive employee development strategy that aims to ensure the workforce remains adaptable and capable in a rapidly changing work environment.

5)     Employee career development and progression

According to the Society for Human Resource Management (SHRM) the cost of acquiring a new employee can cost approximately $5,000 for a rank-and-file employee and approximately $30,000 for a professional or executive; even much more for top talent.  This includes all soft costs (advertising, recruitment, interviews, due-diligence, and so on) and hard costs (placement agency fees, onboarding costs, non-productive time while learning, and so on).

And once hired, and as a general rule of thumb according to the Small Business Administration (SBA) an employee will cost between 1.25x and 1.4x of the annual the salary on an on-going basis.

And these costs are also incurred (albeit to a lesser degree), when moving from one position in a company to another position in the same company.

Keeping these investment requirements in mind, it makes incredible financial sense for the company to take a vested and proactive approach when it comes to the career development and progression of an employee; if nothing else than to protect their original investment.

Therefore, the company must look at their relationship with the employee as a partnership; What are the aspirations of the employee?  What are the needs of the company now and into the future?  How can a roadmap be created that will satisfy the aspirations of the employee to meet the future needs of the company?  In this way, the company will support the employee in creating personalized development plans which align the employee’s aspirations with organizational objectives.  

As such, employee career development and progression are vital aspects of talent management that contribute to individual satisfaction and overall organizational success.  In pursuit of these goals, encourage regular performance discussions and goal-setting between employees and managers, providing constructive feedback and identifying development opportunities.  

Of course, plans are inert in and of themselves.  And as mentioned a few times already, it is necessary to provide access to the resources that will enable the employees to expand their knowledge and offer the ability to grow into the roles to which they aspire.

6)     Employee engagement and retention.

Companies invest a considerable amount of time and money recruiting and hiring employees.  But this investment is at risk of being squandered by not doing what is reasonably required to retain that employee.  And what seems lost is that an employee who is retained takes some of the pressure off the recruitment and hiring process.

As such, employee engagement and retention are critical factors in maintaining a motivated and productive workforce.  And the wise HR Department will know to invest in professional development opportunities for providing avenues for skill enhancement and career growth.  Doing so will also foster a sense of purpose by aligning individual roles with the organization’s mission and values and encourage social connections through team-building activities and events that strengthen interpersonal relationships.

Although it is almost cliché, an organization needs to promote and deliver on a work-life balance.  This can be accomplished in several ways by offering; flexible schedules, remote work options, and wellness programs that support employees’ physical and mental well-being.  But do not believe there is one magic approach which will serve the needs of everyone.  Better to offer an assortment and let the employee select (to the extent possible) what will best serve them.  It is also important to recognize and reward achievements, both big and small, to reinforce a culture of appreciation and acknowledgment.

To help tether an employee to the organization, offer a sense of being a part of something, and support employee engagement, establish clear and transparent communication channels to keep employees informed about organizational changes, goals, and successes.  Also provide opportunities for employees to contribute ideas and feedback, fostering a sense of ownership and involvement.

Help the employee understand that they can grow their role in the organization by implementing effective performance management practices.  This can include regular check-ins, goal-setting, and career development discussions.  And be sure to address concerns and conflicts promptly and professionally; making sure to maintain a safe space that is not adversarial for the employee to engage.

Ultimately, sustained employee engagement and retention stem from a holistic approach that prioritizes a positive work environment, opportunities for growth, and a genuine commitment to employee satisfaction and well-being. 

All too often, I see organizations that speak the words, but do not follow with deeds.  Do not be one of those organizations; be better. 

7)     Employee performance management.

People need goals.  They need goals to which they can strive.  They use goals as a guide for how their career is evolving and in what direction.  And they need goals for achieving the rewards for the effort and the increased value they are expected to drive to the company.

Effective employee performance management is integral to organizational success.  Begin by establishing clear performance expectations through goal-setting and regular communication.  Implement a continuous feedback system that emphasizes both positive contributions and areas for improvement.  Foster open and honest communication channels between employees and managers to address challenges and provide support.

Regularly assess performance through objective metrics and key performance indicators, aligning individual goals with broader organizational objectives.  Recognize and reward achievements, reinforcing a culture of excellence.  Provide opportunities for skill development and career growth, ensuring employees feel invested in their professional advancement.

Conduct regular performance reviews that are constructive and forward-looking, focusing on both short-term accomplishments and long-term development that satisfies the ambitions of the employee and drives value to the company.  Encourage employees to take an active role in their performance management, setting their own goals and contributing to the evaluation process.

Be sure to address performance issues promptly, providing constructive feedback and outlining improvement plans.  And pay attention to the opportunities for the company to improve their support of the employee that might come from these discussions.  Maintain flexibility in adapting performance management strategies to evolving organizational needs and industry trends.

By fostering a performance management system that is designed for the benefit of the employee and of the company, transparent, collaborative, and growth-oriented, organizations can enhance individual and collective effectiveness, ultimately contributing to sustained success.

8)     Employee compensation and benefits.

Over the past few years, especially in the tight labor market that has existed, employee compensation and benefits packages have come under considerable pressure.  There have been near countless instances that I have witnessed or heard of where; i) a valuable employee asks for a specific increase, ii) the company refuses to do what is necessary to keep the valuable employee, iii) the employee leaves, iv) the company spends a ton of cash looking for a replacement (not to mention the lack of the value the employee would have driven to the company had they remained), and v) finally hires a replacement at the price the original employee was asking (and who may or may not need the skills to be developed).

Crafting a competitive and motivating employee compensation and benefits strategy is essential for attracting and retaining top talent.  Begin by conducting regular market analyses to ensure salary structures align with industry standards.  Tailor benefits packages to meet diverse employee needs, considering healthcare, retirement plans, and flexible work arrangements.

As a start, establish transparent communication about compensation and benefits, ensuring employees understand the value of their total rewards package.  Consider non-monetary incentives such as professional development opportunities, recognition programs, and work-life balance initiatives.

Be sure to regularly review and update compensation structures to remain competitive in the market and recognize employee contributions.  Provide opportunities for skill development and career advancement, linking performance to rewards and seek employee input through surveys or focus groups to understand their preferences and needs regarding compensation and benefits.  

Foster a culture of fairness and equity in reward distribution to enhance employee satisfaction and motivation.  And assess and adjust compensation and benefits packages to remain competitive in a labor market that is quickly evolving.  

9)     Employee succession planning.

All the previous steps ultimately lead to succession; either an employee will be promoted to another position, or they will separate from the company.  Unfortunately, most companies have poor succession plans except for the most senior levels of management (and even then).

What usually will happen is that an employee will move into a new role for which they are not fully prepared; and where there might not be a formal upskilling program in place to assess the skills of the employee and train on what is lacking.  Compound this challenge with the person who has been promoted to take the place of the other and with similar challenges.  The result looks like a “Slinky”, where the employees are stretched to cover both their previous role and their new role.  And nothing good can come of that if it goes on too long.

Therefore, employee succession planning is a strategic initiative crucial for ensuring a smooth transition of key roles and sustaining organizational effectiveness.  Begin by identifying critical positions and competencies needed for future success.  Develop a talent pool by assessing current employees for leadership potential and high-performance capabilities.  Implement mentorship programs and leadership development initiatives to nurture and groom potential successors.

To avoid the pitfalls, a comprehensive succession plan must be created that outlines roles, responsibilities, and timelines.  As is a common thread throughout this article, the company needs to establish a clear communication strategy to inform key stakeholders about the succession planning process and its significance.  Foster a culture of continuous learning and skill development, ensuring employees are equipped to take on leadership roles when needed.

And the company needs to encourage cross-functional experiences and diverse assignments to broaden the skill sets of potential successors.  This can be accomplished, in part, by regularly reviewing and updating the succession plan to adapt to changing business needs and talent landscapes.  Be sure to provide ongoing feedback and performance assessments to ensure alignment between individual development and organizational goals.

The company should also incorporate contingency plans for unexpected departures, identifying backup successors and readiness plans; especially for critical roles or talents.  Communicate that succession planning as a shared responsibility across the organization, involving both HR and leadership teams.

The importance of a succession plan before promotion cannot be overstated.  A comprehensive succession plan identifies and nurtures internal talent, reducing the reliance on external hires and ensuring a pipeline of qualified individuals ready to step into elevated roles.  It mitigates risks associated with talent gaps and facilitates a smoother transition, promoting organizational stability.

By investing in a robust succession planning process and revisiting them periodically (once per year, at a minimum), organizations can mitigate risks associated with leadership gaps, build a strong pipeline of talent, and cultivate a culture of leadership development that ensures long-term success.

10) Employee off-boarding

There are two types of off-boarding an employee; 1) promoting them within the company to another position and 2) separation from the organization.

Employee promotion.

Employee promotion is a critical aspect of talent management that requires a strategic and transparent approach.  Begin by establishing clear criteria for promotion based on performance, skills, and potential.  Communicate these criteria openly, ensuring employees understand the expectations for advancement within the organization.

Encourage a culture of continuous learning and skill development, providing employees with opportunities to acquire the necessary competencies for higher-level roles.  Implement a fair and objective evaluation process, incorporating input from both supervisors and peers to assess an individual’s contributions and capabilities.

Ensure transparency in the promotion process, communicating decisions clearly and providing constructive feedback to those who may not be selected.  Celebrate promotions openly, recognizing the achievements and contributions of promoted employees.  Support newly promoted individuals with a smooth transition, offering guidance and resources to help them succeed in their expanded roles.

By fostering a culture of meritocracy and providing a clear pathway for career progression, organizations can motivate and retain top talent while maintaining a positive and fair work environment.  Regularly review and refine promotion practices to align with evolving organizational needs and industry best practices.

Employee promotion is a pivotal aspect of talent management, and a strategic approach, coupled with a robust succession plan, is crucial for sustained organizational success.  Begin by establishing transparent criteria for promotions, aligning them with performance, skills, and potential.  A well-communicated and consistently applied promotion process fosters a sense of fairness and motivates employees to strive for advancement.

Before promotion, assess potential candidates against the criteria outlined in the succession plan.  This involves not only evaluating current performance but also recognizing leadership potential and alignment with the organization’s values.  By promoting from within, organizations reinforce a culture of growth and loyalty, as employees see a clear pathway for career progression.

Continuous refinement of the succession plan is vital to adapt to changing business needs and talent landscapes.  Also, regularly communicate with employees about career development opportunities, and provide the necessary resources for skill enhancement.

In essence, an effective employee promotion strategy, coupled with a well-executed succession plan, not only acknowledges and rewards individual contributions but also ensures a sustainable talent pipeline, contributing to long-term organizational resilience and success.

Other than the promotion of an employee as described above, it is wise to have established a standardized offboarding process to ensure consistency and completeness when an employee leaves.  But this should already have been established as part of succession planning, right?  RIGHT?!


However, unlike a promotion, separation means the person will no longer be available to share the wisdom of the position they held for those who will be taking over their responsibilities; at least not for very long.  As such, employee separation, whether through resignation or termination, demands a thoughtful and respectful approach to mitigate potential negative impacts on both the departing employee and the organization.  

Use the opportunity to celebrate the employee’s contributions and express gratitude for their service.  Foster a positive and supportive environment during the departure, maintaining relationships for potential future collaborations or rehiring opportunities.  And ensure transparent communication about the reasons for separation while respecting privacy and confidentiality.  Provide departing employees with the necessary information regarding benefits, final pay, and the return of company property.

Make every attempt to conduct as thorough knowledge transfer sessions as possible (without it turning into an interrogation) to preserve institutional knowledge and ease the transition for remaining team members.  Finally, try to maintain open lines of communication post-separation to address any lingering questions or concerns. 

Although many companies perform them, I am not a big fan of exit interviews which are intended to gain insights into the reasons for employee departures and make data-driven improvements.  Frankly, I do not believe companies get the unfiltered answers (the answers might even be lies).  Most employees do not want to burn any bridges, throw people under the bus, or otherwise have a difficult conversation.  They just want to leave and get on with their next chapter. 

By handling employee separation with empathy and professionalism, organizations can uphold their reputation and create an environment conducive to positive employee experiences.

The Employee Life Cycle

We covered the 10 Stages of the Employee Lifecycle.  And what I have shared is just one spin of the cycle.  Surely, there is a beginning when a person first gets recruited and hired.  And the is also an ending when a person is off-boarded and separated from the company.  Otherwise, the cycle continues as the employee grows in their position and eventually moves into another position; keeping in mind that the moves might not be considered “up”, but can also be sideways, and even (more rarely) down.

And certainly, we can argue that some can be merged, some can be further separated, and some can even be reordered.  But then you would be missing the main point of the article, that it is a cycle; and a cycle that most companies have not implemented as well as they could and should.

It is also incredibly important that the employee does not leave all of this to HR, but takes an active role in managing the cycle; and the weaker the HR department is, the more the employee has to step-up and ensure they are taking control of their career trajectory; packing your own parachute, as they say.

Companies used to be very good at this; ensuring their workforce grows and stays.  There are many people on LinkedIn who I have met who have spent their entire life at a single organization.  There are also many more people who I have met that only stay a couple of years working for a company before they move on.  And almost always, it is because the company did not support the employee and the employee’s aspirations.

This leads me to believe the HR departments of most companies today are focused on helping employees on their career journeys.  Rather, they are more focused on compliance.  And that is a real pity and not in the best interests of everyone.

About the Author

Joseph Paris

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

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