EOD Resources - Delivering Expertise on Demand

Management Team

Lisa Phillips: President; Email Lisa; 770.720.2790

Tal Phillips: VP of Business Development; Email Tal; 678.787.7868

Mary Ann Goulding: VP of Customer Relationships; Email Mary Ann; 404.375.8786

Melany Goulding: Director, Talent Services; Email Melany; 404.406.9906

Blake O’Neill: Director, Resource Acquisition; Email Blake; 404.432.6691

Company Overview

Headquartered in Canton, GA, EOD Resources is a woman owned, fully-integrated staff augmentation company that focuses on knowing our clients, understanding our clients' needs, and being able to meet those needs effectively. We define ourselves by the relationships we build, the quality we deliver to our clients, and the process we follow.

"Our approach is simple - know the customer, understand the need, meet the need."We center our attention on the integration of our customer needs through the utilization of people, processes, and technology throughout each phase. We are founded on the commitment that distinct service to our customers requires an approach that fosters this integration of people, processes, and technology. Our approach is simple - know the customer, understand the need, meet the need. Our delivery is where we consistently outperform our competition.

EOD Resources offers low cost staff augmentation options to suit your schedule and workforce needs. We provide staff augmentation by the person, project, or team or take on a blended engagement. You can retain consultants for both mid- and long-term assignments on either a contract, contract-to-permanent or full-time basis.

Whether you are seeking a job or an employer looking to fill some holes within your company, EOD Resources has provided you with all the tools to connect people with opportunities.

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EOD Resources
2205 Riverstone Blvd, Suite 252
Canton, GA 30114
phone: 770.720.2790
fax: 678.306.4787
help@eodresources.net

EOD Resources News and Tips

Steps to a fast track / top-down change approach:: 1. Analyze how the organizational strategy and structure need to be altered; 2. Provide a recommended course of action; 3. Quick movement to restructure and implement change throughout the organization; > Emphasis: speed of response; >Emphasis: managing problems as they occur

Steps to a gradual response / bottom-up change approach:: 1. Consult with managers at all levels of the organization by top management; 2. Development of a plan of change (gradual, over time) with timetables and stages; 3. Implement change according to stages outlined line plan; > Emphasis: participation; > Emphasis: informing the organizational team as to the situation as it occurs; > Emphasis: uncertainty minimized

Ensuring the proper socialization of new employees, expectations should be set up front for new employees (and old for that matter). These expectations would include:: > Professionalism and attitude are highly regarded traits; > Your actions represent the organization in all that you do; > Focus on team mentality, you are a part of a team; > Individual contributors make for C Players; > Team players and team builders make for A Players; > You are only as strong as your weakest link (weakest employee); > Your role is very important to the company’s success; > Your commitment, to your team and the organization, is delivering high-quality output; > You take responsibility for the quality and methodology of your work; > You take the initiative; > You ensure that the work is completed on time and done to standard; > You look for solutions and how you can improve the process

Employee burnout can happen at any level of the organization and with a few strategies that focus on the employee may prevent this burnout effect. If burnout still occurs after improving job design, ensuring effective leadership and communication, and increasing job satisfaction and employee motivation, the following items are suggested ways to improve employee retention:: > Allow employees to feel a part of the decision making process. There are some decisions that are meant for the executive management team, however, there are decisions that the organization to gain participation from the rest of the employees so they feel vested in the vision of the organization.; > Ask for feedback from the employees - understand from their perspective what some of the troubles may be and ask what they would do to solve some of the problems.; > Participate in 360 evaluations - the use of multiple raters in the assessment of individuals; > Have employee-oriented events (BBQ, pumpkin carving contest, teambuilding exercises, team outing, birthday parties, etc.); > Start-up employee appreciation programs - create special awards to recognize employees; > Engage in a community-focused atmosphere - associations, community-based enrichment activities, local charities; > Encourage team building - Habitat for Humanity, walk-a-thons, food drives, charity events

Improving employee satisfaction should include short-form questionnaires that are distributed to the workforce and returned to gain an idea of how satisfying employees are with aspects of their work and how it can be improved. Sample questions would include, on a scale from very dissatisfied, dissatisfied, neutral, satisfied, to very satisfied:: > The chance to do different things from time to time; > The way my boss handles subordinates; > The competence of my supervisor in making decisions; > The way my job provides for steady employment; > The chance to do things for other people; > The chance to tell people what I do; > The chance to do something that makes use of my abilities; > The way company policies are put into practice; > My pay and the amount of work I do; > The chances for advancement for this job; > The freedom to use my own judgment; > The working conditions; > The way my co-workers get along with each other; > The praise I get for doing a good job; > The feeling of accomplishment I get from my job

Job satisfaction is referred to as the "degree of pleasure an employee derives from his or her job" by which there are two levels of job satisfaction through global job satisfaction (overall attitude about a job) and job facet satisfaction (attitudes about certain aspects of a job).: The degree of job satisfaction is highly correlated to job performance, in that "ideally we would like to be both productive and happy in our work", however, attempts to increase productivity may in fact decrease job satisfaction. This goes hand-in-hand with turnover and absence, in that "turnover and absence are often referred to as withdrawal behavior because they reflect the employee withdrawing from a noxious employment condition, either temporarily (absence) or permanently (turnover)". The satisfaction in life is also correlated to job satisfaction. There are several variables to account for when looking at employee satisfaction.

There are five critical concepts of motivation as it relates to work. These five critical concepts include:: > Behavior - an action from which we understand motivation; > Performance - an assessment of the behavior; > Ability - our capacity to perform the behavior (what can be done); > Situational constraints - environmental conditions and factors that either enable or disable our behavior (what is allowed to be done); > Motivation - forces within and beyond an individual’s being (what will be done)