Amy Levine is the owner and principal consultant of Think Feel Act Do LLC. Amy has over 25 years of progressive Human Resources experience and a diverse set of skills across multiple HR disciplines. She has successfully lead strategic change initiatives and executed on the design, development, and implementation of learning and development solutions created to optimize human performance effectiveness. She has provided human resources support to employees at all levels in the transportation, financial services, creative arts, technology consulting, and outsourcing industries. She has extensive experience in the following competencies:
- Organizational Development
- Leadership Development
- Performance Management
- Employee Engagement
- Change Management
- Talent Management
- Training and Development
Amy has extensive experience in performing organizational audits working with operations managers to identify and analyze performance gaps. Her ability to get to root cause provides valuable information used in the solution design. Such solutions have included the creation of a standard operating procedures manuals, job design and descriptions, communications strategy, team building workshops, and leadership training and development. She works closely with clients throughout the process of data collection, data analysis, and execution to ensure solution(s) stay aligned to the stated business needs and objectives.
Amy strongly believes that a strong performance management system designed to empower the team member and enable organizational growth is a win-win for all involved. She has designed 360 competency and performance based assessment models. She has tailored competency models and 360 feedback tools to meet the specific culture and business objectives of each client. Amy has designed and executed managerial trainings in all aspects of performance management from writing SMART objectives to delivering effective feedback. She has a passion for helping managers and employees approach the performance management process as a partnership and begin to understand it as one of the most effective management tools.
Amy recognizes the importance of aligning talent to the organization’s goals and objectives for both employees and companies to be successful. She has worked with Recruiting teams to help define the talent acquisition strategy, employee value proposition and interview methodology. She has facilitated talent identification and growth discussion sessions resulting in a succession plan strategy and capabilities gap assessment. She has worked with leaders to create action plans to both build and buy the talent needed to close the gap. She has produced career development frameworks, constructed learning maps, and designed career paths.
Amy has designed, developed and executed the change management strategy, impact analysis, training and communication strategies for several organizational changes including an ERP implementation and a culture shift. She understands that organizational change management should begin with a systematic assessment of the current situation to determine both the need for change and the capability for change. She uses her background in the Kotter’s 8
Step Change Model as well as the ADKAR model to inform her assessment design and the client’s desired outcome. Many change management initiatives are a result of employee engagement surveys where organizations get a clear picture of both their strengths and opportunities for improvement. Amy has worked with organizations in creating employee engagement and satisfaction surveys. She has supervised the administration of the survey, worked with leadership teams to communicate the results, and facilitated team meetings to identify next steps in resolving department issues. This comprehensive approach has allowed many organizations to make deep and lasting changes as confirmed by an increase in their yearly engagement survey scores.
Amy has worked with several organizations in creating high potential leadership development programs to ensure management bench strength. She designed the application process, defined participant criteria, developed the competency model, facilitated the executive team decision making meetings, and managed the gap assessment process for chosen participants. Additionally, she has identified alternative learning solutions such as cohort coaching teams, quarterly teach backs, mentoring partnerships, and job rotation programs. She has provided one-on-one coaching for all levels of leadership from front-line supervisors to executive team members. Issues ranged from leadership presence and performance management to career development and job skill alignment.
Training and Development
Amy is a certified trainer through AchieveGlobal and Development Dimensions International (DDI). She has extensive experience in delivering soft skills training and management development programs. She has delivered both virtual and classroom training on such topics as; performance management, conflict resolution, delegation, team leadership, communications, managing change, difficult conversations and promoting a respectful workplace. She enjoys working collaboratively with curriculum leads in course design efforts and evaluating the practicality and application of the course content. Amy has partnered with vendors to successfully create long- and short-term training programs that have enhanced employee performance as evidenced through employee opinion surveys and participant evaluations.
Georgetown University, Organizational Development Graduate Certification Program
The Coaches Training Institute – Co-active Coach Training Graduate
Myers-Briggs Type Indicator
Korn Ferry Leadership Architecture
DDI Interactive Management
AchieveGlobal Leadership Development
2012 Honoree – Human Resources Leadership Forum: Leadership Excellence Category