Hopemore International – People Management Consultants | Mission

Hopemore International People Management Consultants exist to create a better tomorrow for the next generation by strengthening organizations through strategic people management and leadership development. We partner with executives, managers, and frontline leaders to address workforce challenges intensified by the COVID-19 pandemic, including performance gaps, engagement, compliance, and organizational culture. Through data-driven HR strategies, coaching, and targeted interventions, we build resilient teams and sustainable organizations where people and performance thrive.

Hopemore International – People Management Consultants | Vision

We envision organizations where people are valued, developed, and led with integrity, purpose, and clarity. Hopemore International People Management Consultants aspires to be a trusted partner in shaping workplaces that are equitable, compliant, high-performing, and resilient in a post-pandemic world. By strengthening leadership and people systems, we help organizations build cultures that empower today’s workforce and prepare the next generation for lasting success.

HI People Management Consultants Services

Hopemore International People Management Consultants focuses on six core areas that work synergistically to transform organizations:

  • Strategic HR & Talent Management

  • Compensation & Benefits

  • Compliance & Policy Development

  • Performance & Training

  • HR Technology & Optimization

  • Organizational Development

  • Culture Change (e.g., Diversity, Equity, Inclusion & Belonging—DEIB)

Explore our wide range of services designed to help your educational institution move forward confidentially with confidence and precision.

Additional services are available as needed. Let us know your ideas.

  • Developing workforce strategies, talent acquisition, recruitment, and succession planning.

  • Designing competitive pay structures, bonus programs, and total rewards programs.

  • Ensuring adherence to labor laws, creating handbooks, and managing risk.

  • Creating performance appraisal systems and employee development programs.

  • Implementing HRIS, ATS, and other HR automation systems.

  • Managing change, restructuring, and improving company culture (e.g., Diversity, Equity, Inclusion & Belonging—DEIB).

HI People Management Consultants Process

  • Level 1: Strategic Blueprint

    Best for: Organizations that want expert direction but will execute internally

    Leadership intake + document review

    Assessment of people management challenges

    Customized People Management Plan (policies, practices, and recommendations)

    Implementation guide and timeline


    👉 Client implements independently

  • Level 2: Guided Implementation

    Best for: Organizations that want structure and accountability

    Everything in Level 1

    Virtual or in-person leadership workshop to walk through the plan

    Implementation coaching for managers (2–3 sessions)

    Tools, templates, and communication resources


    👉 Client implements with consultant guidance

  • Level 3: Collaborative Implementation

    Best for: Organizations seeking shared responsibility for change

    Employee and leadership surveys or focus groups

    Data analysis and diagnostic report

    Refined People Management Plan based on findings

    Midpoint evaluation and adjustments

    👉 Consultant co-leads implementation with leadership

  • Level 4: Embedded Change Partner

    Best for: Organizations undergoing major transformation

    Everything in Level 3

    Manager and supervisor training sessions

    Change management and communication strategy

    Quarterly progress reviews with leadership

    👉 Consultant-led implementation across departments

  • Level 5: Full-Service People Transformation

    Best for: Organizations committed to long-term culture and performance change

    Employee surveys, interviews, and culture assessment

    Design and execution of the full People Management strategy

    On-site or embedded consulting support

    Monthly reinforcement trainings and leadership coaching

    Continuous monitoring, reporting, and refinement


    👉 Consultant acts as an extension of the organization

Contact HI People Management Consultants

Prior Management Research

Boyle, T. B. (2015) (Ph.D. thesis chapter 1,2, and 4) Employee Empowerment and the Impact on Job Security and the Psychological Well-being of the Employees

This research will investigate the difference between continuous improvement empowerment and psychological empowerment whilst learning its implications on the employee’s job security and psychological well-being in the attempt to demonstrate if there is a variance between a technical and a non-technical job category. This research will explore the perception of the employees—technical and non-technical job categories—which are being empowered, in order to discover the similarities and the dissimilarities in the way the employee perceives, receives, and utilizes empowerment. There are two important elements of this research. One important element of this research is to discover if there is a job category variance from the way the employee perceives, receives, and utilizes empowerment. The other important element of this research is to discover what impact the variance has on the employee’s job security and/or the employee’s psychological well-being.

Boyle, T.B. (2012) An in Depth Look at New Jersey’s 2011 License Change: Effects on New Jersey’s Casino Dealers and New Jersey’s Casino Organizations

This study examined the impact of New Jersey’s 2011 casino licensing changes on dealers and entry-level supervisors in Atlantic City. Findings indicate that replacing the 21–License with the weaker CER–35 registration card reduced employees’ sense of job security and motivation. The discontinuation of state-tracked work hours since 1995 further contributed to diminished stability. The research also revealed significant “reality gaps” between employees, management, the New Jersey Division of Gaming Enforcement, and casino HR departments, highlighting conflicting perspectives on accountability and oversight. Overall, the licensing change weakened employee security while creating organizational disconnects.

Boyle, T. B. (2012) Is the Gaming Industry in Macao, China Sustainable?

This research showed how quickly the gaming market has grown in Macao, China after going from a monopoly to an oligopoly market. In addition, the research showed how the Chinese Government played an important role in development. At the time of the writing the authors in the literature review, were predicting the future of Macao. With time and financial statements, the predictions were incorrect. The literature stated there was a doubt about the growth in Macao; however, the gaming market has grown in Macao, while under construction. Convention tourism is another market Macao could explore. Learning what Las Vegas and other destinations did correct and wrong will allow more knowledge and different approaches to be taken by the gaming industry. The Chinese Government manages the supply therefore the Chinese Government manages the gaming competition. When the Chinese Government issued the three concessions, they probably did not expect the reaction to be so over- whelming. Now the government needs to play catch-up with the infrastructure of Macao and Cotai, they have the monetary resources but could have trouble with the human resources. Hopefully the dealers and construction employees will not look at the short-term monetary reward they will receive but will take the opportunity to build themselves a career and/or further their education. Looking at the past financial figures in a five-year block shows that even with construction on going Macao was and should be sustainable. Macao’s infrastructure needs to be addressed and the competition in other Asia Markets needs to be constantly examined. 

Boyle, T. B., Ford, A., and Kuzmich, A. (2010) Wynn, MHM Resort, and Las Vegas Sands 

This paper discusses Wynn Resorts, MGM Resort International and Las Vegas Sands. A company overview, comparing and contrasting; the Return on Asset (ROA), Return on Equity (ROE), Return on Investment (ROI), Revenue per Employee, Total Debt to Equity, Earning per Share (EPS) and Stock price. A SWOT Chart is providing the comparing and contrasting of the companies. Concluding with Future Scenarios for the companies. Allowing investor to make their best decision on which company to invest in.