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F&H Solutions Group’s consultants are knowledgeable about many of the most important global human resources and labor relations issues of the day.

We are frequently asked to provide expert commentary and enjoy sharing our insights with the media. For all media inquiries, please contact Samantha Glass.

Media Mentions

Munoz's biggest challenge at United: fixing a 'toxic culture'

In this article, FHSG President Jerry Glass is interviewed about fixing the toxic culture at United:

Jerry Glass says people are right to be skeptical that United can change. But he's bullish. "I see a very different United taking shape," says Glass, who's been involved with United in the past but wasn't part of any recent negotiations. He points to the reaction last summer when Munoz hired Scott Kirby from American Airlines as president. "I saw excitement at United that I'd seen maybe never, that they were bringing in the best people they could. People I know at United went, wow!"

Crain's Chicago Business   |   
Your Mission Statement Sucks. Here's How to Craft One That Works

In this article, COO Brad Federman was interviewed by Inc. to give tips on how to write a successful mission statement. Besides serving as a touchstone, your company's mission statement can work for you. Here's how to craft one that pulls its weight.

The much-maligned company mission statement can be a powerful and lasting sales tool. Here's how to start.

Ask why, not what

Before you pen a mission statement, consider why your company exists, not just what it does. One company's execs told Brad Federman, COO of consulting firm F&H Solutions Group, "We make electrical parts. It isn't sexy." But its components are in the Empire State Building and the Golden Gate Bridge. That led to a new perspective and a clear mission: "We help build and sustain American icons through quality American manufacturing."

Keep it short

Three sentences are about the most you should ever have," says Federman. "If there are a lot of paragraphs, people won't remember them. One of the best was Pepsi's one-time mission statement 'Beat Coke.' People would come to work thinking, 'How do I beat Coke today?' "

If you can't do it right, don't do it

"If a consultant or marketing firm wrote it for you with nice, flowery language, it's meaningless," Federman says. A bad mission statement can hurt you, he adds. "If it says one thing and people see the company doing something different, it creates doubt in employees' and customers' minds. You're better off without one."

Inc.   |   
An Evaluation of the Large Regional Jet Market

FHSG President Jerry Glass was interviewed (quoted extensively on pages 27-28) by Aircraft Commerce Magazine about the regional jet evolution and the influence US major airline labor agreements and scope clauses have on fleet planning in the regional airline market. And, what his potential predictions are for the future impact of scope clauses.

"Before the RJ evolution that began in the 1990s, scope restrictions did not really apply to regional flying. Turboprops were not seen as a threat to mainline pilot jobs due to their limited range. The first scope limitations started to appear in the 1990s as 50-seat RJs began to enter the market. These generally restricted the number of 50-seat RJs that could be operated. Scope clauses have been adjusted as technology continued to improve and larger RJs with longer range were introduced. Initially flying was outsourced to regional operators so that they would provide feeder services to mainline jets at large hubs. Technological improvements mean that the latest RJs have the capacity and range to serve long-thin routes that used to be the exclusive domain of mainline aircraft. They could therefore be seen as more of a threat by mainline pilots' unions, and their arrival has led to the introduction of even more detailed scope limitations, including those that prohibit RJs from operating certain routes."

Aircraft Commerce - Jet Feature   |   
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