Case Studies – Better Human Capital Solutions
Talent management of the right people – retain, develop, recruit
| Problem: |
High Staff Turnover |
| Objective: |
Improve Employee Retention |
| Background: |
Staff turnover was considered too high by the CEO. The business was spending a lot of money on recruiting new staff. As well, there were the hidden costs of down time due to a lack of staff and also the training costs for the new staff. Management’s loss of focus on the business caused by excuses emanating from not having the right staff on board was also causing a lot of frustration for the CEO. |
| Assessment: |
The loss of talent in business can be a large hidden cost – there is no line on the profit and loss statement to reflect this cost – it is hidden amongst salaries and wages and lower sales and lower gross margins. The first step is to obtain recognition that this is a problem that can be fixed. Whilst there are some factors which may be outside the direct control of a business, there are many things a business can do to minimise these negative impacts of staff turnover. |
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| Problem: |
New Hires are not up to scratch |
| Objective: |
Select better new hires |
| Background: |
The CEO felt that the hit rate with new hires was not as it should be. Too many new recruits were not top performers and too many were leaving within 12 months. Not only was this tying up valuable time of the HR people with repeating recruiting and initiation programs but it was also resulting in the Line Managers becoming frustrated with having to train up inexperienced team members yet still be expected to achieve their operational budgets Further, blame for the problem was being passed back and forth between the HR function and the Line Managers as neither felt they should bear responsibility for the problem. |
| Assessment: |
Hiring people who are under performers or who are not well suited to the job is an ongoing dilemma for many business owners. Resumes and interviews might suggest a person is the right person for the job but it is only when they start working on the job that you can really tell whether they are the right person for that job.
The first step is to look at current hiring practices to understand what is the status quo when hiring a new recruit. Whilst not all poor hiring decisions can be avoided, many can be minimised and time spent on the process can be significantly reduced in a very cost effective manner. The next step is to put in place a solution.
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| Problem: |
Business suffering from low worker productivity. |
| Objective: |
Better understand what were the attributes of top performers and low performers to improve future hiring decisions. |
| Background: |
A financial services organisation was facing a productivity problem. They conducted a study to examine the relationship between employee performance and job match to the ProfileXT®. What they learned has armed them to better select productive employees |
| Assessment: |
Underperformers can have an adverse impact on staff morale, as well as lower the level of overall productivity being achieved. By not clearly understanding what makes a top performer and an under performer in each area of your business, you are likely to undermine not only the employee morale but also the ability of your managers to perform.
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| Problem: |
Fear of Change |
| Objective: |
Ensure cultural change feeds through into employees |
| Background: |
The business had grown too large for a centralised decision-making system. After the CEO envisioned the changes his organisation needed, he talked to managers about their concerns. This was essential in helping him understand how change sometimes threatens managers.
Changing the work culture was considered essential to more efficient operations. One specific issue that needed to be addressed was continuous training and development of employees.
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| Assessment: |
Although leaders often notice certain behaviours in managers who are resistant to change, leaders may not recognise these behaviours as symptoms of resistance. Here is what to look for:
- expressions of frustration at the mere suggestion of change
- skepticism when someone notes that change is necessary
- resistance even after concerns are addressed
- reminiscing about "the old way" instead of embracing what will come
- doing things the same way but expecting new results
- obvious discomfort with the ambiguity that change brings
- communicating a different message to team members than the one they heard from top leadership
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