|
|
| Sample
Outputs of WorkRelationships' Interpersonal Risk Management System
for Company Y |
|
Industry:
Services
Employees: 120
Situation: The human resource director from a small services
organization initially contacted us because of the significant turnover
in his company during the first 90 days of employment. While his
overall employee turnover rate was consistent with industry standards
(about 15 percent), his new hire turnover rate was more than double
that of his primary competitors. A employee turnover analysis had
indicated that this was costing his organization approximately $9,000
per employee. What he said he needed was a way to evaluate and improve
employee retention, particularly of his service technicians during
the first ninety days of employment.
|
|
Interpersonal
Risk Profile: Results of the Interpersonal Risk Audit revealed
an interesting Interpersonal Risk Profile. While the company appeared
to do an adequate job of recruiting, their job orientation program
and interviewing skills appeared problematic. A review of exit interview
data indicated that many new hire voluntary turnovers were due to
1) an unrealistic job preview during the hiring process; and/or
2) a lack of mentoring/structure during the early days of employment.
In addition, upon review of their current management development
program, it became clear that the service managers tended to focus
on employee problems rather than employee development; as such,
problem employees consumed much of the managers' time and the best
employees felt neglected and often quit.
|
|
Click
to see sample results:
Click
to see hiring and interviewing recommendations
|
|
Consultation: During the follow-up telephone conversation, the
human resource director was interested in developing a management
development program that would focus on more accurate hiring and
retention practices. She was unclear, however, as to how to translate
the Interpersonal Risk Audit profile into tangible management skill
development. The WorkRelationships' consultant suggested that, as
a first step, the managers complete the Interpersonal Risk Assessment
for Managers to identify the training components that would be most
critical to hiring and retention.
|
|
Managers'
Training Needs: Results of the Interpersonal Risk Assessment
for Managers identified several interviewing and coaching skill
deficits, some of which were apparently creating unintentional employment
liability for the company. In addition, because many of the service
managers had been promoted from service technician positions, they
tended to focus more on developing effective interactions with customers
than on understanding the development and motivational needs of
the technicians themselves.
|
Results: Because of the small business size, the WorkRelationships'
consultant initially focused on utilizing existing resources to create
greater organizational commitment. For example, a voluntary new hire
mentoring program was put into place and a financial incentive was
provided to experienced service technicians who were willing to train
and coach new hires. A one-day management training class was implemented
for service managers, which focused on improving hiring choices, improving
realistic job previews, and developing individual performance plans
for new hires. As a result of this implementation, new hire voluntary
turnover was cut in half within six months. |
|
ROI: Company Y had employee
turnover in new hires occurring through all levels of the organization.
During the last year they had 10 managers, 15 Supervisors, and 18
Non-supervisors leave the organization. When entering theses numbers
in the calculator it was determined that turnover was costing the
organization approximately $2,247,900 and that by implementing the
WorkRelationships recommendations a potential savings of $468,826
could be realized.
|
|
Click to see sample employee problems calculations:
|
|
