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Innermetrix

Esettanulmányok

Nemzetközi portfóliónkból merített esettanulmányaink adnak választ arra, hogy a Tehetség azonosítási, illetve Szervezetfejlesztési - és Tanácsadási tevékenységünk, milyen számszerű eredményeket hoz Ügyfeleinknek.

Win-Win Selection Case Study:
Proffitts Inc, a retail store chain in the U.S., was hiring customer service reps for years and had a pretty poor record of finding people who would stay longer than nine months. Their human turnover rate was over 35%. Their typical selection process included resume screening, two interviews with the hiring managers and his superior,
reference checks and a probationary period of 90 days. This so typifies the traditional hiring program we encounter in the marketplace. To complicate matters, they were even more frustrated after a consultant suggested they hire for certain personality traits like compassion and empathy and communication skills. This had no impact on the turnover rate. Only after the company started taking a careful look at the job they were asking people to do, and seeking to match that with what the candidates wanted, did they see significant improvements. With our help they first analyzed the position to see what kinds of behavior, values and thinking it required and rewarded. It turns out that a portion of the customer service person.s compensation was based on how many calls they handled without having to pass the call to a higher level of technical
help. The fewer calls they passed on, the more they were paid. The problem was, however, they were hiring people who had natural talents for talking, socializing, and empathizing with the frustrated customer. These people had much less natural talents for critical thinking, analytical thinking, technical problem solving, logistical
thinking, etc., and these were found to be the things the job really required if the problem was going to be handled at the first level. The company had two options: (1) they could either start hiring for the front line as they did for the technical support, (2) they could continue to hire as they had been, but change the way they compensated them. Since they already had a technical support group, they decided to start compensating the customer service people based on things more in line with their natural talents (e.g., making the customer happy, listening, soothing angry customers,
etc.). These were things the company was able to measure through customer feedback and satisfaction surveys. The result was that instead of feeling like they were doing a different job than they were hired for, the customer service reps felt they were rewarded for doing what they were good at. Dealing with people not technical
problems. This may seem like a simple solution, but this problem existed for years before an easy examination of the job uncovered incongruence between what the employees were good at and what they were tasked with doing.
By changing the way the compensated this position the company enjoyed an 8% decrease in turnover.
 

Managing the Individual Case Study:
Revlon Singapore, had a sales force of transactional sales people, out on the street, making door-to-door cold calls on businesses. The requirement from management for each sales person was a minimum of ten cold calls per day. This was the case because on average the typical sales rep would only close one out of every ten calls.
Maggie B. was hired into this organization as a sales person and struggled from the very beginning. She never seemed to get into a flow. Her manager reported her being abrupt, disorganized and awkward in front of the prospects when making her calls. They tried sales training to shore up her selling skills, and this had some positive impact, but she was still not closing what her manager felt she should have been. One of our consultants took an enlightened approach and considered Maggie.s natural talents with a battery of psychometric profiling. What he discovered was that while the average successful rep was not very empathetic, had an extremely high competitive drive to win and needed to make contact with a minimum of ten prospects per day because they weren.t very social. Maggie was the opposite in many regards. Whereas the other reps could afford to make ten calls per day because they didn.t spend a lot of time with each person, Maggie, on the other hand, was extremely empathetic, very social and spent what seemed like an inordinate amount of time with each prospect. While the other reps were generally motivated by beating the competition, Maggie was motivated by a desire to serve and benefit the client. As a result, Maggie felt rushed most of the time, and was constantly pushing herself to act contrary to her natural style. This is what her manager saw as awkward, disorganized and abrupt behavior. In an enlightened moment her manager suggested she forget the minimum ten cold calls per day and instead create her own approach to reaching her sale based on her natural talents, and no one elses. She did this for one month and averaged in that time three cold calls per day, well below the requisite for the job.
The interesting thing, though, was that she closed the same average number of sales (five per week) as the other reps. Where it took them ten calls to get one sale, Maggie.s approach achieved the same results with only three prospects. When she was true to her own talents, and maximized what she was good at (actually caring for the customer, listening to their needs, communicating with them) and was allowed the time to explore these strengths, she found she was just as productive as the others who were doing it their way.