(+5 rating, 1 votes, rated)
Loading ...The Issue
A well-known manufacturing/distribution company with approximately 200 employees and annual revenue >$25 million, needed to attract the right talent for new R&D and Plant Manager positions that would fit with the existing management team’s behavioral styles. Past recruiting efforts had been “hit and miss”. Training costs as a result of turnover were too high.
The Fix
We used proven behavior assessments to clarify exactly what kind of candidate would be the best fit for the two positions that needed to be filled. We benchmarked the job requirements, assessed the behavioral styles of the existing management team, developed profiles for the ideal candidates for the positions, and evaluated potential candidates using quantifiable metrics for fit for the positions.
In laymans terms? We figured out what the job required, and then used the assessments to pin-point a candidate with just that skill set.
The Outcome
The company hired the right talent for the positions the first time, enhanced the management team, and saved tens of thousands of dollars on costs related to re-hiring, re-training, and disruptions to existing workforce operations. Aligning the job with the candidates’ strengths not only causes an increase in productivity and a decrease in turnover, but also creates a less stressful environment for employees and management. A more satisfying environment for all.
Bob Staiger
www.swensoncorp.com
I love this concept in hiring. We spend a large percentage of time focusing on making sure that a new employee not only has the skills for the position but, also that they will fit as part of the team and the environment. We have developed a team that makes you want to come to work every day. We all get along and Think of each other as friends even away from the office. Once again great article