Originally served on May 25, 2020 @ 6:39 pm
Last Updated on October 20, 2021 by Pratik
A Mid-size IT services organization
The Pain Point
The client approached The Brew with a mandate to improve their talent selection process (& talent acquisition roi), especially for their 3rd party outbound voice operations hiring (also referred to as contact centers). The existing practice was heavily skewed with focus (and limited) to skills, evaluated through assessments. But Hiring leaders wanted to drive better business outcomes through improved talent acquisition, implement closed-loop analytics to drive incremental hiring improvement, and utilize better assessment content that matched their hiring needs more closely. Also see, other related case studies – Linking Critical Behaviors to Business Outcomes and Improving Talent Acquisition ROI.
Here is a glimpse of one of the anomalies, from the attrition trend, the organization found that employees with high Net Promoter Scores (Also see, Critical Business Metrics for Contact Centers) tended to leave the company at a higher rate than lower performers. Partnering with their business leaders & hiring leaders, In a way, they were being feeder stock for other organization, and while talent retention for this organization definitely needs more working, we decided to defer that, digging deep in to an equally important part of human capital value chain – Talent Acquisition. The Brew focused on two job categories – Customer Service and Claims.
Performing job analysis for these functions, we set out to understand the critical success factors for new hires in either a customer service or claims positions with 28 Customer Service subject matter experts (SMEs) and 44 Claims SMEs. The average job experience for the Customer Service SME sample was 4.5 years. The average job experience for the Claims SME sample was 5.6 years. The job analysis showed that the following work skills, abilities, and motivations should be measured:
Along with the above, we deep partnered with the Company’s Operational and HR leaders to marry the critical success factors with the potential business impact that could be achieved with a talent selection process focused on driving business outcomes:
With the above cause & effect / correlation established, we moved forward to design & evaluate the assessments, helping us predict the metrics needed for success, From our validated inferences, we recommended a holistic pre-hiring measurement approach to drive flexibility in hiring with a comprehensive measurement approach (which now included Ability, Behaviors & Skill) as against the high focus on Skill earlier.
|Performance Ability||Analytical Skills, Logical Reasoning|
|Problem Solving Assessments||First Call Resolution, Adherence,|
|Behaviours Scale||Achievement, Curiosity, Dependability, Energy, Amiability, Inherent Self Motivation||Personality Inventory Assessments||Voluntary Attrition, Adherence, Quality, Net Promoter Score, Average Handling Time|
|Skills Scale||Multi-tasking, Information Reliability & Accuracy, Customer Centricity, Service Orientation, IT proficiency||Work Environment Simulation||FCR, AHT, NPS, Adherence,|
Post deploying these recommendations, along with modifications to hiring process – the results not only validated the improvement in quality of hire, but as well plugged the inherent talent leak – where new hires with high NPS were not leaving the system, at a faster rate than with low performers.
The Impact – Getting past goal of Talent Acquisition ROI
Basis the above deployments, the system saw a steady improvement in both, talent data & business outcomes, especially in attrition & NPS (the goal of improving talent acquisition roi being met beyond anticipated expectations). While NPS would better by 4.30%, there would be marked improvements in attrition across the board (key improvements being made in 0-90 day, involuntary attrition by 64% and voluntary attrition improving by 22% for both 0-90 and 0-180 days).