Gately Consulting

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3 Case Studies

Note: The information in these case studies is specific to the particular clients and the Job Match Patterns, actions, results, benefits and recommendations should NOT be assumed to have application to all situations. Each user must develop Job Match Patterns customized to their unique situation.

The following case studies, FIN01 and HEA01, and HOS01 were
undertaken to demonstrate power of the job matching method.

Case Study Code: FIN01 HEA01 HOS01
Industry: Financial Services Health Care Hospitality
Type: Credit Union Hospital Hotel
No. of locations: 5 1 1
No. of employees: 200 370 133
Basis for Case Study: To determine a correlation between Profile scores and turnover rates High Turnover Low Sales
Department: Member Services Mental Health Sales/Vacation Club
Employees in Dept.: 60 275 150
Assessment used: The Profile The Profile The Profile
Employees assessed: 56 25 150
No. of Top Performers: -- 17 7
No. of Bottom Performers: -- 8 7
Basis for
Study Details:
Study conducted April, 2001, through March, 2002. • Overall turnover greater than 40% in 2000 and 2001

• Turnover for Mental Health Workers (MWH) was 59% in 2000 and 68.7% in early 2001

• Involuntary terminations were highest single reason for turnover
Most sale reps were not meeting their sales quota.
Course of Action: Analysis of The Profile scores of Member Services Representatives. • Beginning in mid-2000, every MHW applicant who met minimum job qualifications took The Profile.

• After six months, the Job Match Pattern was re-adjusted based on top performers.
Developed Job Match Patterns and assessed sales representatives.
Results: • It was determined that Learning Index scores are a good predictor of whether a person will stay or leave. Participant in the sample who scored less than 7 had a 64% turnover rate. Participants who scored greater than 6 had a 14% turnover rate.

• Participants with a Verbal Skill score of less than 8 had a turnover rate of 59%. Participants with a Verbal Skill score of more than 7 had a turnover rate of 33%.

• Verbal Reasoning seems to be a significant indicator of whether a person will leave or not. Participants with a Verbal Reasoning score of less than or equal to 5 had a turnover percentage of 82%.

Participants with a Verbal Reasoning score of greater than or equal to 6 had a turnover percentage of 10%.

• Numerical Ability also seems to be a significant indicator of whether a person will stay or leave. Participants with a Numerical Ability score of less than or equal to 6 had a turnover percentage of 75%. Participants with a Numerical Ability score of greater than or equal to 7 had a turnover percentage of 12%.

• Participants with a Numeric Reasoning score of less than or equal to 7 had a turnover percentage of 57%. Participants with a Numeric Reasoning score of greater than or equal to 8 had a turnover percentage of 29%.

• Participants who scored 6-8 on the Financial/Administrative scale of the Occupational Interests section only had a 27% turnover versus participants who scored 9-10 (75% turnover) and participants who scored less than or equal to 5 (66% turnover).

• The Overall Percentage Match is also a major indicator of whether or not a person will leave. Participants who had a 74% or lower Overall % Match had an 80% turnover rate. Participants who had a 75% or greater Overall % Match had a 25% turnover rate.

• Participants who had a 79% or lower Learning Index % Match had a 78% turnover rate. Participants who had an 80% or greater Learning Index % Match had a 25% turnover rate.
• This process has reduced the length of weekly hiring boards to less than half a day from all day. Now interviewing 8 to 10 MHWs weekly versus 15 to 20 before the application of The Profile.

• There has been a 52% reduction in MHW turnover when comparing time periods of FY2002 through May to the same period in FY2001. Turnover of MHWs during FY2001 was 47.6%. Turnover of MHWs during FY2002 was 22.9%.

• Another indicator of the positive effect of The Profile is a 70% improvement in the number of involuntary terminations of MHWs during probation. During the first nine months of FY2002, 91 MHWs were hired. Nine of these (approximately 10%) had to be involuntarily terminated during probation. During the same period in FY2001, 159 MHWs were hired, and 56 (approximately 35%) were involuntarily terminated.
National Sales
Executive – Mexico


• Best people averaged an 82% job suitability score. 75% of them scored 85% or better.


• Poorest performers averaged a 72% job suitability score. 75% of them scored 77% or worse.

• In terms of differentiation, this is very good. We strive for patterns that will show at least a 10- percentage point difference, on average, between top and bottom performers.


Marketing
Representative -
Mexico

• Best – 83%.
83% scoring 77% or better.

• Poorest – 73%.
66% scoring 72% or worse.


National Sales Executive – Venezuela /
Colombia

• Best – 84%.
75% scoring 90% or better.

• Poorest – 72%.
75% scoring 74% or worse.

National Sales Executive –
Chile/Argentina

• The pattern created here last summer does not quite give us the differentiation we strive for, so we are recommending an adjustment. (The original pattern was based on a very small sampling.)

• Against the
existing pattern:
Best – 81%.
100% scoring 77% or better.

Poorest – 72%.
60% scoring 70% or worse.

• Against the
new pattern:
Best – 91%.
100% scoring 87% or better.

Poorest – 73%.
60% scoring 73% or worse.

International
Sales Executives

This was our first opportunity to develop a concurrent ISE Pattern based on performance data. Although the sampling here is small (two top performers and two poorer performers) the trend is very strong. This is a new pattern:
Best – 95%.
Both scoring 95%.

Poorest – 73%.
Both scoring 77% or less.

All jobs taken
as a whole

• Best – 85% - Those people in this group on whom we had sales figures (14) averaged 151% of quota.

• Poorest – 73% - Those people in this group on whom we had sales figures (14) averaged 42% of quota.
Benefits: • Lower Turnover – from 80% rate to 18% rate. In doing so,
you save $222,000.

Average cost of...
...hiring = $5,000
...outprocessing = $1,000

At 80% turnover rate you spend $288,000 (48 x $6,000).

At 18% turnover rate you spend $66,000 (11 x $6,000)
You save $222,000
• Four RN’s are used for each hiring board. Starting with the application of The Profile, results in the screening process and the length of weekly hiring boards has been reduced by up to four hours per week, saving the Nurse Managers time. This represents an additional salary savings of $10K to $20K annually.

• With a 52% reduction in turnover (131 down to 63), some 68 employees will NOT have to be replaced. This means that 68 New employees will NOT have to be recruited, interviewed, trained, etc. This represents a very large savings in actual cash outlay (in excess of $300,000.00) as well as staff time. Also, our clients (patients/residents) will have to deal with 68 fewer instances of saying goodbye to a helper and adjusting to a new individual.

• Savings in time spent training new employees in pre-service training and on the units.

• Increase in quality of care on the units because of reduced turnover and a better trained staff.

• Reduction of vacancy rate on the units and corresponding lower expenditures for overtime and/or agency nursing series personnel.
Continuing to hire candidates with a high match to the top performer pattern would create a potential increase in sales of 256% for each poor performer replaced with a top performer.

• Average Sales
Quota - $426,893

• Average Sales of Poor Performers - $181,386 (42% of sales quota)

• Average Sales of Top Performers - $645,120 (151% of quota)

• Replacing a poor performer with a top performer would result in a sales increase of $463,734 (256% increase in sales)
Recommendations: The Verbal Skill range moves from 7-9 to 8-10.

The Verbal Reasoning scale
moves from 5-8 to 6-8.

The Numerical Reasoning
scale moves from 5-8 to 6-8.

The Financial Administrative scale moves from 7-9 to 6-8.

The Energy Level scale moves
from 4-7 to 7-9.

The Assertiveness scale
moves from 3-5 to 2-4.

When hiring, try to find people that are an 80% or higher match to the Learning Index section pattern.

When hiring, try to find people that are 75% or higher match to the overall Member Service Rep pattern. We recommend changing the job pattern for Member Service Representative in the following ways:
• Currently, the Profile is being used in the latter part of the screening process. Recommend moving The Profile to an earlier point in the screening process, prior to interviewing the candidate.

• Utilize the Coaching report once a candidate has been hired.

• Introduce Profiles International, Inc. to other departments and facilities for a potentially similar impact.
• As we planned when this program was initiated, we would like to revisit these patterns again in six months, to further fine-tune them. It will be easier each time we look at these, and fewer adjustments should be necessary. (Although we’re already down to just one adjustment, plus one new pattern.)

• We are hoping, coupling these results with our on-line delivery, and the option to take and view the assessments in either Spanish or English, that this program will suit your needs for a long time to come.

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