Improving Retention Of The Best People
An alarming trend was discovered by one of our call center clients. The retention rate was higher among its fastest growing locations.
Our ORG360 showed that high performing employees were delivering the results in the most successful locations. Yet these high performers were leaving the company for new opportunities. It was concluded that the company was not adequately communicating opportunities to these high performers.
Management implemented a performance management and succession planning process that developed high performers for future leadership roles. Turnover of high potential staff was reduced by 23%.
Staff Complaints Led To Improved Profits
Staff were complaining about the level of effort required to service some clients.
Our ORG360 showed that: (1) The firm had grown by retaining clients that their competitors had passed over; and (2) The less profitable clients: (a) Were consuming as much effort to service as profitable clients; and (b) More likely to defect. It was decided to develop criteria and rank all existing and future clients. Differentiated service levels were established to give the high profitable clients premium service.
After 14 months, client defection was reduced by 5% and profits increased by 25%.
Culture Change And Improved Processes
A government regulatory agency, responsible for rejecting or approving new drugs, had a backlog that was of such concern that the Government announced a date, in Parliament, by which time the backlog would be eliminated.
Applying our Moving Forward Check-Up , management and employees agreed on (a) the cultural (attitudinal) changes and process changes that would lead to eliminating their backlog and (b) an action plan.
While the implementation of the action plan did require some mid-course interventions, the backlog was eliminated six months prior to the date set by the Government.