We were tasked with undertaking an employee benchmarking exercise to consider the personality traits and behaviours needed for both successful Managers and Care Workers across our clients’ business and Care Homes.
The Board felt that staff turnover was too high and wanted a method of better-selecting staff so as to improve retention. After confidentially receiving a number of company figures, we ran them through our turnover calculator to gain an understanding of the cost implications of staff turnover. Needless to say, they were startled and raised both the importance and need for such an employee benchmarking process.
We assessed a selection of high performing, successful staff in order to ascertain which specific competencies, personality traits, behaviours, levels of intellect etc. make the “high performers” stand out above their “low performing” colleagues. A 360° feedback report provided other behavioural evidence from their direct reports, colleagues, peers and managers to feed into our data set. We statistically analysed the results to decipher any commonalities that those high performing individuals have which led to their continued success within the role, as well as being able to make direct behavioural comparisons to those that weren’t performing up to expectations.
From this our expert Business Psychologists were able to suggest which areas from the psychometrics (and other quantitative and qualitative sources) were important and correlated with success in the role. We produced a final set of competency-based interview questions which, along with the selected assessments, would be recommended for use in the future to select new individuals within the roles.
The results of “benchmarked” individuals weren’t solely be used to benefit the benchmarking process. They were used to aid executive coaching and individual development sessions that proved valuable in assisting with their own personal development.
By highlighting key areas and instigating change around internal processes our employee benchmarking process helped instigate a significant reduction in their previously high rate of staff turnover. Tangible return on investment was acknowledged as turnover rates fell and large financial savings were realised for the company. The benefits weren’t solely financial as rates of employee engagement increased with improved retention, and this was also reflected in their customer and patient care.