A Case Study on the Power of Assessments
An engaged workforce is a delight to employers and customers alike, but in a hospital setting, the importance of focused and productive workers takes on heightened significance. Now add a layer to that: The difficult environment of a psychiatric hospital, where continuity of care is crucial.
This case study takes us to just such an environment. Here, a medical hiring board struggled frequently as it tried to fill open positions. With so much of its time spent in hiring meetings, less attention went to patient care. At one point, the hospital grappled with a turnover rate of almost 70 percent. Clearly, hiring managers needed to do something differently. The medical board turned to the ProfileXT™ to help identify top performers.
The hospital chose 25 mental health workers for the assessment. Using their own criteria, hiring managers judged 17 as top performers and eight as bottom performers. From these workers they further developed a Job Success Match Pattern. If new applicants scores matched the success pattern, they were a good fit to the position. Meanwhile, hiring managers gathered turnover rates during a 10-month study period.
Highlights of the study results included:
- Turnover dropped from 47.6 percent to 22.9 percent in the next fiscal year
- This 52% turnover reduction saved more than $300,000
- Staff spent less time in weekly hiring board meetings and more time on other hospital duties. Staff efficiency increases saved an estimated $20,000 annually
- Staff performance and client care improved after new mental health workers came to work under the new selection practices
- Happily, involuntary termination rates, or firings, dropped 70 percent after the study was launched
Find out how J N Gruber Group can assist with assessment tools that achieve results like those in this case study. More information here.
Filling in for a Temporary HR Leadership Vacancy
A small/mid-size employer in the software product space had an organized in-house HR function wherein the position was a combination of HR and Accounting. The individual holding these dual roles was leaving the company and given their responsibilities for both functions, the President was concerned about the HR area. His concern was about any surprises that may appear during the vacancy period until a new hire was brought on board.
J N Gruber Group spent time with the position incumbent to identify HR processes and potential risks to the company. An analysis was done and a report was provided to the President that reviewed all the aspects of the HR function and the state of the function. J N Gruber put the leader of the company at ease by providing him with a clear understanding of the potential risks in the interim vacancy period.