by | Feb 9, 2021

Case Study: Selection & Retention

Business: Security firm

Objective: To retain staff. The directors of the business were concerned about the number of people leaving the business and the lack of processes in place in relation to selection and retention.

Process: By conducting exit interviews with key staff members we were able to elicit some trends that were impacting on the retention of employees – namely, there were no job descriptions or induction processes; employees were uncertain as to their exact job function and purpose. The directors were often too busy and unavailable to address concerns of their employees. In addition, there was no regular administrative support to enable managers to delegate certain functions that would enable them to focus on their core, strategic roles.

To facilitate the process, job descriptions were created for a number of positions, including the general manager and administrator. Interview processes were designed to ensure that when meeting candidates, attention was directed to the competencies required to perform the job rather than subjective consideration of the status of previous assignments and roles. An administrator was recruited to the role following a competency-based interview, a psychometric assessment and competency-based references. Hand-over and procedure notes were produced by the temporary administrator and full induction training was commenced on the first day of the administrator’s new employment.

Outcome: Processes were set in place in relation to selection and retention

Benefits:

  • Exit interviews helped to identify strengths within the business and highlight areas for development. The feedback also enabled the directors to focus on their strengths and weaknesses and address who should manage which aspects of the business
  • The creation of job descriptions with measurable performance indicators helped clarify role function for the employees
  • Working relationships between employees and the directors were improved as a result of roles being clarified. Employees felt they had greater autonomy to perform their work without constantly seeking assurances from the directors. This, in effect, freed up time for the directors to concentrate on business development and strategic planning
  • Competency-based interview guidelines helped lead the directors through the process, ensuring that they were asking relevant questions and that the interviews were fair and objective
  • Competency-based reference questions were designed to validate the responses of the interviewees, again helping to ensure a good fit to the role
  • The recruitment of the full-time administrator relieved pressure on the managers and enabled them to perform their core functions. As the administrator took part in a formal induction process, she was quickly capable in her role and clear about her functions and the expectations of her
  • The psychometric assessments used to test the administrator candidates focused not only on the competencies of the role but the coping styles of the candidates – a key factor for consideration given the nature of the business and the issues surrounding confidentiality and privacy.

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