Challenge
Over the past 5 years technology has been increasingly applied
to recruiting individuals that “fit” culturally with an organization
- but there has been almost no improvement in the retention of
employees that do “fit.”
Our data suggests that most organizations disproportionally
lose individuals with strong soft skills. These are those who
demonstrate the behaviors that the organization most needs to
prosper.
This results in employee churn either not improving or lowering
overall corporate culture.
This case study demonstrates how workplace behavior data can
identify and help create a plan to retain culturally important
talent in an 8,000 person “knowledge worker” organization.
Application
The client uses Indigometrics, so each of its employees
already has a values “rating.” These are defined as a set of
5 “soft skills” or “behavior dimensions” that are relevant to
the client’s workplace.
At project start employees that have left over the past 6
months represent approx. 5% of the company size. Note
that this is a low churn organization and that this rate is
often much higher.
The “Leavers” are generally more highly rated employees.
These are the employees that are most culturally important
to the organization.
The organization ran a culture change exercise designed to
increase innovation - losing employees that demonstrate
skills related to innovation is particularly concerning.
Results