CASE STUDY
LONDON-BASED MARKETING AGENCY
CASE STUDY
LONDON-BASED MARKETING AGENCY
£2M
12
SCALING
£2M
12
SCALING TO
THEIR CHALLENGE
The plaster solution was to shorten the hiring process to a screening call, interview and then a three-day trial.
The impact of this approach was a high turnover of staff, a poor new hire success rate and some cultural alignment issues across the team.
The business was in a high growth period, so finding a way to bring in great talent, with a robust process of selecting the best people, who both wanted and could do the job, and aligned with the vision, mission and values of the organisation were critical success factors for the CEO.
THEIR CHALLENGE
The plaster solution was to shorten the hiring process to a screening call, interview and then a three-day trial.
The impact of this approach was a high turnover of staff, a poor new hire success rate and some cultural alignment issues across the team.
The business was in a high growth period, so finding a way to bring in great talent, with a robust process of selecting the best people, who both wanted and could do the job, and aligned with the vision, mission and values of the organisation were critical success factors for the CEO.
OUR SOLUTION
The CEO, Partnerships Director and members of the team joined the event to share a full picture of the business, the vision, the culture and the realities and expectations of the roles, to make sure we were attracting the best, most value-aligned and motivated people.
To make sure the best people for the job were known, we introduced psychometric testing to give performance predictors and aptitude insights, as well as developing role-based assessments with scorecards to remove bias and focus on the main success criteria.
And finally to de-risk the investment and speed up breakthrough time, we introduced a digital onboarding process to add structure and clarity to the first 90 days in role.
OUR SOLUTION
The CEO, Partnerships Director and members of the team joined the event to share a full picture of the business, the vision, the culture and the realities and expectations of the roles, to make sure we were attracting the best, most value-aligned and motivated people.
To make sure the best people for the job were known, we introduced psychometric testing to give performance predictors and aptitude insights, as well as developing role-based assessments with scorecards to remove bias and focus on the main success criteria.
And finally to de-risk the investment and speed up breakthrough time, we introduced a digital onboarding process to add structure and clarity to the first 90 days in role.
THE RESULTS
We re-engineered the hiring, assessment and onboarding processes and trained the trainers on how to deliver each element of the process to the right standard.
The impact of these changes dramatically reduced turnover, improved team culture, improved new hire success rates to over 90% and freed up huge amounts of management time from the line managers and CEO, who were having to source, screen, interview and train people that weren’t the best fit for the business.
THE RESULTS
We re-engineered the hiring, assessment and onboarding processes and trained the trainers on how to deliver each element of the process to the right standard.
The impact of these changes dramatically reduced turnover, improved team culture, improved new hire success rates to over 90% and freed up huge amounts of management time from the line managers and CEO, who were having to source, screen, interview and train people that weren’t the best fit for the business.