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New‐Hire Retention Woes Drive Change in Health Insurer's Employee‐Selection Process
Author(s) -
Odom Curtis L.
Publication year - 2013
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.21512
Subject(s) - workforce , process (computing) , selection (genetic algorithm) , business , employee retention , process management , personnel selection , turnover , service (business) , marketing , health insurance , operations management , computer science , health care , management , economics , economic growth , artificial intelligence , operating system
When turnover among new hires with less than 18 months of service at a New England–based health insurance provider doubled in two years, the organization examined its recruitment process and then redesigned it to align with research‐based best practices. Revamped to address candidates' cultural fit in a collaborative environment, the new process requires analyzing the target job; identifying relevant dimensions of job performance; identifying the abilities, skills, and knowledge (ASKs) required to successfully perform the job; adopting tools to measure the ASKs; and validating tools to ensure they accurately predict performance. As a result of the company's efforts to consider cultural fit during the selection process, the organization reduced new‐hire turnover by 40 percent in 18 months. Encouraged by this success, the company now has a multipronged approach to workforce planning that encompasses a combination of strategies to ensure effective external recruitment while fostering the development of in‐house talent. © 2013 Wiley Periodicals, Inc.