Business Outcomes
2011 Annual Business Outcomes
2011 marked another healthy year for Select International. The organization enjoyed 26% growth, secured 49 new clients, maintained a 97% client retention ratio, and set a company record for the most assessdment activity experienced in one year.
2010 Annual Business Outcomes
In a year where many organizations were in recovery mode, Select International experienced a 33% growth increase and secured over 40 new clients in a wide range of industries including health care, retail, customer service, manufacturing, mining and energy.
2009 Annual Business Outcomes
2009 was an historic year for the US economy. The economic recession led many organizations to make difficult decisions, reduce their labor force, regroup and rethink their approach to the new economic climate. Select International was among the organizations that were forced to make these adjustments in order to maintain our health and future prosperity. Our clients were making similar moves, which in turn, reduced their hiring and other human resource activities.
IMPROVING PERFORMANCE
Multi-Level Assessment Brings Excellent Return on Investment
A mine located in Magna, Utah, boasts the world’s largest man-made excavation, measuring two and a half miles wide by three quarters of a mile deep. The mine’s owner is also the second largest producer of copper in the United States, providing approximately 13% of the country’s copper needs. In continuous operation since 1906, the mine was facing closure in 2010 if productivity issues could not be resolved.
Employee Assessments: A Valuable Resource to Strengthen Leadership Team
One of the world’s largest diversified resource companies was using 360-degree feedback surveys as an important component of their leader development process. With more than 40,000 employees working in over 100 operations in 25 countries, its leader development efforts were a critical part of their international business operations.
Excellence in Customer Service: Using Employee Assessment for Diagnosis and Strategy
Following privatization of the communications industry, a leading firm in the United Kingdom needed to react quickly to remain competitive and profitable. Over the next several years, the Company made great strides in reorganizing their business and was equal to their competitors in terms of service offerings.
Improving Close Ratios for Outward-Bound Call Center Agents
Selling auto and homeowner’s insurance policies is never easy. Convincing customers to switch from their current provider to policies that your company offers is potentially even harder. One of the key challenges faced by an organization that offers multiple services, including insurance, is to leverage your customer base and try to expand the scope of services they use while not alienating them from your core offerings. It’s a fine line to walk, and one that you don’t want to cross.
Diagnosing Sales Success in a Medical Device Company
An award-winning, market leading manufacturer and distributor of high-tech medical devices was troubled by an increase in the turnover of their salespeople. They wanted to address the problem but realized that they didn’t fully understand what was motivating their sales force.
Getting on the Right Track by Selecting Top Talent
With more than 1,200 retail stores nationwide, a popular office supply retailer also operates a large North American Business Solutions Division. This group is made up of a large business-to-business sales force that services the office supply needs of mid-size to Fortune 100 organizations.
Finding the Right Mix: Identifying the Best for Holcim's Ste. Genevieve Plant
Holcim (US) Inc. is a wholly owned subsidiary of Holcim Ltd. and one of the nation’s leading manufacturers and suppliers of cement and mineral components. In 2007, Holcim (US) contracted Select International to provide a world-class selection system to assist in hiring the best possible candidates for their new plant in Ste. Genevieve, on the banks of the Mississippi River.
Answering the Call: Increasing Productivity in Wireless Provider's Call Centers
With 89 million customers, the nation’s largest wireless carrier knows more than anyone the importance of providing good customer service. They believe that satisfied customers start with putting the right people behind the phones at their customer service call centers.
REDUCING TURNOVER
Curing an Epidemic: Reducing Turnover in Healthcare
Second only to the hospitality industry, turnover within healthcare is higher than any other industry. There are many reasons for this: The jobs are difficult and often stressful. The hours can be grueling. Clearly, being a healthcare worker isn’t for everyone.
Reducing Turnover and Absenteeism to Increase Bottom Line
According to a conservative estimate by the Bureau of Labor Statistics, average employee replacement costs are $13,996 per employee. Estimates of the cost of absenteeism range from $400 - $2,500 per day1. Moreover, tardy and no show behaviors often manifest themselves before the occurrence of actual turnover.
Absenteeism and Turnover in Customer Service Environments
Customer Service Representatives make up one of the largest occupations in the United States. Most companies rely on their customer service staff to meet their customer needs. In many ways, they are the face (or voice) of the organization, and they have a strong influence on how customers feel about doing business.
SAFETY
Reducing Crash Likelihood Using Effective Employee Pre-Screening
Motor vehicle accidents are the single largest cause of work-related fatalities, accounting for almost 25% of all job-related fatalities. Numerous research studies, including one by the Federal Motor Carrier Safety Administration (FMCSA) point to driver-related factors as the primary cause for the majority of crashes involving large trucks.
Reducing Injuries by Effective Screening: The Results are Impressive
People who work in a high paced manufacturing environment that requires you to lift, squat, twist and turn many times a day are more susceptible to injuries than those in less physically demanding environments. Even in the best engineered, most ergonomically friendly environments, injuries are often hard to avoid.
Does Leadership Matter in Reducing Accidents?
Making the workplace safer and reducing accidents at work is typically considered to be a top priority by both employees and management. Beyond the obvious reasons associated with minimizing the often debilitating injuries and psychological trauma that accidents cause, there are bottom-line reasons for improving safety.
Predicting Safety: Reducing Accidents in Your Organization
No other aspect of work is more important than ensuring the health and well-being of oneself and that of others. While there are many factors that contribute to accidents, it is clear some individuals are more likely to engage in high risk, unsafe behaviors than others.
