human resources | BEST PRACTICES
Get the Right Person in the Right Seat
kathleenRICH-NEW
Kathleen Rich-New is a human resources consultant, speaker, executive coach, and author. Contact her to learn more about using assessments or scheduling her as a speaker at (321) 452-7308 or KRN@
clarityworks.biz. Learn more at
www.ClarityWorks.biz
Why You Need to Match Your Employees to Your Work
Companies that are going to survive this worldwide recession will have to focus on matching talent with the job role better than they ever have, especially locally with the end of the Space Shuttle program.
understanding each PROCESS and JOB,
employees in the area that best SUITS THEM.
STOPS Enterprises, LLC B
ased in Titusville, STOPS is a nationwide provider of transportation and interpretation services to the workers’ compensation industry with
projected 2010 revenue of over $40 million. They have contracts with all the major insurance carriers and have now
merged with One Call Medical (OCM), which provides scheduling of radiol- ogy services. STOPS has been named to the INC. 500/5000 periodical of the fastest growing companies in America five times. The management team has a track record of success and this year has been awarded with their second company to make the INC. 500/5000 list, STOPS FastTrack, LLC, a provider of home and vehicle modifications to injured workers.
86]0CTOBER2010
spacecoastbusiness.com
assessments were used to place
By
So what is going on with STOPS Enterprises, LLC, which has one of the highest success rates in its industry? The eighth largest employer in Titus- ville has enjoyed over 106 percent growth in the last three years and is projecting greater than 30 percent growth again in 2010. That is a lot of growth in a down economy.
“One key to our success is making sure we
have the right person in the right seat,” said Jerry Nagel, financial executive and co-owner. “We had to do a total business model change. The old culture was one of stress, conflict and lack of trust. We calculated the ‘cost of the status quo’ so we could identify why we needed to make some changes. We already knew we weren’t getting the results we needed. At that time, we had 30-40 employees, 10 percent turnover per month and a highly stressful environment. We knew the cost of turnover was greater than 2.5 times the annual salary so it was expensive. Now, we have 165 employees, turnover has dropped to just over 2 percent and we are still growing. We have always been growing thanks to a tremendous sales team led by our CEO, Robert Cook. When you grow like we have, you need to have a good handle on costs and how people affect those costs. Labor costs are our number one expense.”
Focused Change Nagel and the executive team implemented
a focused approach to creating change. First, there was a need to ensure a fit between the employee and the work to be done. Assessments were performed to evaluate the skill set and behaviors for each job role, followed by a match between the role and employee. For example, they found the Customer Service department consisted of employees who were introverted and task-oriented; most of them did not enjoy people contact. The mismatch was creating a huge envi- ronmental stressor for those employees resulting
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