New-Hire Retention Woes Drive Change in Health Insurer's Employee-Selection Process

摘要

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.