Southern England
Recruitment
This company seemed to be losing a large number of skilled
engineers after comparatively short periods of time, a trend
which was putting pressure on production schedules, and which
was costing a significant amount of money in recruitment and
additional overtime working.
The company asked Morlan Gil to look at how they could improve
staff retention. Having met the Operations Director,
Technical Manager and HR Officer to understand their view of the
problem, Morlan Gil then discussed the issues with the
departmental heads and team leaders responsible for recruitment
and managing the departments that were losing staff.
These discussions covered the full recruitment and initial
training process, the levels of short-term sick absence and
procedures for dealing with non-performing staff.
From this research, and drawing on previous experience of
managing recruitment and retention, it became clear to Morlan
Gil that the problem was part of a broader issue relating to the
effectiveness of the recruitment process and the real
motivations of the recruits who had left. More striking
was that the company had not realised how much poor recruitment
and retention was costing them. In addition to lost
production, the cost of ineffective recruitment
approached £40,000.
Morlan Gil made ten practical recommendations for changes in
their approach to recruitment, the majority of which could be
implemented quickly. The result is that the company's
recruitment costs are halved and the quality of staff recruited
has significantly improved.
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