Human resource management practice I also available by michael armstrong

Chapter 

18

  Recruitment and Selection

243

Embarq is the largest independent local telecoms provider 

in the United States. It suffered catastrophic rates of staff 

turnover in its call centres; then a new assessment process 

designed by PreVisor reduced turnover from 33.5 per cent 

in the first 90 days to 12.5 per cent.

The  new  process  begins  with  an  online  screening  

tool  that  identifies  characteristics  and  motivations  that  

define long-term success in the roles, such as ‘customer 

focus’ and ‘persistence’. There follows a behaviour-based 

structured interview and a sales-based role-play exercise. 

This  exercise  takes  place  over  the  phone,  which  tests  

candidates in the most realistic way possible, and is more 

convenient and cost-effective.

Sales have since increased by 24 per cent, and customer 

service has also improved.

Case studIes

Recruitment assessment processes at Embarq

Recruitment and retention at Paul UK

Paul UK operates a chain of 22 retail patisserie and bakery 

shops  employing  400  people.  Its  staff  turnover  rate  of  

168 per cent was below the sector’s average but still too 

high.  The  steps  taken  to  overcome  this  problem  were  

as follows:

 

●

a robust recruitment process was introduced using 

branded application forms and centralized recruiting;

 

●

role descriptions and skills specifications were 

created for posts;

 

●

a competency-based approach to recruitment was 

introduced – the competencies are closely linked to 

the company’s values and defined the behaviours and 

attitudes required;

 

●

recruitment literature was professionally designed by 

an agency;

 

●

an employer brand was built – the promotional  

leaflet highlights the benefits of working for the 

company;

 

●

an employee referral scheme was introduced (helped 

by the employer brand);

 

●

a resource centre for recruitment and training was 

established;

 

●

a rolling induction training programme was  

introduced;

 

●

a career progression framework was developed.

The outcome was that within two years staff turnover had 

dropped by 30 per cent and retention rates had doubled.

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