By Susan Katz of the Growth Coach
For many years during my corporate work and coaching business, I’ve been frustrated by the challenge of finding the right people for jobs. One year during my publishing career I experienced 150% turnover, and I was one of the better hiring managers in the company. The average cost of hiring the wrong employee is two to three times that person’s salary.
Often employees who appear to be poor performers are doing work that might not be a good fit with their innate nature. During the hiring and interviewing process the candidate looks great on paper but once hired turns out to be the wrong person for the job. Gallup recently noted that only 24% of employees are engaged in their work which means that 76% are not! This low percentage of employee engagement translates to lower revenue and lower profit.
Recently I had the good fortune to discover and become an alliance partner with Taylor Protocols.
The Taylor Protocols™ are designed to optimize the people equation in organizations in ways never thought possible before. Most times, it is not a person’s skill, experience or attitude that prevents them from being a Top Performer in a given job. It is their innate capacity to perform certain tasks and functions the way the position requires. If a person’s motivational drivers and sense of contribution do not align with the work they are being asked to do, they will never rise to the top.
Created in the throes of turnaround management and business optimization projects, a revolutionary 10-minute assessment – The CORE VALUES INDEX™– was born to measure and quantify where people can rise to their place of highest and best contribution and shift the human productivity bell-curve and destroy the 80/20 Principle.
In work with more than 700 companies of all sizes Taylor Protocols has consistently discovered that companies operate at less than 33% human capital efficiency. They have been able to vastly increase employee productivity and engagement and are able to predict FUTURE performance, guaranteeing A or B performers while eliminating C & D performers for any position in any company! And they do so by looking to reposition employees within a company.
How many A and B-level performers (on a scale of A, B, C and D) are required in a given position to produce 100% of the current productive output of the team?
What would be the productive capacity and net profit potential of your company if you had only A and B-level performers?
I’m excited about my work with Taylor Protocols because it is much more effective to coach people if they are in the right seat doing the right work. If you have an interest in learning more about how to increase your revenue and profit contact Susan Katz at s.katz@thegrowthcoach.com or 410-504-6725.