Situation
The client was unable to fill open positions due to rapid sales growth and a tight labor market. They believed the staff constraints were leading to a drop in the quality of their customer service delivery (as measured by Net Promoter Score).

Approach
GUILD engaged talent acquisition experts, and through their industry connections, conducted interviews with recruitment heads of some of the fastest growing organizations in the world. Research topics included recruiting philosophy, process flow, metrics, recruiter compensation, employer branding and applicant tracking system (ATS).

Results
Client revised job descriptions, recruiting workflow and metrics. Some talent sourcing activities were outsourced to a contact made during our project, and a new ATS was implemented within the next quarter (GUILD managed that implementation project as well).

Clear steps were identified to create a stronger employer brand in Hawaii.

We have anonymized some information to retain clients’ confidentiality. The results are real and we will be happy to talk to you about our past work. Email us at solutions@guild.im or call (808) 729-5850.

The post Building a Recruitment Engine appeared first on GUILD Consulting.

Situation
The client wanted to offer an applicant tracking software (ATS) as an add-on service to its existing customers who were charged on a PEPM (per employee per month) model.

Approach
GUILD broke down the cost of software and labor into its various components, like setup and training, integrations, licenses, admin support, etc.

We then organized clients into different brackets based on employee count, and incorporate a minimum allowable profit margin.

Finally, we created a tool to allow salespeople a range of pricing options on PEPM-basis, and the ability to charge for implementations upfront or over time.

Results
Client successfully introduced the add on service and increased its revenue and profitability from some of its largest accounts.

We have anonymized some information to retain clients’ confidentiality. The results are real and we will be happy to talk to you about our past work. Email us at solutions@guild.im or call (808) 729-5850.

The post Pricing for a Service Offering appeared first on GUILD Consulting.

Situation
The client acquired its largest competitor. However, due to a legacy of aggressive competitiveness, contrasting cultures and vastly different processes they were having a tough time integrating and plugging an exodus of top talent from the acquired firm.

Approach
“GUILD created an integration project team comprised of personnel from various departments of both organizations. We rapidly created high-level AS IS and TO BE process maps for various processes and developed a shared, final state process.

Then team after team, we trained the staff on the new processes. We also worked closely with the operational leaders to ensure the two teams were ready to work as one going forward.

Finally, we set a target date to sunset the technology platforms supporting the inherited processes, and by doing so, set the end date for those processes.”

Results
The staff in the acquired organization valued the clarity of our methodology and knowing what the end goal was. The entire organization benefitted from weekly updates on the progress and what was still outstanding. Top management was able to support the project team with major roadblocks. The integration was formally completed within 1 quarter of project start.

We have anonymized some information to retain clients’ confidentiality. The results are real and we will be happy to talk to you about our past work. Email us at solutions@guild.im or call (808) 729-5850.

The post Post-Acquistion Integration appeared first on GUILD Consulting.

Situation
The client wanted to improve the quality and consistency of the talent assessment process. The existing assessments were annual, very labor intensive for the managers and the ratings were quite inconsistent across managers. The client also wanted to have more frequent assessment cycles and add succession planning as an annual activity.

Approach
“GUILD engaged two experienced performance appraisal experts to redesign the assessments. We agreed on 3 cycles a year, including an annual succession planning process for mapping individuals on performance vs potential using the 9-box.

The 6-month assessment cycles began with an employee self-assessment. Then the manager evaluation process started with the CEO providing feedback to the executive team, who in turn provided feedback to the directors, and so on down the organizational hierarchy. The senior managers (starting with the CEO) used their feedback session as an opportunity to coach their direct reports on how to do better evaluations.

Finally, we designed a weekly check-in process for every employee with their managers aimed to provide more real-time feedback and take out any surprises from the assessment cycles.”

Results
“Executive team accepted all recommendations with minor changes.

The first assessment cycle began immediately after our project ended. It was an efficient process which led to good feedback from the managers and employees alike.

Client was shopping for an automated tool to streamline the weekly checkin process.”

We have anonymized some information to retain clients’ confidentiality. The results are real and we will be happy to talk to you about our past work. Email us at solutions@guild.im or call (808) 729-5850.

The post Revamping the Talent Assessment Process appeared first on GUILD Consulting.