Identifying and Hiring Performers Who StickIndia’s Largest Automobile Player Checks Attrition by Predicting Anchors - Performers who stay with the Firm.
Our client, one of the biggest name in Indian Automobile Manufacturing Space, executes an entry-level hiring mandate for Graduate Engineering Trainees every year, in sizeable proportions. However, the new hirings were plagued with heavy early-stage attrition, a problem that eventually cascades to poor implementation of company-wide actions and plans, hyperboling into major business Roadblocks.
What Did We Do?
Mettl diagnosed that the key problem was poor cultural-fitment, and misalignment of Employee’s vision/goals with that of the organization.
The Client hires country-wide, with a pool of candidates sourced from Tier-I to Tier-III colleges. An aptitude test was being deployed to assess and shortlist candidates in the first stage. Although this process measured the technical competencies, the cultural fitment was being clearly overlooked. As a result, the hires’ behavioral competencies were often not in sync with the organization. Thus, this led to a short employee life.
Mettl suggested hiring using aptitude and psychometric assessments, which were benchmarked in accordance with the proficiency and competencies of the most stable performers.
Mettl devised the strategy for next round of entry-level hiring. Post-hiring, the client reported a mind-numbing drop in attrition. As compared to the existing numbers,
- Mettl’s solution predicted with more than 90% accuracy the need for choosing ‘anchors’ among pre-hires
- The Y-o-Y change in retention after six months was greater than 70%
- The client also reports a sizeable on-the-job performance improvisation in the new batch
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