Case Studies – WKT INTERNATIONAL LIMITED

Case Study 1 - Lateral thinking combined with "enriching" the existing model, results in progressive added value

The Situation

A large international retail and service company, who were ambitious, expanding at pace, where attracting new Talent (at SM Level) was essential for their future progression. Talent was identified however due to the thorough selection process that focused on a specific role rather than the talents of the individual, the success rates were very poor. It was a business critical situation with huge investment from senior management that was not delivering.

The Task

WKT were asked for a Talent identification and recruitment strategy that would have a higher success rate, reduce wasted senior management time while not reducing the thoroughness of the process – all this while working within the guidelines of the existing process.

Actions

WKT focused on 3 target areas of potential improvement:

1. Identification of Talent – previously the acquisition channels were either via adverts or through the internal recruitment teams. In both cases it would be role specific.

2. Talent Management – during the process the communication would be efficient however would rarely develop engagement – delays would happen with little explanation and preparation, advice or discussion would be limited.

3. Selection process – involving multiple senior managers on the same day to be interviewing on a one to one basis for a specific role.

WKT analysed the existing process including previous successful and unsuccessful candidates, the interviewers and their feedback, listing the common elements and attributes required. They then identified additional candidate acquisition channels, proactively approached, engaged interest and selected quality talent – all against the criteria and the findings of the previous analysis.

Throughout the process the candidates would receive real time contact resulting in excellent engagement and preparation. As for WKT’s communication with the Client, this was developed into a weekly meeting with Group Senior Management (who could represent multiple disciplines and locations) where all quality candidates were presented, discussed and then selection meetings set up.

The Result

Candidates were now being interviewed as a company fit not just for one specific role. This combined with the improved identification, communication and preparation resulted in hugely improved mutual buy-in.

Over a period of in excess of 5 years many senior candidates were recruited across 6 countries within Europe. The interview to start % had originally a success rate of less than 5% compared to one of over 50% (via WKT). The huge savings of Senior Management time, the ability to attract new previously off-radar talent, had a hugely positive influence on profit and ensured the business could continue its expansion at pace.

WKT’s activities and results were in conjunction with the previous solutions – enriching their existing process not replacing.

Case Study 2 - Perspective or Reality - bridging the translation gap

The Situation

During a six year period of expansion, a previously purely local manufacturing, logistics and trading business developed and acquired businesses in many countries. WKT had been heavily influential throughout the due diligence process (pre and post deal), reviewing and where appropriate recruiting experts into the senior management teams. Corporate results were positive however the expansion and the pace of it highlighted a number of issues:

Acquired management teams were not aligned – either with Group HQ or other businesses within the Group – they did not understand their “new” goals.
They felt isolated and left to problem solve issues that they had not created.
Morale was poor and key senior managers were tempted to leave.

The Task

WKT were engaged to advise and implement strategies to improve integration of acquired companies and engagement of the new Local Senior Management.

Actions

WKT identified that communication was key, not just what was being said but who was saying it, who was listening, the intended meaning versus what message was “actually” received. The business had to move from Local and Acquirer to International Global Business (multicultural) – all this while appreciating the local nuances.

Actions implemented included:

Communicating clear Corporate Global Goals and how the local businesses could support or “live” them.
Clarified and shared the Global structure so that local businesses could reach out to other Country Businesses within the Group in order to share issues and solutions.
Each Local business was given direct access to a Group HQ contact for key disciplines.
WKT implemented a “check in” process where the key issues (problems) were recorded via direct verbal conversation – this would then be crossed checked directly with Group HQ to ensure the issue was understood and being dealt with. No issue was ignored.
WKT developed a one page document on the importance of communication, that was shared and used as an education tool within the SMT, but with a focus on the meaning intended versus actually received and how they can differ by accident or through cultural differences.

The Result

These actions resulted in a greatly improved sense of belonging and correspondingly buy in from Local Management, hence a reduction in key people leaving and overall increased productivity.

The core actions were replicated and developed further over this 6 period of expansion. Having the sponsorship of the Group CEO was key and gave real value to the people and businesses existing or newly acquired.

We believe in the personal touch combined with confidentiality. If you are interested in how we can help your career or are a company wanting to discuss a key hire or organisational change then please contact us directly at:

arealperson@WKTinternational.com