Regional Gaming and Hospitality Property - Anonymous
"SHL helps a leading regional gaming and hospitality property work towards total savings of approximately $2.5 million in annual turnover across front of house, back of house, and gaming positions."
The background
One of the leading regional gaming and hospitality properties in the US worked with SHL to get to the heart of their turnover challenges in their front of the house, gaming, and back of the house jobs. The company knew that employees that made it past the “magic 90-day” mark were substantially more likely to become reliable, long-term employees, and they needed an accurate method to predict this factor in the screening process.
The challenge
The HR director for the properties worked with SHL to develop a predictive assessment that was statistically proven to identify candidates that would stay beyond the 90-day mark. The SHL assessment focused on measuring a trio of predictive factors based on in-depth job analysis and company requirements.
The property also wanted a predictor that could go beyond the primary measures of tenure as they looked at longer-term performance goals of their staff.
The solution
SHL used a series of valid, well proven tools to create an assessment battery for each of the three job categories. The assessment results were linked to a proprietary job analysis process that ensured the reliability, fit, and competency measurements accurately represented elements of tenure and performance. Using that information as a foundation, SHL screened more than 1,200 front of the house, 875 back of the house, and 900 gaming applicants and hires during the first phase of the program.
The results
The results showed excellent predictability of tenure in all three job families. SHL developed a simplified scoring model that grouped candidates into three groups: Poor Fit, Marginal Fit, and Good Fit. The SHL tools were particularly effective in predicting tenure of the Gaming/Cashier positions, jobs that include extra elements of risk and costs if a poor hire is made.
The end result was total savings of approximately $2.5 million in annual turnover across front of house, back of house, and gaming positions.
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