The TideMark Hire Clearly and Retain Strategically process is based upon the Taylor Protocols technology. Over the course of 15 years in more than 400 companies, this technology has been used with a diverse group of clients representing a wide range of industries, company sizes, and levels of organizational development. Learn how companies have used this technology to increase sales, reduce costs, increase retention and create highly productive teams.

Note: The names of the clients are withheld to protect their privacy. Personal referrals are given upon request. Contact a TideMark representative for more information.

Nationwide Financial Planning Company

One of the nation's leading financial planning companies used the Hire Clearly method to revolutionize their hiring process. Using a test group of 71 investment executives, the company identified the 20% who they considered top performers. These investment executives were given the CVI assessment test. From the results, a Top Performer Employee Profile was created using the Taylor Protocol algorithms. The employee profile is a blueprint of what the top performers "look-like" in a core value sense for this unique company.

In turn, the remaining 80% of the group was then given the CVI assessment test. The data from the assessment tests was compared to the unique Top Performer Employee Profile for this organization. Although this client has historically used a social / ambition level sales profiling system for pre-employment screening, more than 65% of the new hires made in the previous two years would have been screened out by the Hire Clearly process. From the initial data, the Hire Clearly process was "seeing" something very different than their previous assessment tool.

After using the Hire Clearly method for 14 months, a follow-up assessment was done with the client. Using the company's own guidelines of what qualified as a top performer (heavily weighted by sales production), the company increased the number of top performers in the organization from seven (the company's own measure was more stringent than the 20% listed above to create the top performer profile) to a total of 31 top performers. The company increased its percentage of high performers from 10% to over 46% by hiring only those individuals that met the Top Performer Profile. By instituting the Hire Clearly method nationwide, 90% of failed hires will be eliminated, yielding a significant cost savings to the company.

Regional HVAC Service Company

A small regional HVAC company used both the Hire Clearly method and the Retain Strategically method to reduce labor costs and boost profits. Hindered by high labor costs and inefficient execution in the field, 42% of this company's costs were dedicated to labor. After completing several Top Performer Employee Profiles, the company was able to quickly tell that many of the existing employees had very little chance of being top performers in their current positions.

Some of the employees were let go and others were moved to positions where their CVI employee profile matched the Top Performer Employee Profile for another position in the company. The results were astounding. In just eight months, the company had lowered its labor costs from 42% to 28% of their total costs. During the same time period, their sales more than doubled from $300,000 per month to over $680,000 per month. The profitability of this company soared.

International Architectural Firm

One of the largest architectural firms in the world was marginally successful at selecting new project managers. If hiring from within, it was very difficult to predict if an employee could successfully make the jump from a production position into a managerial position. When hiring from the outside, it was nearly impossible to predict if the seasoned manager's success in his or her current company would follow him or her in the new organization. One thing was certain--the current method of interviewing and selecting was not working. When the company employed the Hire Clearly method, it was very evident that the 18% the company classified as top performers "looked" very different than the remaining managers in a core value sense.

A Top Performer Employee Profile was created for the project manager position. All new candidates for this position were required to complete a CVI assessment test and the results were analyzed using the Taylor Protocol algorithms. Only those testing a "High Recommend" level were considered for hire. Over time, the C and D employees, who accounted for 55% of the existing project managers, are being replaced by new managers who closely resemble the Top Performer Profile. Based upon the success of this hiring initiative, the company has now started to profile other positions that affect their profitability.

Regional Computer Equipment Reseller

One of the Northwest's leading computer technology resellers was struggling with cash flow and too little profit. The leadership team believed that reorganizing the sales force from a product focus to an account manager model could increase sales significantly.

Carefully selecting their existing top performers that were geared towards the new account manager job duties, the company created a unique Top Performer Employee Profile. A significant number of the existing salespeople were moved to new positions or let go. All new hiring was done in line with the Top Performer Employee Profile that gave the company the confidence to make the changes. After just six months, the results started to appear-sales were up by 20%. By putting the right people in the newly created sales positions, the company has been able to double in size while maintaining essentially the same overhead structure. Profits for this company now exceed 200% of their industry average.