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Kelly retains proprietary intel and top talent for healthcare tech giant
A precision care technology leader faced turnover and loss of proprietary knowledge due to a tenure cap on part-time field employees, forcing a costly choice between losing talent or hiring them full-time too soon. Kelly® delivered a BPO solution let allowed the company to hire and retain these workers as Kelly employees, protecting proprietary information while evaluating fit over a four-year partnership that ultimately led to 28 top performers being brought on as full-time employees.
Key takeaways
- 28 top performers converted to full-time employment after being evaluated through the BPO program.
- 11–14 employees engaged annually over a four-year partnership, giving the company a consistent pipeline of field talent.
- Proprietary information retained by eliminating the turnover previously caused by the tenure cap.
- Cost savings achieved by avoiding premature full-time hires while still gaining extended, low-risk evaluation of employee fit.
Challenge: tenure cap results in turnover and loss of proprietary info.
A leader in precision care faced workforce challenges due to a tenure cap requirement for its part-time field employees. The first issue was that when employees reached their tenure cap, they left the role with knowledge of the company’s proprietary processes. Secondly, to retain its top performers, the company’s only option was to hire these workers as full-time employees with benefits—which was costly to its bottom line. The company needed a cost-effective solution that would allow it to retain talented employees, without violating the tenure cap or hiring them full time before it was clear if they were a good fit.
Solution: custom BPO solution allows company to look for best and brightest talent.
As an expert in workforce solutions, Kelly® designed a custom business process outsourcing (BPO) solution for the company that allowed us to hire its contingent field employees as our own part-time employees. Throughout our four-year partnership, we employed an average of 11 – 14 employees in this role annually. The company was then able to have more control over observing these employees on the job and seeing which ones thrived best in its fast-paced, precision-focused healthcare environment.
Result: 28 top performers onboarded as full-time employees at the company.
Our partnership allowed to the company to maintain its part-time employees along with its valuable, proprietary intel. The company was able to observe and evaluate the employees over a longer period of time to ensure it was hiring workers who were the right fit for the environment, while saving money along the way. Ultimately, the company selected 28 top performers from our program to onboard as full-time employees.