Tricon Energy required a job candidate who was more diverse in their range of skills and talents than most. They were also looking to compare potential hires with current crew members and see how an individual would fit in a team of hard-charging Traders.
Granite Construction hired a new VP of Training and Organizational Developmentand was looking to leverage the Caliper Profile at a higher level.
ifm efector was looking to improve the cohesiveness and overall functioning of five teams.
BÜCHI’s sales team needs to be carefully qualified and selected given the complexity of the products being sold and the fact that most sales are made to laboratories with Ph.D.-level users
Alta Vista looks to find and nurture top talent that fits their culture. They are committed to the personal and professional growth of every one of their team members.
Central Maine Healthcare Corporation is a 3000-employee integrated healthcare delivery organization. It consists of three hospitals, two nursing homes, and employed physician practices.
This growing franchise organization in the remodeling industry became aware of a significant difference in revenue between top performing Franchisees and those at the bottom. They had a goal identifying and hiring individuals who share the same significant traits as those who run the most successful franchises.
The client is a small company that markets and sells prescription drugs for various diseases and wanted to continue their high level of growth. However, they were plagued with extremely high turnover rates among their Sales Representatives, a problem that was limiting their capacity to achieve their goals.
A Caliper client for 7 years, the company is a global leader in commercial and residential equipment. Following changes in the marketplace and new business demands, the company needed its Territory Sales Representatives, whose previous focus had solely been on power-tools sales, to begin selling parts and accessories, which had become the company’s most profitable area.
This client is an international leader in reusable endoscope technology and operating room integration solutions that has an unwavering commitment to consistently deliver exceptional levels of customer service. As such, it was very important to them to be recognized as a leader in call center customer service.
Marling Leasing is a nationwide provider of commercial financing and depository products, specializing in innovative financial solutions for small and mid-size businesses. They were looking to grow rapidly, and as such, they needed 60-70 top-performing sales reps quickly.
Johnson & Johnson started a year-long program called EQLD, Executive Quality Leadership Development, in order to develop future leaders for their more than one hundred key director and vice president-level positions worldwide. After that first year, they added Caliper’s Action Learning program to their process.
Before the arrival of the new Vice President, Human Resources, J.J. Taylor was using a competitor’s assessment to identify staff members’ talents. While the Corporate Trainer at J.J. Taylor, said the product proved to be sufficient for self-assessment and measuring personality traits, it could not be used for selection. As J.J. Taylor began to grow in its industry, he suggested that the company use Caliper, which was a “more robust and validated” product, for selection purposes.
Inova Health System is Northern Virginia’s leading not-for-profit healthcare provider, serving over a million people each year. One hospital within the system, Inova Fair Oaks, has been nationally recognized as a Center of Excellence by the American Society for Metabolic and Bariatric Surgery and was awarded Virginia’s Senate Productivity and Quality Award. The commitment to excellent care and service is apparent at Inova Fair Oaks.
Since 1995, HIDA and Caliper have partnered in helping HIDA hire and develop the very best people. In a challenging healthcare marketplace, providing strong leadership and retaining top talent is both a strategic and economic necessity. But where do you start? How do you make those decisions?
Franciscan Health System (FHS), based in Tacoma, Washington, is a non-profit health organization affiliated with Catholic Health Initiatives. With more than 8,200 employees, the system includes five full-service hospitals (St. Joseph Medical Center, Tacoma; St. Francis Hospital, Federal Way; St. Clare Hospital, Lakewood; St. Anthony Hospital, Gig Harbor; and St. Elizabeth Hospital, Enumclaw) and a regional network of clinics and physicians (Franciscan Medical Group).
This client is a fragrance and cosmetics franchise with approximately 2,000 stores located in Central and South America, Europe, and Asia.
This client is a Fortune 500 homebuilder with revenue of more than $3.95 billion, constructing everything from starter homes to estates. The company currently operates in 27 markets across the country and has built more than 230,000 homes and financed more than 200,000 mortgages since its inception.
This client is a major investment-research and institutional-asset management firm with a primary focus on high-net-worth private clients.
A total workforce of more than 12,000 required a unique skill set – aligned with the demanding clientele associated with the company's significant product price point.
Tom Gartland, President, North America, Avis Budget Group, remembers when he had a breakthrough about what it took to be a successful sales leader