In ten short years, First Utility went from a start-up to being acquired by Shell’s New Energies division, playing its part in the transition to a lower carbon future.
Improved customer experience
Staff retention increased by 20%
Recruitment and training costs reduced
The Problem
During its rapid growth and with large numbers of call centre staff, a key challenge for First Utility (rebranded to Shell Energy) was employee retention. Staff turnover was resulting in high recruitment and training costs, as well as making it harder to deliver an excellent customer experience.
The Solution
Following Shell Energy’s employee survey and based on our Say, Stay and Strive engagement model, we grouped employees into four quadrants:
Fully Engaged
Key Contributors
Unengaged
Highly Disengaged
By linking this to actual leaver data, we quantified the likelihood of a Fully Engaged employee leaving, compared to a Highly Disengaged colleague. A major benefit was this enabled Shell Energy to model and forecast actual staff turnover levels, by division, based on its WorkBuzzemployee engagementsurvey results. Through regular pulse surveys, it could then track and improve this leading indicator.
Secondly, our algorithms pinpointed what factors contributed to staff turnover the most, helping leaders to focus on those critical areas, rather than simply their lowest scoring questions. Managers were then encouraged to design actions, in consultation with their team, in these areas.
The Outcome
“By really understanding why people consider leaving the business and engaging with them after the survey to discuss changes to improve these drivers, we’ve been able to improve our retention by 20%.”
John Wrighthouse Chief People Officer
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