| Loan Service Center A Case Study from the Max Impact Family |
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Creating a ‘Strong Bench’ at Specialized Loan Servicing
When Lisa Rice sought an assessment tool for her financial services company, she put together a task force of eight to research the
products. Several months and three Profiles’ products later, she sees a slight reduction in turnover, buy-in from managers, and a strong
benchmark for future hiring and employee placement.
Rice is vice president of human resources for Specialized Loan Servicing LLC in the Denver suburb of Highlands Ranch, Colorado.
Founded in 2003, SLS is a financial service company that employs about 410. With a slogan of “Big enough to deliver, small enough to
care,” the company services mainly mortgage loans and prides itself on good customer service. With workers in all areas — support staff, welcome center, human
resources, mailroom and asset conversion — Rice and her task force found three products to help them: Customer Service Profile™, Step One Survey II™ and
ProfileXT™.
“We use the Customer Service Profile™ that is specific to the financial business and the Step One Survey II™ Integrity Indicator. For our professional roles we use
ProfileXT™. They are helpful in different ways,” said Rice, who has 16 years of HR experience in different industries. “We have established a strong bench around the
Customer Service Profile™, which we implemented seven or eight months ago. We have been able to go back and look at who leaves, and what their scores were and tie
[the scores] into the interview process.” In that way, Rice has been able to hire people with scores that better match the jobs for which they are applying.
Profiles assessments also help managers ask the right questions, Rice noted, and suggested areas to explore in depth during the interview. “ProfileXT™ helps to see if there
are large disconnects between the style and the candidate,” she said.
Managers who hire sometimes learned the hard way how accurate the assessment tools are. When an assessment indicated a candidate was not a good fit for the job and
managers hired the candidate anyway, they later acknowledged the “big red flag” that the assessment raised. “As people wanted to leave or were being asked to leave, we’
ve gotten buy-in across the organization,” she said.
To get a benchmark, Rice asked 10 employees to take the assessments, based upon performance. Profiles offered a strong correlation between candidates and job, as well
as a good format, Rice said. “It’s easy to read and they walk you through the interview process. It seemed relevant to our industry and we saw a correlation to how we
were reviewing our employees’ success,” she added.
The thoroughness of Profiles and the time the company spent establishing benchmarks impressed her, Rice said. Even now that SLS has changed the way it is doing some
of the assessments, Profiles continues good customer service.
Perhaps most importantly, Rice sees changes in the company’s managers. “The assessments have given us an opportunity to educate our managers on how important
competencies are, and how important the interview process is.”
Contact us to learn how to duplicate this success story in your organization.
When Lisa Rice sought an assessment tool for her financial services company, she put together a task force of eight to research the
products. Several months and three Profiles’ products later, she sees a slight reduction in turnover, buy-in from managers, and a strong
benchmark for future hiring and employee placement.
Rice is vice president of human resources for Specialized Loan Servicing LLC in the Denver suburb of Highlands Ranch, Colorado.
Founded in 2003, SLS is a financial service company that employs about 410. With a slogan of “Big enough to deliver, small enough to
care,” the company services mainly mortgage loans and prides itself on good customer service. With workers in all areas — support staff, welcome center, human
resources, mailroom and asset conversion — Rice and her task force found three products to help them: Customer Service Profile™, Step One Survey II™ and
ProfileXT™.
“We use the Customer Service Profile™ that is specific to the financial business and the Step One Survey II™ Integrity Indicator. For our professional roles we use
ProfileXT™. They are helpful in different ways,” said Rice, who has 16 years of HR experience in different industries. “We have established a strong bench around the
Customer Service Profile™, which we implemented seven or eight months ago. We have been able to go back and look at who leaves, and what their scores were and tie
[the scores] into the interview process.” In that way, Rice has been able to hire people with scores that better match the jobs for which they are applying.
Profiles assessments also help managers ask the right questions, Rice noted, and suggested areas to explore in depth during the interview. “ProfileXT™ helps to see if there
are large disconnects between the style and the candidate,” she said.
Managers who hire sometimes learned the hard way how accurate the assessment tools are. When an assessment indicated a candidate was not a good fit for the job and
managers hired the candidate anyway, they later acknowledged the “big red flag” that the assessment raised. “As people wanted to leave or were being asked to leave, we’
ve gotten buy-in across the organization,” she said.
To get a benchmark, Rice asked 10 employees to take the assessments, based upon performance. Profiles offered a strong correlation between candidates and job, as well
as a good format, Rice said. “It’s easy to read and they walk you through the interview process. It seemed relevant to our industry and we saw a correlation to how we
were reviewing our employees’ success,” she added.
The thoroughness of Profiles and the time the company spent establishing benchmarks impressed her, Rice said. Even now that SLS has changed the way it is doing some
of the assessments, Profiles continues good customer service.
Perhaps most importantly, Rice sees changes in the company’s managers. “The assessments have given us an opportunity to educate our managers on how important
competencies are, and how important the interview process is.”
Contact us to learn how to duplicate this success story in your organization.
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