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Background
By the summer of 2021 technical-skills recruiter Gattaca was facing significant operational and financial challenges. From a high-performing business with a growing share price, it was now on difficult terrain thanks to acquisitions, a three-year multi-million pound project to reduce 72 technology systems to just two, pandemic-induced workforce disruptions and complex legislation changes. Performance suffered, the company failed to capitalise on the biggest boom the recruitment market has ever seen and a plummet in share price indicated a need for a dramatic transformation.
Approach
Understanding the gravity of the situation, Gattaca’s executive board embarked on a project to breathe life back into their organisation. It was clear from feedback that an inspiring vision and clear path to success were key to achieving this. The result was a new organisational purpose, vision, mission & values (PVMV) – “To provide the skills needed to build a better future – one job at a time” – replacing an unmemorable one that had spoken to the ‘what’ but not the ‘why’.
This purpose inspired a vision – “To become the STEM talent partner of choice” – recognising that these skills are critical to building a better, more sustainable and more accessible future. And it influenced Gattaca’s mission “to provide a service so trusted that we are recommended without hesitation”.
The new PVMV was communicated through a comprehensive engagement programme, including a launch day event with personalised gift packs sent to homes containing mugs which, when heated, revealed a QR to the launch video. There was also a ‘through the keyhole’ style global awards roadshow, designed to reinject fun and local engagement with senior leaders, showing up unannounced to surprise colleagues, and client and partnership communications.
The company also launched an X-Mess Competition, designed to help to build a better future by teaching children about upcycling and the waste that Christmas produces. Additionally, ongoing weekly video communications were implemented to reinforce the new culture.
Outcome
As a result Gattaca has seen monumental transformations in its people and performance strategy, go-to-market strategy and ESG (environmental, social and governance) strategy. The company has realigned its recruitment processes so that new hires embody the company’s values, developed the ‘Gattaca DNA’ competency framework to translate the PVMV into tangible behaviours and transformed its brand structure to align with the PVMV. Relationships with stakeholders have also improved both internally and externally and attrition has halved while net promoter scores have risen.
The company has attracted 16 ex-employees back into the business, representing 20% of hires. This has been so successful it has started offering this alumni scheme as a consultancy service to clients. Gattaca is now positioned to work towards a more sustainable, equitable and inclusive future.