NMP - September 2016 - 89

Class Appraisal most companies build into job descriptions. As Tallinger describes it, Class has found ways to provide incentives for just about any employee who wants to go above and beyond their job description. It removes barriers and it encourages employees to do what it takes to earn more money. Tallinger isn't looking for every employee to hit a home run every day, the game Class is playing is measured in inches. "Even as our volume has increased, our performance metrics, have all improved," Tallinger said. "It's a matter of gaining all those little inches, here and there." A good example can be found in the company's work assignment timelines. When a new order comes in, the company tracks every metric that relates to that order. The first thing they check is the amount of time it takes to get the order out to the right appraiser partner in the field. There is a lot of technology behind making a compliant assignment, and the job isn't done until the appraiser accepts the work. In the beginning, an order that came in at 9:00 p.m. would take about 14 hours to get assigned. Not anymore. Today, Class can get a job- even one that is received late at night-out to the right appraiser, on average, in about nine hours. "Saving that five hours on the 10,000-plus reports we're generating each month is huge," Tallinger points out. And that, he says, hits the bottom line. Tallinger says Class has cut back the time it takes to complete jobs in every department. He credits this to better processes, better technology-much of which the company develops itself inhouse-and empowering each employee to do the best possible job. By Rick Grant Permission to excel While a company's culture will have an impact on its processes, the technology it chooses and how it approaches the business from a strategic perspective. But by far the most significant impact of corporate culture is felt by its people. At Class Appraisal, the culture gives its team members the opportunity to find their best fit and then do their best work. The approach is making a difference in its business. One place that difference is very apparent, to management and the company's customers, is in the quality of the product they deliver. "The most important part of managing our business is making sure that we're tracking the quality of the product we're delivering," Tallinger said. "Quality control can be a monotonous job, which makes this one of the most difficult departments, especially given the extremely low tolerance for error. But with the right incentives, we humans can do things we never thought we could." Out of the 85 or so people employed by Class Appraisal, 22 of them work in the Quality Assurance Department. It is, according to Tallinger, one of the most important operations the company provides for its clients. "Our quality control department is very important," Tallinger said. "Generally, we're looking for employees here to touch about 30 to 35 appraisals per day. We track the quality of every single report. Under a new program, if the employee wants to work harder and still meets or exceeds the quality threshold, the company will reward them for doing so." It should come as no surprise that Class Appraisal's QC department employs some of the most productive employees in the firm. But for every employee continued on page 99

Table of Contents for the Digital Edition of NMP - September 2016

Table of Contents
NMP - September 2016 - Cover1
NMP - September 2016 - Cover2
NMP - September 2016 - 1
NMP - September 2016 - Table of Contents
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NMP - September 2016 - Cover3
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