Citadel Earth is pleased to announce its control investment in DataFit, LLC, the nation’s leader in data-driven muscular strength assessments for employers.  Organizational healthcare costs are second only to labor costs and are rising at a rate that is multiples higher than inflation.  As these costs continue to skyrocket, DataFit partners with employers to reduce healthcare costs and create safer, healthier workplaces.  Since 1998, the Hudson, Ohio-based company has performed over 600,000 assessments nationwide providing clients an overall return on their investment of over $5 in reduced healthcare costs for every $1 spent.  DataFit offers New Hire Assessments, Well-Being Assessments, Return-to-Work Assessments and Job Task Analyses.  The combination of these services reduces costs by identifying those individuals more likely to experience a workplace injury through objective data collection, also improving productivity, minimizing absenteeism, reducing pharmacy spend and improving employee morale.

DataFit re-branding and re-naming project led by Citadel Earth

Citadel Earth’s original investment was made when the company was branded Industrial Physical Capability Services, Inc. or IPCS.  The messaging to customers and prospects was focused on muscle strength and the company’s services were primarily sold through speaking engagements at orthopedic conferences.  IPCS’s historical financial performance was unpredictable as the result of the fluctuating testing requirements for a concentrated base of customers.  The online content was focused primarily on the aging founder’s historical success and expertise in the science of muscle health.  At the time the transaction closed, the company had not secured a new customer for several years.

As part of this process, the Citadel Earth team has now focused the newly-branded DataFit’s messaging around three critical themes.  First, we now emphasize the company’s history of reducing clients’ overall healthcare costs by at least $5 for every $1 spent.  Given this high return on investment, we have been able to change the dynamic of the sales process away from price. This is important, given that competitors offer less objective Functional Capacity Tests, visual assessments at a lower price point.

Second, the new messaging reinforces that the employer is in control and that DataFit simply administers the assessments at the direction of the employer.  Historically, too many employers either adopted or fully rejected the DataFit offering.  This would often create a dynamic in which client human resources and legal counsel were concerned about becoming too selective and not filling positions or about exposing the employer to EEO claims.  By suggesting a sliding scale of options available to employers, allowing them to adjust the assessment metrics, DataFit provides an opportunity for internal compromise. Customer organizations can eliminate only the most extreme strength mismatches, therefore reducing costs but also filling all or most of the open positions.  In the current labor environment, employers are often willing to accept a smaller reduction in healthcare cost to ensure positions are filled.

Finally, DataFit’s new messaging argues that the company has a moral obligation to not place a prospective employee in a job where there is a high likelihood of injury.  Too often there is a fear by the employer of being sued by the candidate based on EEO claims, but the employers are intimately aware of the physical demands of the job and should not subject individuals to situations in which probability of injury is higher than it needs to be.

The recent name change from Industrial Physical Capability Services to DataFit aims to make the name easier and more memorable and also emphasizes that the company’s offering is based on objective data and not subjective visual assessments.  It also refers to the company’s database, which is the largest in the nation of prospective employee strength assessment results.  In the case of DataFit’s well being program, the database helps determine whether an existing employee deserves a better rate on health insurance.  The “Fit” part of the name refers to the company’s foundation in muscle strength and health. The benefits of being “fit” are not limited to physical benefits such as resistance to certain types of diseases and decreased absenteeism but also include the mental and emotional well being that affect a person’s productivity, happiness, resilience, etc.

In addition to the company name and messaging changes, the company logo and website have been transformed from a dated design and color scheme to a more modern, forward-looking design with crisper, more focused messaging.  We believe this project is another example of how Citadel Earth adds tremendous value to its investments in an economical way, with high impact and great return-on-energy.

Citadel Earth is unique in how it adds value

Citadel Earth is a hands-on operations-oriented investor, with our team members acting as an extension of company leadership, working tactically, shoulder-to-shoulder to level-up and professionalize an organization.  Citadel Earth is eventually able to transform to a more strategic role focused on new product and service offerings, geographic expansion, acquisitions, investment allocation, governance and talent management as the company evolves.  Citadel Earth Capital’s core value of “Return on Energy” is critical in these situations in which we are able to initially invest at a reasonable valuation, then improve a company by expending our team’s energy, creativity and expertise, making the organization appealing to the next echelon of buyer.

The post Citadel Earth Acquires IPCS and Launches DataFit: Pioneering the Future of Workforce Health and Safety appeared first on Citadel Earth.

Aziza’s passion for the dental industry and commitment to delivering top-quality dental care are evident throughout her career. She has a proven track record in operational success, partnership development, group acquisitions, integrations, and cultivating high-performing teams.

“Aziza’s appointment comes at a pivotal time for Empire Dental Arts. Her initial focus will be on enhancing the patient experience through expanded service offerings and supported staffing. Her visionary leadership and commitment to excellence will play a crucial role in driving the practices’ growth and success,” according to Citadel Earth’s Founding Partner Jeff Kadlic.

Aziza serves on the editorial board of Group Dentistry Now and is a national speaker and educator on clinical compliance.  A long-time resident of Northeast Ohio, she has an extensive network that will help Citadel Earth strengthen the existing Empire practices.  Aziza resides in Westlake, Ohio with her family.

The post Aziza Abed Joins Citadel Earth’s Empire Dental Arts LLC as President and CEO appeared first on Citadel Earth.

Step 1: Prepare 

The first step in implementing a review system was to set clear objectives and measures while tying in the Core Values. Think of the objectives and measures as the “what” and the Core Values as the “how”. Additionally, Mainline Environmental was comprised of two environmental companies, each with a different history and culture. Kim thought setting clear objectives and measures would help create better visibility and drive greater consistency between the companies. In addition to the primary goal of elevating performance, she saw an opportunity to assess potential and improve team engagement. Other benefits included identifying training and development needs, and promoting communication and collaboration between managers, employees, and teams. 

Step 2: Align on the Process 

The Mainline leadership team worked together to develop a document that allowed employees and managers to set goals which aligned with Mainline’s objectives and vision. It also incorporated the company’s Core Values, reinforcing their importance as a guidepost to decision making.  

Step 3: Set Objectives and Measures 

Kim and the leadership team discussed the business strategy and what it would take to achieve short and long-term business goals. Once the team determined their goals and objectives, they were able cascade them throughout the organization. There were objectives and corresponding measures around productivity, quality of work, financial performance, and communication. The team then ensured that the objectives and measures were “SMART” – specific, measurable, achievable, relevant, and timely.   

Step 4: Train, Practice, Reinforce 

Kim provided comprehensive training to Mainline managers and employees on how to maximize the benefits of the new process. Managers were trained on and practiced setting objectives and measures, including tips on providing constructive feedback, and the importance of coaching. Real-time coaching is the linchpin to success in performance management. By coaching in the moment, or as close to it as possible, managers have better success seeing behavior change. 

Step 5: Establish a Consistent yet Flexible Approach  

Typically, objectives and measures are established at the beginning of the year and revisited quarterly with a formal review at the end of the year. Although establishing a consistent schedule for reviews is important, organizations need to remain agile in today’s dynamic business environment and revisit objectives as needed rather than on an annual basis.  Strong leaders help associates translate high-level objectives into specific plans, activities, milestones and day-to-day deliverables. 

Step 6: Ongoing Support, Coaching and Feedback 

Kim is accessible to the Mainline team, providing ongoing support and feedback to managers and employees throughout the year, as needed. Managers are provided with the necessary tools and resources to support employees in achieving their goals. Employees are provided with regular coaching and feedback on their performance, to encourage continuous improvement. 

Results and Conclusion 

The process helped to align employee goals with the company’s objectives and core values, leading to better performance and results. When associates understand how their goals relate to the company’s goals, performance improves. The new system helped to identify high-performing employees for career path discussions, as well as those who may need additional support or training. 

The implementation of the new employee review system at Mainline was an important first step in creating an environment of accountability and a common performance-based language. Short-term goals are being achieved, but the real payback will take time and focus. Ultimately, if done correctly, effective performance management goes beyond improving employee performance. It helps establish clarity on what is needed to develop employees, better understanding of bench strength, and increased accuracy with workforce planning. Your organization will be fully aligned on where you are heading and how you will get there.  

Implementing an employee review system requires planning, communication, collaboration, and consideration of the company culture.  The successful implementation of an employee review process at Mainline Environmental serves as a testament to the importance of these steps in achieving success. 

Check out our related blog post to learn more. 

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