Workforce productivity

What Team Fit, and Potential mean to Performance

Business Performance versus Potential

The best-performing companies harness the greater potential of well- constructed motivated teams. Leaders actualize the collective team-potential, not the aggregate of each individual's in isolation.

Performance is a broad company-wide pursuit, when the parts fit and work well together it feels effortless. If they don’t there’s a drag on performance. Just like in sports, when a less talented team beats a team of higher skilled individuals who are playing like individuals. Individual performance versus team performance is a tricky balance. Team first might not be everyone mantra, and awareness is a powerful elixir.

Many people have been on teams that just work so well. Where trust, clarity, purpose, and communication underpin virtuous circles that drive higher levels of performance, lifting team productivity.

The reverse is too often the case where poor organizational health can pervasively shift performance dynamics, drifting from the greater of team potential to that of individuals' with vicious debilitating cycles driven from the symptoms of politics, self-interest, high turnover and apathy. Performance systems in general are based on individual measures and often forced ranked and competing within teams. This can often be corrosive and drag what might be a more collaborative team effort, and ultimately greater team potential down. A force opposing cohesion and productivity.

Fit to thrive

We live and work in communities, part of broad ecosystems and subsystems down to our families, and our places of work. Potential to perform as individuals and as part of teams differs as does our ability to adapt to change. Some people are thriving in WFH environment, others are not doing as well.

We participate in teams, personally and professionally, whether we consciously choose them or not. Parents, managers at work, as an employee, or employer, vendor, or customer. A community naturally and inherently makes us stronger. How we fit, adapt and evolve individually, but more powerfully in teams dictates how well we collectively do.

Business is perhaps the ultimate team sport, so how do we predictably develop high-performance teams, not individuals? Like in sports, even individual sports many contribute to the end results. How well we fit within our evolving environment and work with other members drives both individual and a teams’ collective outcomes and success.

How do we know our existing or prospective team members potential, measure it and improve it?


When evaluating risks of an investment (time, money, resource allocation) in any assets, assessing potential to perform is implied.

Workforce evaluation takes place throughout the entire employee lifecycle using various criteria and methods to assess fit, and monitor performance. When evaluating prospective employee potential companies look at resumes, conduct interviews, and assessments checking behavior, and cognitive abilities, skills, knowledge, experience, achievements, and a raft of other things to determine best fit for a role(s).

In current employees the potential to perform is gauged in goals set. Performance measurement systems help companies align employees and their activities to business strategy, to agree and set goals, monitor results, and adapt to improve.  

Of course, potential varies, everyone is born with certain natural abilities; cognitive, traits, aptitudes, and natural talents or inclinations for certain types of activities. For example, you may have a very high aptitude for artistic projects, but little aptitude for numerical activities. Aptitudes and traits drive behaviors that impact performance, in good or negative ways, and in both linear and non-linear relationships.

Traits and cognitive abilities can be measured through validated behavioral and cognitive assessments. Valuable, they provide a better understanding of behavioral tendencies, and speed to learn. But they do not quantify potential, meaning how well someone can perform, (is capable of) in absolute terms (production), and relative to others in a specific role.

Ultimately we can think of potential as a gauge of capability. The aptitude for something but not necessarily the experience or track record of success. Ability to do something is having the power and skill and opportunity. Both, not mutually exclusive, an employee’s true on-job performance is highly complex. Work performance encompasses four domains with components that can be directly measured and incorporated in a Decision Support Platform. Scientifically quantifying potential, what someone is capable of, and will likely produce leads to greater confidence in human capital decisions. This capability changes how leaders can think about building and sustaining a competitive advantage.

Human resource management - an art or a science?

Resources available, to aware leaders who choose to prioritize and practice talent optimization, have grown enormously over the past few decades. Performance fingerprints have changed how leaders can evaluate talent potential

How effective is your company at placing people in positions who have an innate ability and potential to do well in the role and make people around them better? Leaders want to invest in talent that has the highest probability and potential to perform. Like other areas of the business, having validated data enables greater confidence in our choices. Awareness drives workforce engagement and discretionary effort, which underpins high performing companies and organizational health.

Hire, develop and foster more high performers than your competitors - and you win.

Decisions in personnel investments can be made with high confidence, backed by advanced data science designed to accurately predict future performance.

We develop bespoke personnel prediction models enabling clients to leverage greater people productivity. Clients gain a deep forensic understanding of what is contributing uniquely to the success of their people, and what things are early indicators of failure, or lack of fit across a wide variety of human attributes. We accurately predict a team member's expected future performance, down to the very specific metrics that matter most to each individual company. That means you can know how much an applicant will perform before you even hire them.

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