LFG's unique prediction engine uses your business data to predict the people improvement, and engagement initiatives that have the biggest impact on what matters to you, whether it's turnover or productivity.
Whilst in this blog we are focusing on post-hire personnel productivity drivers and actions, (many of which help attract desirable hiring candidates) for context, let's take a quick glance at hiring.
Candidate Selection and Hiring decisions often rely too much on resumes, general behavioral assessments, unstructured interviews that bear no correlation to actual performance, and often introduce bias. The budgets set aside for training, coaching, surveys and actions to drive engagement have incremental impact at best if we don;t have the right people in those seats to start!
Intuition, and subjectivity are powerful qualities, which can be difficult to reason with even in the face of science.
"People trust that the complex characteristics of applicants can be best assessed by a sensitive, equally complex human being. This does not stand up to scientific scrutiny"
"The traditional unstructured interview has remained the most popular and widely used selection procedure for over 100 years(Buckley, Norris, & Wiese, 2000). This is despite the fact that, during this same period, there have been significant advancements in the development of selection decision aids"
The progressive discipline of talent optimization requires the right tools to collect people data, best practices to analyze, and to take the appropriate actions to optimize.
It's important to appreciate the whole person shows up to work. How can we reliably identify what candidates will have the highest probability to perform well in a specific role?
In the example above, the head, heart and briefcase capture the traditional broad criteria, often used by many companies to assess hiring candidates, job and cultural fit.
Knowledge, skills, experience, achievements, and even values and culture, all typically assessed during interviews and gathered from resumes, change, grow and develop over time.
Traits and cognitive ability tend to remain stable over time. Valuable because if we can measure, and statistically map attributes to role performance data, and identify what unique blend of cognitive ability and behavioral traits drive existing top performers, we have a reliable basis on which to assess selection and hiring candidates.
Performance Fingerprints are developed from bespoke prediction models, and show what drives your team's top performers, so that you can hire more of the same.
Naturally improving incoming talent by hiring candidates with the highest potential over time, notwithstanding attrition and retention, will naturally help improve existing team performance.
Regardless the valuable data insights, gained from incumbent teams fingerprints, fuel data-driven recommendations on which personnel to invest in and what type of actions to take for the greatest ROI.
Job fit and propensity to produce can be derailed without a willingness to go beyond what might be expected, or what is required to do. Meaning discretionary effort, largely driven by the level of motivation and engagement, which change over time. Awareness of change and what drives engagement requires frequent diagnosis, with actionable intelligence to drive highest ROI!
Discretionary effort is the amount of effort a workforce is willing to put in, to go from achieving the bare minimum to delivering more because they want to. Engagement is of course impacted by various forces that keep people individually driven and connected as a team.
Harness what great businesses do to drive organizational health by connecting the right fit people to their work, boss, team, and culture.
In the same way we can apply people and data science to hire well to help ensure job fit, we can also diagnose and take action through data driven recommendations to combat other forces of disengagement.
Job Fit - Poorly defined positions, sloppy hiring processes, or evolving business needs create a mismatch between employees and their roles. Lack of job fit directly impacts motivation and productivity. Someone who is in the wrong role or who doesn’t have the right support to do their job is not going to be excited about the work they do everyday. A mIs hire can be devastating on an individual’s performance while also impacting the morale of others around them.
Manager - The relationship between employees and their managers is critical, yet many managers are poorly equipped or not trained to effectively understand their employees’ individual needs. They struggle to communicate with and motivate their employees.
Team - Team-based work is more critical than ever, yet poor communication, insufficient collaboration, and inability to manage the tensions inherent to teamwork continue to extract a massive tax on productivity and innovation. Toxic teams put goals at risk.
Culture - (cultural misalignment) is another critical area that can block great results. To be productive and engaged, employees need to feel they belong. When they feel out of tune with their organization’s values, or when they lose trust in their leadership, their own performance suffers, and they can create a toxic work environment that undermines productivity.
Let's take a brief look a the cost of disengagement
The fixed costs of personnel are arguably the highest line cost item of any business. Workforce productivity is a combination of many interrelated moving parts including; Speed to hire, Interview to hire fate, Ramp-up time, early tenure, turnover, overall turnover %, % of high performers, average performance per head, gaps from top and bottom performers. Training and enablement tools, management overhead... all and more besides are part of a productivity and ROI equation.
Any incremental shift, either way in these metrics has an exponential impact on the bottom line, both positive and negative
What are the true tangible and intangible costs of lost productivity within your workforce? Do you measure them. What actions do you take to improve them?
Better, engaged incoming talent impacts the bottom line of any business.
Just a small increase in the # of top performers and similar decrease in low performers substantially impacts profitability. What would a shift from 5 people achieving 50% of budget to 5 at 150%, do for your company? Or reducing unwanted turnover or early tenure by 20%?
A salesperson with $170K renumeration package delivering at 50-60% of plan, versus 100% of plan? Multiplied by number of under-performers? How do you capture that undelivered, unrealized value? What’s the difference inside your org between top and bottom performers?
Diagnose engagement, and deploy predictive analytics to prescribe data driven actions to improve existing teams.
Using our 14 proprietary engagement drivers, LFG pinpoints the factors that will bring the biggest increase in employee productivity, turn every team into higher performers, and optimize personnel investments.
Build an engaged culture. Uncover where to focus your efforts for greatest impact on your company. Take the guesswork out of building a high performing culture. Deliver the right question to the right person at the right time to uncover disengagement patterns as soon as they arise.
Monitor your employee engagement, and receive alerts of any disengagement signs, with precise data-driven recommendations to help improve. Providing leaders actionable insights for every employee segment: direct manager, department, office, tenure, title, demography and more.
Prevent unwanted turnover, and retain top performers. LFG helps you detect employee segments at risk of leaving and learn the issues leading to turnover, enabling you to act in time to prevent attrition. Predictive models use employee data and machine learning to generate real-time alerts for employee segments that show an increased risk of turnover, drop in satisfaction or other KPI changes.
Capture feedback from the day your people join to the day they leave giving you meaningful insights into the employee experience over time.
Access our large dataset of employee insights to forecast employee turnover and uncover the reasons why.
Ever wanted to know what ROI to expect before launching a people initiative for your existing teams? LFG's proprietary machine-learning algorithm leverages your own KPI data to predict the performance gains you can expect from improving key areas - you'll be laser-focused on what actually matters to drive engagement and performance.
LFG provides leaders at all levels of your organization with personalized easy to-implement actions to act on their data and drive meaningful changes. These actions are aimed towards one objective: turning your people into a competitive advantage.
Scaled adoption is key to the success of any initiative. LFG provides the tools to successfully gain employee adoption of your initiatives and track results for executive support.
Companies that cultivate an inclusive culture enjoy open, honest work environments where people love to come to work. LFG helps you measure the experience of all groups, and introduce the initiatives that will make a real difference for your people.
LFG helps you understand how different employee segments are feeling, and compare specific aspects of their workplace experience. Uncover disparities between groups. Know how underrepresented groups truly feel - whether they think that decisions are fair, that their voices are heard, or that they see opportunities for themselves.
Make sure your team keep morale and productivity while working from home.
Collect feedback from every employee in your organization. Unlike traditional surveys, a check/pulse survey takes just minutes to complete and delivers data instantly. Being close to your team is essential when working from home.
With anonymous focus groups designed for solution finding, we make it easy to give your employees a voice and bring to the surface the best ideas.
The Engagement Platform draws insight from periodic anonymous engagement surveys, generating actions for each improvement opportunity that has a high impact on a given KPI. This allows managers to be autonomous in improving team performance.
Strategy of the organization
Relationship with manager
Relationship to colleagues
Commitment to organization
Compensation and reward
Diversity and inclusion
For direct manager support: Have a “stand-up” meeting every morning ( Hold a stand-up meeting every morning and ask everyone to share updates on what they’re working on and any challenges or roadblocks they’ve encountered. This way, you can quickly eliminate roadblocks or provide the resources an employee needs to complete their work. These stand-up meetings are a quick, stress-freeway for employees to state what they need.)
For team dynamic(collaboration between colleagues): Assign an owner to any task, process, or resource your team uses (If your employees become stuck during a certain project or while using a certain resource, who do they turn to for help? Clarify this by assigning an owner to every task, process, or resource your team uses regularly. This could mean that someone is in charge of updating your documentation, someone is in charge of knowing how to use specific software, someone else is in charge of working with a certain vendor. When everything has a clear owner, everyone knows who to turn to ask for assistance so they can avoid spinning their wheels.
For job autonomy: Provide strategic direction and must-haves instead of an A to Z breakdown of tasks. Ask yourself: What are the key requirements for this project? When you’re assigning tasks, focus on explaining the strategic purpose of the project and the must-haves. After that, give your employees the freedom to complete the project how they know best. Unless an employee’s approach is extremely inefficient or potentially harmful, give them the autonomy to get their work done. Finally, instead of providing answers, provide direction. Train your team on how to use the resources around them to find the answers they need.
For recognition: Recognize your employees on a consistent basis. Recognizing your employees is one of the most effective ways to boost employee morale. One study found that 82% of employees don’t feel like they’re recognized enough at work. What’s even more interesting is that 40% of respondents said they’d put in more effort if their contributions were better acknowledged. Pay is important, but it’s not everything, especially past a certain threshold. And if your company employs in-demand talent, they’ll already be paid at or beyond this ceiling. So it’s important to think about what other factors will keep them happy in the job and keep them performing at their highest potential. Deloitte’s Talent 2020 Survey found that recognition is among the top three most effective non-financial methods of retention.