A People Intelligence Platform extracts meaningful insights from a rich variety of proprietary talent and workforce data in new and unique ways. Our machine learning enabled systems are engineered to produce predictive Selection - Development- Retention intelligence for client teams and key job roles.
Our People Analytics is strategically focused on business results. This means reducing costs, identifying revenue opportunities and enhancing customer experience. We move the needle by optimizing how talent selection decisions are made in the hiring process. The resulting analytics are compelling; and are used to drive development, diversity and retention.
People Analytics make your biggest investment your smartest.
The technology platform is capable of analyzing historical and real-time data, as well as forecasting the future, to distill what’s valuable to managers and the business, including detecting relevant patterns and producing descriptive, predictive and prescriptive analytics that deliver actionable insights and enable much quicker, smarter decision making.
Our people intelligence engine operates 'bottom-up' using time-series data and correlations to identify patterns in high-dimensionality datasets. These proprietary data sets include workforce and performance data; and sociodemographic, psychographic and biographic data, all tied to specific individuals. Our human and data science teams test hypotheses, and continuously analyze and validate findings, to ensure the integrity of the system's intelligence.
This intelligence delivers a practical roadmap of how to identify and build talent density through explicit selection of the right people for the right job role. As a result, managers obtain a beautiful set of fly-by-wire decision-making tools that directly feed into producing better operational and sales performance. This innovative approach is a selection-focused solution that adds new, unexploited value to talent acquisition, performance development and retention.
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.
Task Performance is the traditional focus of personnel selection; however, individual work performance is more than just performing tasks and achieving prescribed work responsibilities and goals.
Whilst cognitive assessments are useful for predicting Task Performance, Contextual Performance requires non-cognitive predictors. Research shows Contextual Performance is a significant predictor of turnover and is critical in any sector where customer service is important.
Contextual activities contribute to organizational effectiveness through employees’ willingness to go beyond the tasks in a job description (e.g. provide great service). This makes contextual behaviors much more difficult to assess because they’re more likely to be discretionary, whereas task performance is prescribed by the formal job role and responsibilities. If an individual perceives they are being treated fairly, are satisfied with their job, and feel their leader provides support, Contextual Performance is higher.
As adapting to a changing work environment is increasingly critical for all job roles; and Adaptive Performance covers an employee’s ability to adapt to changes in the work system or their work role.
Whilst Contextual Performance comprises behaviors that positively influence the work environment, Adaptive Performance comprises behaviors that are a reaction to a changing or novel work environment such as dealing with uncertain or unpredictable work situations. Predictors of Adaptive Performance are again different; the behaviors are a manifestation of creativity, the generation of ideas, procedures and products that are both novel and useful.
Counterproductive Work Behavior harms the well-being of an organization and includes destructive or hazardous behavior such as absenteeism, lateness or theft that impacts areas such as customer experience and profitability.
All performance is contextual; and any holistic model of performance must include all four work performance domains. To achieve a more accurate prediction of job performance, a People Intelligence model identifies latent characteristics that are critical to contextual and adaptive work performance. Employees who exhibit voluntary effort and discretionary, innovative behavior are not only high performers but collectively, their performance contributes to customer satisfaction, loyalty, economic value creation and ultimately an organization’s competitive advantage.
Proficiency of job-specific tasks; explicit and tacit knowledge, skills and abilities
Non-job-specific task and behaviors beyond formally prescribed by job role and tasks
Discretionary ability to adapt to changing work environment, system, job roles and self
Destructive behaviors that harm the well-being of the business and customers
A decision platform enabling accurate predictions of hiring candidates projected performance from workforce and workplace KPI data delivering unique insight not seen before for personnel investment decisions.
The great irony of unconscious bias is that most of us have a bias and it is our belief that we are not affected by bias.
During a client engagement, one of the senior sales leaders questioned the impact of bias on their recruitment and selection decisions. An LFG consultant asked the room of managers, when interviewing candidates, what are you looking for?
One hiring manager said “I look at their track record and experience”. Another said she “explores the candidate’s employment timeline to assess if the candidate is a job hopper” while a third manager said he liked to know if the candidate has “played a team sport”.Our consultant said “what you’ve just shared are the biases that are at work when you’re interviewing candidates and considering hiring decisions”. The managers heard the proverbial penny dropped.
We rise to become competent business leaders by solving everyday business problems, using rational and practical thinking to make decisions that have a positive influence on the organization. It can be an uncomfortable reality to consider that our recruitment and selection decision making is flawed.
While an artist can be positively influenced by their emotional biases, they're a costly influence on hiring managers when they remain blind to them. This is particularly true with sales team hiring.
Whether we’ve had two years or 20 years’ experience, unlearning ‘natural’ instinct and years of behavior is tough. That's the value Performance Fingerprints deliver. They enable hiring managers and recruiters to consciously move beyond their biases and replace them with data and intelligence.
This idea will not come out of left field for most people because on a daily basis, organizations make a multitude of operational, financial and strategic decisions based on data. So why would we not extend the use of evidence-based knowledge and prediction to making optimal sales hiring decisions?
Role-specific performance fingerprints offer a powerful and credible tool for identifying high performance talent!
Whoever learns faster wins.