Reframing challenges can help test ingrained intuition, assumptions and perception, to cast new light on possibilities and solutions not previously imagined
It’s not a coincidence that many of the best performing companies often have a culture supported by authentic values and truly integrated diversity and inclusion programs. Perspectives matter. They drive awareness and the opportunity to become wiser and stronger in all ways
We exist in ecosystems personally and in business. In teams, with managers, cultures, customers, vendors. Like in sports, how well we work together drives outcomes. Regardless of industry or niche, performance is the result of synchronized interrelated activities and how well teams execute and adapt.
How do business leaders know they have that right ? How do they measure it and improve it? Are unconscious biases influencing decisions?
In most companies, performance metrics typically reveal only a small % of a workforce produces the majority of the outcomes. In sales roles, up to 50% of personnel miss quota, with 40% on the fringes of making budget, too few top performers drive results.
Leaders naturally want more top performers, and to limit the expense of bad hires, where tangible and intangible costs are multiples of a salary.
Reducing miss hires, increasing top performers by developing high-performance teams may be the highest ROI opportunity available to all businesses, particularly if there’s a repeatable formula to drive desirable and predictable outcomes.
We provide this solution, backed by advanced data science designed to accurately predict future sales performance - down to the very specific metrics that matter most to each individual company. That means you can know how much an applicant will sell before you even hire them. The process eliminates unconscious hiring bias, mitigating legal indefensibility risks helping to execute on DEI policies.
The value extends across an existing workforce, revealing the precise factors holding back employee performance enabling insight to develop custom training, and coaching to bridge gaps, or for other measured personnel choices.
Companies set aside large budgets to invest in the discipline of talent optimization, monitor, analyze and assess productivity to help make decisions to improve performance. Resources available to human resource teams have grown enormously over the past few decades.
Digitization and exponential technologies have accelerated business opportunities and disruption. 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 personnel decisions?
The progression of talent optimization as a discipline incorporates 3 distinct elements; head, heart and briefcase.
The whole person shows up to work.
Here you can see a model person: head, heart and briefcase. When you think about evaluating someone to determine where they will be most effective in an organization, people are very quick to look at the knowledge, skills and experience someone brings to the job. This model represents that as the briefcase. We typically look at someone’s resume to find out about these things, and we dig a bit further in an in-person interview.
The heart represents things like values and interests that someone has. What are they passionate about? Will they be a good fit for our company culture? We attempt to uncover these things during interviews.
The heart and the briefcase change over time. Someone’ skills and knowledge grow with experience, and values and interests can also change over time. But at the top you see the head, which in this model represents a person’s innate drives and cognitive abilities. These things tend to remain stable once someone matures. Your behavioral drives and the rate at which you learn new things stay constant. And this is where data helps you evaluate these critical aspects of a person.
You can find out about these things using validated assessments - Behavioral assessments measure behavioral drives, and cognitive assessments measure cognitive ability. The combination of the two provides valuable data and insight that can help to predict someone’s behavior and performance. When used together, these two assessments can be powerful indicators of job success, but are just part of the whole. Using extremely insightful data to understand how productive someone will be at work it tremendously helpful and another datapoint, but certainly not the whole story. The reality is the whole person turns up - head, heart and briefcase.
The hiring and career-pathing process in many companies miss the insight gained from validated assessments. By omission, and unwittingly they lean a lot more on intuition, gut instinct and subjectivity to drive personnel investment decisions, also likely to have some level of unconscious bias.
Furthermore, most companies that do apply human-centric data analytics to personnel choices, fall short. They miss the opportunity to leverage untapped workplace data, locally validated to map what qualities drive the proprietary KPIs revealing invaluable insight for - better hiring decisions - improving incumbent teams, enabling deep forensic analytics for strategic planning and effective management.
Scientific research in this area concludes that Intuition and subjectivity results in very poor selection decisions. Also results in bias related to race, gender, pedigree
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"
When we look at key data, the numbers tell the story. Hiring and developing top performers -even at companies with best practices in talent optimization - can be a widespread economically inefficient pursuit, and very costly - it doesn't have to be.
Leveraging untapped proprietary data mapped to performance outcomes allows us to gain statistical confidence in our choices and talent investments, and at the same time implement a process to remove unconscious bias. Correlation of people data to KPI workplace data, allows us to identify the specific group of human qualities that drive the highest productivity in a specific role. In doing so, we achieve a minimum coefficient of 0.70 +, allowing clients to confidently answer the question thats really on leaderships' mind - How much will employees do it by? We can confidently improve existing team performance, and actively manage our talent pool through a decision support engine and strategic tool that goes beyond people science assessments which is also blind to bias. Blind assessments are the best practice to remove unconscious bias and ensure equal employment opportunity and workplace diversity, equity, and inclusion.
When human-centric science and data-driven analysis is rigorously applied to the hiring process decisions are faster better and consistently more accurate; with less effort, frustration, and failure than conventional methods. Developing a performance fingerprint algorithm that's custom validated, using incumbent team data across the spectrum from under-performers to top performers delivers a unique understanding of performance drivers.
The percentage of top producers at most companies is low at around 10%. The cost of poor hires is high at around 3-5 X salary
Evaluation of sales talent is economically inefficient.
While a people arbitrage opportunity might sounds crass, the intention is to demonstrate how effective a company can become at placing people in the right seats who have an innate ability to do well in the role.
Arbitrage Meaning: the simultaneous buying and selling of securities, currency, or commodities in different markets or in derivative forms in order to take advantage of differing prices for the same asset.
Applied to sales performance: Fixed COS (Cost-of-Sales), largely captured in the payroll & benefits of the sales team. Difference in a 225K person delivering at 50-60% of plan versus 100% of plan? Multiplied by number of under-performers? How do we capture that undelivered, unrealized value?
What’s the difference inside your org between top/bottom performance?
Poor personnel, hiring, coaching and career pathing-decisions create high early- tenure attrition, slow ramp, lost leads and revenue opportunities, lost customers and uninspiring customer experiences.
Reducing miss hires, and increasing top performers, maybe the highest ROI opportunity available to all businesses, particularly if there’s a repeatable formula to drive desirable and predictable outcomes and create employment opportunities for a broader group of people.
More top producers, less poor hires - Hire only people with the highest probability of becoming top performers.
Blind recruitment is the best practice to remove unconscious bias and ensure equal employment opportunity and workplace diversity, equity, and inclusion. When human-centric science and data-driven analysis is rigorously applied to the hiring process decisions are faster better and consistently more accurate; with less effort, frustration, and failure than conventional methods.
To efficiently, and effectively field a diverse team of high-performing individuals who can predictably and repeatedly achieve whether the role is customer service or in sales to grow revenue while influencing client loyalty.
Reframe Personnel challenges to test ingrained intuition and assumptions, and open up unforeseen possibilities.
Quality of personnel and correlation to performance is critical data that's too rarely fed back into the talent acquisition and development functions. This results in hard, soft and opportunity costs from sales personnel decisions that are hidden and poorly understood.
Talent and data science analytics leverage company proprietary datasets. Workforce and performance data- sociodemographic, psychographic, and biographic- all tied to specific individuals and correlated to performance outcomes.
The emergence of Performance Fingerprints now provides leadership with the technical capabilities to quantify and predict the sales and revenue impact of any new recruit on the business, before they're hired, but also a road-map for coaching and development.
Performance fingerprints enable leadership to confidently invest in high probability talent minimizing impact of poor choices.
Delivers a ‘deep’ picture of sales talent, what to develop and coach, and who you need to recruit
1. Company Psychographics - measure existing company DNA
2. Performance Data - add detailed team performance data
3. Performance Profile- run predictive modeling to create a role-specific performance profile
Combining detailed psychographic data at scale with role-specific sales performance data creates a unique predictive performance fingerprint through which leaders can make informed decisions with a high degree of confidence in achieving budget objectives.
Proprietary Talent Solutions
As a business evolves and adapts so must the personnel qualities and skills necessary to produce at the highest level. She who performs well in person may be less effective virtually. Performance fingerprints are an iterative proprietary process, dynamic like the business require periodic recalibration.
Industry, niche, company culture, role fit, effectiveness of managers, team dynamics, and overall talent strategy has a resounding impact on attracting, engaging and retaining the best people and overall company performance.
Whether we are looking at the Insurance industry, Telecom, Pharma, Hospitality, Tech, Banking or any industry vertical, each company has defined roles with accompanying performance metrics to transparently help employer and employee achieve mutual agreement on goals, expected performance, results and rewards.
Companies in any industry and role - where defined KPIs and sufficient data exist- can benefit from our people analytics and machine learning platform.
The strategic focus on business results and unique approach to eliminating bias opportunity means the outcomes include reducing costs, identifying revenue opportunities and enhancing customer experience. We move the needle by optimizing how talent selection and optimization decisions are made in the hiring and development process. The resulting selection algorithm and analytics are compelling; satisfying widespread challenges, improved scaleable hiring selection, personnel development while uniquely eliminating the opportunity for bias prevalent in many black box vendor solutions
400 potential human qualities (void of bias) can be measured and correlated to KPIs to reveal which have the greatest impact on driving performance, distilled into a group of traits presented as a performance fingerprint.
Traditional subjective drivers may surprise many in the level of correlation to performance