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Guest blog: Uncovering truths - the power of Talent Science

In our recent presentation to clients at Kemp Little, we discussed the power of Talent Science, and it’s potential to identify and manage workforce related issues.

The problem

Recently, a HR Director, Chris, explained that hiring managers within his business were concerned that the quality of the graduate intake was decreasing over time. However, his organisation does not rank employees or have performance ratings. Instead, the managers provide written feedback (in text form). As a result, there was little consistency in measuring performance and it was difficult to interrogate and analyse the data.

Ideally Chris’ organisation would have a clear definition of success and a set of performance metrics, digitised and quantified, so managers’ ‘instincts’ can be measured and tested. However this was not the situation and building this capability for the future did not address the current problem. Working together however, we found a way forward.

Fast-track to analysis

To address Chris’ current issue, we took all written performance feedback and defined a performance scale. (see figure 1). Each evaluation criteria was anonymised and divided amongst the team, with each Talent Scientist reading the text and scoring the content.  This took 1 day of elapsed time, 3 FTE days in total.


Iteration 1

With this initial list sorted, we added additional data, such as revenue data. The thinking was, the best performing graduates are likely to be generating the most revenues. The outcome was that once we’d added additional data, some names at the top dropped down, and a few names at the bottom, rose. This is normal and expected and the reason we always calibrate findings with the client.

Iteration 2

So, with this organised list in hand, we met with a select number of managers to discuss the results.  Interestingly, all managers agreed on the top ranking graduates, but not on the bottom ranking graduates. However with some discussion, they agreed on a quantified, ordered list of performers that was calibrated at the various levels.

The insights and next steps

Armed with this data, we then cut the data by year, looking at the average performance of each intake year. What we discovered was the manager’s instincts were correct – the graduate intake was in fact getting worse over time. See Fig.2.


But why?

Was it an issue with talent attraction? Were they selecting the wrong trainees? Was their on-boarding effective?  Were they providing the right learning and development support? Were trainees assimilating into the business successfully? To understand the true causes we needed to examine each intake in detail.

To find out more about how we approach and solve these types of problems read the some of our other case studies;

Recruitment optimisation

Assessment effectiveness

For more information on this case study or discuss how Talent Analytics can help uncover truths within your business, please contact;

Jason Ku: jason@aspirantanalytics.com  07824 362113

Vera Levitskaya: vera@aspirantanalytics.com 07961 911829

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