Greta Roberts, CEO, Talent Analytics, Corp.
Chief Executives worldwide describe talent as being their most important asset. Businesses try to predict future performance by spending billions understanding and measuring factors about everything BUT their talent. Employees themselves are made of many factors – some of which contribute positively to performance in a specific role and some factors contribute negatively.
Why aren’t more companies quantitatively measuring these factors (like how curious someone is) and using them in their predictive models?
At the end of the day, a company’s talent is the last and most important piece of executing on business strategy. Why have there been huge efforts to measure everything in the business outcome pipeline other than talent?
Measuring talent has been overlooked and ignored because it’s been very difficult to connect talent factors to actual business performance:
- In a way that is quantifiable
- In a way that can be combined with all other metrics that a business already gathers, and
- In a way that allows businesses to predict, intervene and preempt lackluster execution
- In a way that is simple for non-statisticians to understand and deploy
Predicting talent performance changes the future of business performance and outcomes.
Businesses now measure most everything in the execution pipeline. Some data has a direct and obvious impact on business execution and some are quite removed.
It would make far more sense for businesses to focus on measuring data points with an immediate, direct and obvious connection to business execution first and then migrate to those data points with less of a connection – but still interesting.
The people doing the work are an obvious direct line to business performance. Yet, their impact on business performance is one of the least measured and quantified.
Imagine if mechanics, car enthusiasts, car manufacturers world wide have spent time gathering data about a car’s color as it related to performance, the brand of spark plugs, the placement and depth of the seats, the heights of the head rest, the sheen of the paint, its parking spot and toll receipts – all as they relate to overall performance.
All of these data points are “interesting” and they do add to an overall picture about the car – but if they don’t measure and understand the engine doing the work they neglect the single greatest factor in overall vehicle performance.
No amount of paint changes will measurably affect the performance of the engine.
Brand new spark plugs might momentarily infuse some life into an otherwise low performing engine – but the slow engine will overwhelm it and at the end of the day it’s the engine that matters.
This is precisely the scenario being played out in businesses everywhere today. They neglect the single greatest factor in overall business performance. The individual themselves and the factors the individual brings to their role and company.
Why Talent Analytics, Corp.’s Predictive Models Perform So Well
We measure factors about your company’s engine “your employees”. We directly correlate these factors to performance metrics like sales performance, calls per day, how long someone lasts in a role, accidents, etc. Our predictive cloud platform, Advisor™ predicts pre-hire, if someone has the engine for the role you are hiring for. It is simple and Elegant.
We don’t predict a middle measure like engagement or performance reviews. We directly measure what a business cares about. Will They Perform In the role they were hired for.
Don’t ignore the engine of your business. It’s time, it’s possible and it’s easy to measure and understand the single largest factor in predicting and changing, future business performance – the engine of your company “The people that do the work”.