The DEATH of GUESS Using Data to Make Better People-Related Decisions

Transcription

1 The DEATH of GUESS Using Data to Make Better People-Related Decisions Presented By: Whitney Martin, MS

2 Metrics, Analytics, and Big Data OH MY!

3 Bersin, Josh (2015). The Geeks Arrive in HR: People Analytics is Here Forbes.

4 Harvard Business Review (2014). HR Joins the Analytics Revolution

5 Harvard Business Review (2014). HR Joins the Analytics Revolution

6 Agenda: 1. Hiring a. Vision (what are we trying to achieve?) b. Validity (are the methods we re using predictive?) c. Verification (how do I select the best tools?) d. Value (how do I know what impact I m making?) 2. Post Hire a. Onboarding & Coaching b. Team Dynamics c. Leadership Development & Career Pathing

7 Intro & Background ProActive Consulting: Masters degree in Human Resources Measurement & Evaluation 15+ years experience in survey and assessment work Extensive research on the predictive validity of various assessment approaches and the research-practitioner gaps in assessment practices. Have worked with companies across size, industry, and geography to design predictive hiring systems....data NERD!!!

8 This Presentation is... NOT my opinion NOT based on vendor research NOT product specific

9 Why Does Any of This Matter?

10 Here s Here s what what you you see see & hire/promote when you interview Here s what you get! 10

11 Here s what you see when you interview Here s what you get! 11

12 1. Vision What am I trying to accomplish?

13 Hiring Better Means More Less Better

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15 2. Validity Based on Frank Schmidt s 2014 research, which updates the following: Schmidt, F. L. & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124,

16 Personality Assessments Big 5 Emotional Stability, Extraversion, Openness to Experience, Agreeableness, Conscientiousness Universally desirable vs. contextual or fit model Using 4-quadrant assessments for hiring

17 4-Quadrant Tests Basic Description: How people describe themselves in terms of style or preference State (vs. Trait) Ipsative (vs. Normative) Uni-Dimensional (vs. Multi-Dimensional)

18 4-Quadrant Tests Best Uses: Self-awareness Team Dynamics Communication Coaching Enhancing Manager/Employee Relations NOT Recommended for Hiring Placement Promotion Talent Pool Management

19 2. Validity Based on Frank Schmidt s 2014 research, which updates the following: Schmidt, F. L. & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124,

20 3. Verification

21 I.D. GOOD Tools Reliability internal consistency and test-retest DOL recommends a minimum of.7 Criterion-Related Validity Test scores are related to some outcome of interest (turnover, sales volume, patient satisfaction scores, productivity, absenteeism, etc.)

22 I.D. GOOD Tools Reliability: Validity:

23 4. Value

24 Different Value in Different Places

25 Practice Time!

26 Don t Stop Now! Use Pre-hire Assessment Results for Posthire Applications: 1. On-Boarding 2. Coaching 3. Team Dynamics 4. Leadership Development 5. Career Pathing

27 On-Boarding/Coaching/Career Pathing

28 Team Dynamics

29 Leadership Development

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33 Aggregate 360 Data 18 Competencies: Ed Emily Jim Joe Kevin Vince Average Instills Trust /6 Builds Personal Relationships /6 Works Competently /6 Displays Commitment /6 Works Efficiently /6 Achieves Results (2) Takes Action Facilitates Team Success (3) Seeks Improvement Processes Information Adjusts to Circumstances Listens to Others Provides Direction Cultivates Individual Talents /6 Communicates Effectively (1) /6 Delegates Responsibility /6 Motivates Successfully /6 Thinks Creatively /6.=Among the individual's highest rated 5 competencies.=among the individual's lowest rated 5 competencies.=the top 3 "Most Important" Competencies selected by Bosses/Selves

34 The Death of Guess

35 Available Resources Hiring Under the Microscope: Improving the Science of Selection (Book Chapter) The Problem with Using Personality Assessments for Hiring (Harvard Business Review) Testing and Assessment: An Employer s Guide to Good Practices (Department of Labor publication) Putting Talent to the Test (TD Magazine) Complementary Assessment Strategy Discussion, including product recommendations where appropriate

36 For More Information: CALL