WHERE ARE YOU GETTING YOUR PRODUCTIVITY?
You are managing on the 'edge of failure' to over-rely on top performers to get things done
- Many are getting burnt-out from out carrying the load
- They see their added value is only barely tricking down to their paychecks
- They resent managers tolerating poor performers.
- Given total power high performers said their first move would be to "Fire non-performers"
- If your top performers leave or get sick, you are 'in a world of hurt'
Scientific analysis of thousands of high performers shows more can be found or developed over time
Your ultimate RISK to productivity is the failure to hire-develop-retain more top performers
Top performers add 4-8 times more value. Sadly, most organizations are so complacent they accept the easy but false belief that "Average" is good. This is wrong because Industry leaders are setting higher standards
VALUE CURVE RESEARCH EVIDENCE
Schmidt & Hunter's research shows top performers (in the 84th percentile) far outproduce average workers by
- 19% in unskilled roles, 32% in skilled roles, and 48% in professional and managerial roles
O'Boyle & Aguinis (2012) found that 20% of employees generate 80% of the value an organization creates.
This value gap is largest exactly where it costs the most. Here is what the talent gap means in dollars:
- In $40,000 roles, poor performers contribute $32,000 less per year than a top performer.
- A top performer in that same role adds $16,000 more per year than average — roughly 40% above the role's base value.
- At a $65,000 average salary, 1,000 top performers would add $26M in value per year over an average-performing workforce.
TALEN SOLUTIONS developed by science, validated by users, and continuously refined
TALENT ENGINEERING 3 STEP PROCESS
- Standards — Define what high performance actually requires in this specific role, team, and environment.
- Measures — Objectively measure people against those standards using validated, proprietary analytics.
- Solutions — targeted development to close measured gaps and track performance
TALENT ENGINEERING APPLICATIONS TOOLS
- Candidate Guide attracts exceptional people
- Hiring Guide selects in top performers
- Development Guide focuses on talent gaps
- Coaching Guide shows the path to excellence
- Self Management Guide success model
- Culture Guide edits habits and expectations
Talent Engineering brings precision and objectivity to talent management plans and decisions by complementing soft people skills with hard data and analytics.
- Based on 30 years research on thousands of high performers
- State-of-the-art analytic tools and statistical methods
- Developed by a cognitive scientist and former VP-HR
Talent Engineering evolved over decades of applied research from a collaboration of cognitive scientists, university professors, HR experts, and client users. Because it is so elegant in its simplicity and powerful in its effects, users intuitively understand it.
Scientific research and decades of practical applications show Talent Engineering is a timely addition to your HR tech stack and methods of making decisions about people
Most talent systems only measure people while Talent Engineering measures Work-People-Environment conditions that determine not only employees' job performance but also their opportunity to achieve lasting work-life success
Case Example of Talent Engineering
A Success Profile was created using factors distinguishing high performers in a sales population of 714 sales professionals.
An experimental group of sales pros were then hired using Success Profile criteria and predictive standards of job compatibility.
Traditional hiring methods were use to hire a control group. We compared groups.
Results: Sales resp hired using Profile standards added $14 Million (3.2 x) more revenue than traditionally hired reps
INDIRECT IMPACT: lasting sales increases, lower turnover. Increased employee engagement. assessment-based coaching was so effective a CEO asked us to teach it to worldwide HR team; analysis of high-performing teams rewrote the team selection and management guide
More examples of Talent Engineering adding measurable value
5 Major Clients issued us Contractor Badges
Accurate Quantitative Performance Prediction
Accurate Quantitative Performance Prediction
Three decades of client validation.
Alcatel, Hitachi, Johnson & Johnson, Nokia, and Texas Instruments each issued Performance Advantage a contractor badge to work inside their global operations — built on three decades of applied research on thousands of high performers across diverse jobs.
Accurate Quantitative Performance Prediction
Accurate Quantitative Performance Prediction
Accurate Quantitative Performance Prediction
87% predictive accuracy.
Talent Engineering analytics predicted performance ratings for 42 HR professionals with 87% accuracy — precise enough to drive 14 real job changes.
Workforce Alignment
Accurate Quantitative Performance Prediction
Workforce Alignment
73% of scheduled layoffs avoided.
A workforce alignment analysis uncovered hidden, transferable talent and reassigned 41 of 56 engineers who were scheduled for layoff — saving the roles, not just the headcount.
MORE EXAMPLES OF TALENTENGINEERING VALUE
Turnover Reduction
Culture-Climate Analysis and Interventions
Leadership Development
16% drop in technician turnover
At a wafer fab operation, technician turnover dropped 16%, saving millions in quality costs, hiring, training, and manager time.
The satisfied client ordered site-wide analysis of turnover risks
Leadership Development
Culture-Climate Analysis and Interventions
Leadership Development
We led an international team of psychologists and consultants to develop and execute a leadership assessment-development process for 510 middle-to-upper managers.
Leaders coached on 21 standards received higher feedback ratings from mangers-peers-subordinates., while uncoached did not improve
Culture-Climate Analysis and Interventions
Culture-Climate Analysis and Interventions
Culture-Climate Analysis and Interventions
A 90-item Work-People-Environment survey was conducted on over 600 production plant employees and their managers, and then analyzed for sources of conflict between and within groups and job dissatisfaction.
Organization culture-climate issues contributing to dissatisfaction were reported to site-wide teams who successfully solved most issues
EMPLOYEES are the champions of Talent Engineering. They want to succeed so they apply the products self-reliantly without being told. AND they engage managers in the process.
STATE-OF-THE-ART ANALYTICS to manage performance. Simple menus enable advanced talent analysis. Fail-safe algorithms prevent user errors. Operates intuitively without training. Users call this program the "BEST BLEND OF SCIENCE AND COMMON SENSE"