There is a wide PERFORMANCE VARIANCE between your best employees and everyone else. Multiple research studies show this is a common but correctable talent problem.
There is a wide PERFORMANCE VARIANCE between your best employees and everyone else. Multiple research studies show this is a common but correctable talent problem.
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
IMPACT OVER MULTIPLE CASE STUDIES: Significant. lasting improvement in sales revenue; drop in turnover. more coaching, less supervision; lower time to reach self-reliant productivity; higher customer satisfaction from better performance; greater self-directed engagement
MORE VALUE ADDED WITH TALENT ENGINEERING
$HUNDREDS OF THOUSANDS SAVED BY CUTTING TURNOVER 18% IN 710 REPS SALES FORCE
GAINED $14 MILLION IN SALES REVENUE USING A SUCCESS PROFILE TO HIRE-DEVELOP-MANAGE
GAINED $14 MILLION IN SALES REVENUE USING A SUCCESS PROFILE TO HIRE-DEVELOP-MANAGE
Talent Engineering was used to assess underlying causes of turnover 1) Hiring criteria did not predict
2) lack of structured orientation,
3) interpersonal conflict with bosses'
4) poorly focused training
5) untimely or lack of coaching
6) lack of constructive feedback,
7) lack of effective or role models,
8) dissonance over self image
9)
Talent Engineering was used to assess underlying causes of turnover 1) Hiring criteria did not predict
2) lack of structured orientation,
3) interpersonal conflict with bosses'
4) poorly focused training
5) untimely or lack of coaching
6) lack of constructive feedback,
7) lack of effective or role models,
8) dissonance over self image
9) no teamwork/excessive conflicts
10) intentions to leave ignored
11) Turnover because expected
12) Stress of job left unmanaged
GAINED $14 MILLION IN SALES REVENUE USING A SUCCESS PROFILE TO HIRE-DEVELOP-MANAGE
GAINED $14 MILLION IN SALES REVENUE USING A SUCCESS PROFILE TO HIRE-DEVELOP-MANAGE
GAINED $14 MILLION IN SALES REVENUE USING A SUCCESS PROFILE TO HIRE-DEVELOP-MANAGE
The CFO calculated that gains from Profiling added $14 Million/year in new sustained revenue.
Customers expressed delight with new hires instead of complaining about their past reps' failures
Sales performance quotas were reached din half the normal time
Every rep pursued high performer standards and received peer and manager support
DELIGHTED SALES REP'S SAID THEIR MANAGERS STOPPED SUPERVISING AND BEGAN COACHING
GAINED $14 MILLION IN SALES REVENUE USING A SUCCESS PROFILE TO HIRE-DEVELOP-MANAGE
DELIGHTED SALES REP'S SAID THEIR MANAGERS STOPPED SUPERVISING AND BEGAN COACHING
High Performers were set as high achievable standards. Prediction of candidate performance went from poor to excellent
Employees got the methods high performers used l and believed:
"If they can do it I can do it".
Managers who used Success Profiles acted as coaches to guide-support self -managed sale reps.
Managers told employees
"My job is to help you succeed. How can I help?"
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
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"