TALENT ENGINEERING TECHNOLOGY®
Standards, Measures, Solutions to Work-People-Environment Compatibility
We seeking a commercial buyer to acquire Talent Engineering Technology® intellectual property and associated business assets
Why Change? Because 80% of Value comes from 20% of employees
Over-relying on top performers' to get things done right is 'Managing on the Edge of Failure'
- Loss of a high performer has major effects
- Many top performers are getting burnt-out
- Hiring practices only produce 'average' people
- Manager are afraid to fire non-performers
- Training typically yields only marginal effects
- Rushing to fill positions yields low performers
Your ultimate economic/productivity RISK: failure to hire, develop, retain high performers
Top performers add 4-8 times more value than average but managers have grown so complacent they perpetuate the false belief that "Average" is good.
This is wrong because Industry-leading competitors are setting higher standards for the organization
3 Research Studies Show that High Performers add disproportionally greater value
- Schmidt & Hunter and Judiesch (1990 meta-analysis) showed that top performers (in the 84th percentile) far outproduce average workers by 19% in unskilled roles, 32% in skilled, and 48% in pro and managerial roles
- O'Boyle & Aguinis (2012) found that 20% of employees generate 80% of the value an organization creates.
- McKinsey's research showed that top performers deliver 4-8x the value of average performers (“Attracting and Retaining the Right Talent,” (2017)
Value Gap Reported in Dollars
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, 500 top performers would add $13M in value per year over an average-performing workforce.
Industry-leading clients issued us contractor's badges to deploy Talent Engineering globally
We collected and analyzed millions of data points on what distinguished thousands of top performers in diverse jobs in global, industry- leaders like Alcatel, Hitachi, J&J, Nokia and Texas Instruments.
Our tech worked so seamlessly with existing HR tools they issued us contractor badges to deploy it worldwide.
We earned long-term contracts because we delivered results and enabled them to self-reliantly use the technology to gain control of performance variance.
Talent Engineering Technology includes a proven Process and do-it-yourself Talent Toolkit
- Standards — Define high performance in a specific role-team, and environment.
- Measures — Objectively measure people against those standards
- Solutions — target development to close measured gaps and track performance
Users' License includes 6 Application tools to help you Hire-Develop-Engage-Retain Top Performers
- 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 - job-specific model
- Culture Guide edits habits and expectations
Value to one client: $14 MILLION additional annual sales revenue
A client CFO reported that our Success Profile added $14M in annual sales revenue to their business. After using it to improve hiring quality it was applied to existing sales pros and improved their performance
- 714 Sales Reps used it to self-develop
- $Millions gained from Profile standards
- 3.2× difference in productivity
- Lower Turnover = Lower Costs
- Shorter time to productivity
A single Success Profile had annually reoccurring impact
Talent gaps between High Vs Average became actionable
Better hires reduced turnover and lowered hiring costs
LASTING VALUE GENERATED FROM A SINGLE SUCCESS PROFILE
Hires matching a Profile of job-related top performers are more productive
Money and time saved by reducing turnover can be put to productive use
Everyone in a Profiled job gets a 'working model' of how to succeed in that job
Employees with Profiles share success advice and methods with peers
Managers in Profiled jobs spend less time supervising and more time coaching
Productive people don't quit, are absent less, and better serve customers
Case Examples How Talent Engineering Adds Measurable Value
16% Less turnover - Improved Quality and productivity
In a wafer fab operation, technician turnover cost $millions in production errors-delays, and poor quality , so we analyzed what distinguished techs with high work quality, low turnover, and conscientious work habits and then provided standards, and measures to apply in hiring
RESULT: turnover dropped 16%, Quality and productivity increa
In a wafer fab operation, technician turnover cost $millions in production errors-delays, and poor quality , so we analyzed what distinguished techs with high work quality, low turnover, and conscientious work habits and then provided standards, and measures to apply in hiring
RESULT: turnover dropped 16%, Quality and productivity increased
All sourcing agencies were required to apply these standards-measures
Assessment-based Leadership Development
We led an international team of psychologists and talent consultants in the development of a leadership assessment, development and coaching process that defined and measured leaders on 21 criteria
510 middle managers and top executives were assessed, given feedback and coached on the 21 leadership standards.
One year later, leaders coached
We led an international team of psychologists and talent consultants in the development of a leadership assessment, development and coaching process that defined and measured leaders on 21 criteria
510 middle managers and top executives were assessed, given feedback and coached on the 21 leadership standards.
One year later, leaders coached on 21 standards received significantly higher feedback ratings from their managers, peers, and subordinates
360 feedback ratings of managers who were not assessed or coached on the 21 standards did not improve.
Most of them voluntarily adopted the standards the following year
Analysis led to effective Culture-Climate change
Analysis led to effective Culture-Climate change
A 90-item Work-People-Environment survey was conducted on over 600 production plant employees and their managers. Analysis of organization culture-climate issues causing dissatisfaction were reported to site-wide teams of employees who solved most issues by themselves.
Leadership team meetings were also held to report survey results and p
A 90-item Work-People-Environment survey was conducted on over 600 production plant employees and their managers. Analysis of organization culture-climate issues causing dissatisfaction were reported to site-wide teams of employees who solved most issues by themselves.
Leadership team meetings were also held to report survey results and plan interventions. The need for the Climate Survey was apparent when we found only a few leaders were aware of employee dissatisfaction
This one MEASUREMENT proved more powerful, useful and reliable than a thousand opinions
More Examples How Talent Engineering Adds Measurable Value
A client offered $1 Million for our profiling method
A client offered $1 Million for our profiling method
A client offered $1 Million for our profiling method
Talent assessment and development tools/methods proved so effective and valuable to one client they offered us $1 Million to buy it.
However, that component of Talent Engineering Technology catalog was central to our ongoing research and client support so we declined.
It did however, clearly show us how much clients valued our work.
87% Predictive Accuracy of Year-end Performance
A client offered $1 Million for our profiling method
A client offered $1 Million for our profiling method
Talent Engineering analytics was used to accurately predict job performance ratings for 42 HR professionals with 87% accuracy.
The analysis was used to reassign 14 people to roles fitting their talents
Workforce re-Alignment from Talent Diagnostics
A client offered $1 Million for our profiling method
Workforce re-Alignment from Talent Diagnostics
73% of scheduled layoffs avoided.
A workforce alignment analysis uncovered hidden, transferable talent and reassigned 41 of 56 mechanical engineers scheduled for layoff - saving jobs, employee morale and termination costs
Acquire the Technology. Scale the Performance Advantage with ready-to-use assets that do not have to be sold because employees ask for them.
Talent Engineering Technology® is a proprietary, science-based system for identifying what distinguishes high performers, measuring job-specific talent, predicting performance, and translating insights into targeted development.
Developed over decades of applied research and enterprise use, the TET combines proprietary analytical methods, assessment tools, Success Profiles, learning solutions, and implementation resources.
We are seeking a strategic buyer to acquire the entire Talent Engineering Technology business and its associated intellectual property and assets. The opportunity is to integrate and commercialize this established technology through an organization with the reach, infrastructure, and customer base to scale it.
Discuss a Strategic Acquisition
Schedule a confidential introductory discussion with the owner by contacting me
Science-based Technology
Differentiated by high achievable standards, objective measures and precise Solutions
Contractor Badges = Trust
5 top corporations relied on our technology for so long they issued us contractor badges