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The High Importance of Objectivity in Strategic People Analytics

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As John F Kennedy said, “Change is the law of life. And those who look only to the past or present are certain to miss the future.” That’s why organisations increasingly recognise the value of leveraging data to drive decision-making across the business. HR, being at the forefront of managing an organisation’s most vital asset – its people, has been quick to tap into the potential of strategic people analytics.

Today future ready organisations need to think critically about the assessments they use to ensure they provide the necessary objective data for effective people analytics, ultimately enhancing their existing HR systems.

Most organisations today have great technology that efficiently handles the people logistics aspects. Still, one area on the back burner is the advances made in assessment technology.

Many assessments in use today were developed before hybrid work, wellbeing, and burnout became part of the modern people challenges that HR must manage. Some liken older reviews to the equivalent of using the mobile phone technology from the late 90’s in a world where smart phones exist.

Traditional fixed “one size fits all” solutions for attracting, assessing, selecting, developing, and retaining people are no longer sufficient. That’s why it is crucial to be familiar with the latest assessment technology and the flexibility and employee lifecycle tools they offer.

What are People Analytics?

People analytics, also known as HR analytics or workforce analytics, refers to collecting and analysing employee data to gain insights and make data-driven HR decisions.

HR professionals can identify patterns, trends, and key indicators by utilising vast amounts of employee information. In short, indicators influence:

  • strategic workforce planning,
  • talent recruitment and retention,
  • diversity and inclusion initiatives,
  • performance management, and
  • succession planning.

Objectivity at the core in people analytics

Recent studies highlight the significance of finding measurable connections between HR and business objectives.  While at the same time reducing subjective decision-making in measuring HR and corporate performance.

However, in today’s data-driven world, HR professionals can mitigate bias and make more informed decisions by relying on objective data. Modern and flexible assessments provide access to raw data containing validated, objective data and insights, enhancing HR’s ability to make sense of data.

The power of assessments

New assessment technology enables HR professionals to analyse and better understand their workforce quickly and easily. These assessments provide objective data on various aspects of an individual employee’s profile, including:

  • competencies,
  • personality traits,
  • cognitive abilities,
  • behavioural tendencies,
  • development areas, and
  • skill levels.

By leveraging these assessments, HR professionals can gain valuable insights into an employee’s fit with:

  • the role,
  • the manager,
  • the team, and
  • the organisational culture.

Enhancing HRIS Systems

The seamless integration of APIs ensures that the factual data collected from assessments is easily accessible within the HRIS. This combination of information, supported by its objectivity, helps predict the immediate and future requirements regarding personnel and capabilities.

By incorporating this objective data into decision-making processes, HR professionals can minimise bias, improve employee experiences, and drive the growth of the business.

In conclusion, combining the potential of people analytics and modern, adaptable assessments means enhanced HR information systems with accurate individual data for more informed and strategic choices.

Contact us to power your strategic people analytics.

Behind every stay: How helpful is the influence of managers on employee retention

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Let’s state the obvious. The world of work has undergone a massive transformation globally in recent years. Traditional office-based work models are no longer the standard norm As businesses transition to hybrid work models, the influence of managers on employee retention is even more critical.

Before delving into more detail on the importance of direct managers, let’s first define what we mean by this term. A direct manager is responsible for supervising and managing a group of employees. They are often the main point of contact for employees when issues arise and play a crucial role in ensuring each employee they are managing is working to their full potential.

What are the factors behind the influence of managers on employee retention?

Bridging the gap: One of the key reasons these managers are so crucial is their ability to bridge the gap between employees and the organisation. This role becomes even more essential in a hybrid work environment where maintaining effective communication is vital. They ensure that employees understand the organisation’s goals and objectives, and role and purpose within the company. Regular feedback and support from these managers help employees feel engaged and connected to their work.

Well-being: Direct managers also play a vital role in supporting employee well-being. New ways of working do not remove the legal responsibilities of employers to pay attention to workplace health and safety. Managers are well-positioned to identify when employees are struggling with their workload or experiencing increased stress. They can offer support and guidance, such as providing access to mental health resources or adjusting an employee’s workload.

Team morale: Maintaining team morale is also critical to retention. Direct managers can provide opportunities for team building and socialising. Regular team meetings, social events, and other initiatives help create a sense of community and belonging, boosting morale and productivity.

Development and growth: Encouraging employee development and growth is also essential. Only some people can work from home. Also, some recent studies tell us that those working away from the office can become less visible and may be overlooked for new projects or promotions. Direct managers can overcome the perils of “out of sight, out of mind” and provide:

  • tailored training and development opportunities,
  • guidance in identifying strengths and weaknesses,
  • and direction on advancing careers within the organisation.

This manager role ensures fairness and recognition of course growth for all team members regardless of WFH or not.

The need for organisations to back their managers

However, it’s crucial to recognise that not all direct managers are great managers. Some have been promoted based on tenure and previous success in different roles. Some are simply the last man standing in a team. Research shows that mediocre management is the number one reason people leave companies. Managing people is a complex task, and the complexity is further amplified in a hybrid work environment. Therefore, businesses must provide support and resources to direct managers.

Just as dentists require specialist tools to treat patients, managers need the right tools to lead and support their employees effectively. You may be curious about our range of practical, customised tools to help your managers succeed. As a first step, why not try the assessment yourself here to see what it looks and feels like?

How high does your new employee onboarding rate?

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In today’s highly competitive business landscape, hiring top talent is no longer enough to ensure long-term success. Companies must also focus on effectively integrating new employees into their teams and cultivating a sense of belonging from day one through their new employee onboarding process.

According to research and studies, there is considerable work to be done in this area. The failure rate for new hires within the first 18 months ranges between 25% and 46%.  Studies also tell us that Gen Z (born from 1995 to 2009) and soon to represent almost one-third of the Australian workforce have “itchy feet”, with over one-third (39%) planning to leave their job within one year.

It’s a given that training and development have always been important for employee engagement, and 63% of Gen Z agree! Based on these figures, it’s easy to see why the crucial process of new employee onboarding can make or break the success of an organisation’s retention goals. And if done poorly increases recruitment costs dramatically.

Companies must go beyond paperwork and logistics 

New employee onboarding goes beyond the paperwork and logistics of getting a team member up to speed. It is about:

  • creating a positive first impression,
  • setting clear expectations,
  • providing necessary resources, and
  • fostering a supportive environment for growth.

A well-executed onboarding program can help new employees feel welcomed, empowered, and motivated, leading to higher retention rates and productivity.

One critical aspect of employee onboarding is the selection process. Companies invest significant time and resources in finding the right candidate. However, the importance of providing feedback on assessments conducted during the selection process is often overlooked. Sharing the results of these assessments with the new employee can be immensely valuable as part of their onboarding and employee journey with an organisation.

Providing assessment results to new employees allows them to understand their strengths and areas for development. This feedback not only helps individuals gain self-awareness but also aids in aligning their goals with the organisation’s objectives. By sharing the assessment results, companies demonstrate a commitment to the growth and development of their employees right from the start.

Moreover, incorporating the results of psychometric assessments into the onboarding process can provide detailed insights to both the new team member and their manager. High quality psychometric assessments go beyond measuring skills and qualifications. They delve into personality traits, work styles, motivations, cognitive ability and behavioural tendencies. By understanding these aspects, managers can tailor their approach to supporting the individual employee’s development.

Information for strong new employee onboarding

A psychometric assessment should provide comprehensive information on the individual’s development areas. This information includes areas where they may need additional support or training to excel in their role. Armed with this knowledge, managers can create a well-defined development plan for the new team member, addressing their specific needs and setting them up for success.

Therefore, it is crucial to evaluate the effectiveness of your current psychometric assessment tool. Does it provide valuable information and insights to both the new team member and the manager? Does it offer actionable recommendations for development?

Assessing these aspects ensures that your onboarding process starts strong and sets the foundation for long-term success.

Reach out for a free psychometric assessment trial or to discuss a tailored approach for new employees in your organisation.

Manager vs Leader – a balancing act for effective organisational performance

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In the dynamic and ever-evolving landscape of contemporary business, the imperative for balancing manager vs leader roles to enhance their effectiveness has grown considerably.

Gartner research has identified this as the foremost strategic priority for HR in 2023.

The strategic approach for Managers vs Leaders

There is a growing belief that in addition to being more effective, managers and leaders also need to model and epitomise a more humane approach, characterised by:

  • heightened empathy,
  • effective communication, and
  • a dedicated focus on fostering robust relationships with their employees.

The significance of this belief stems from the fact that embracing these aspects greatly facilitates cultivating a positive and productive workplace culture.  When there’s a balance between acting in a manager vs a leader role and connecting with their employees personally, it fosters a sense of mutual respect and trust. This, in turn, can lead to:

  • better morale
  • increased employee engagement
  • higher levels of job satisfaction

Most agree that when employees feel like their manager or leader genuinely cares about them and their success, they are more likely to be inspired to exert increased effort and achieve peak performance. Building strong relationships with employees through balancing managerial and leadership roles can also provide more targeted and personalised support to help employees overcome challenges and achieve their goals.

The problem, according to Gartner, is that even though:

“HR leaders try to build commitment, courage and confidence in leaders to help them answer the call, ‘human’ leaders remain few and far between. Critical obstacles to success include their own (very human) emotions of doubt, fear and uncertainty”.

What is needed?

Many successful managers are technically outstanding, but sadly, they lack behind when it comes to “softer” skills. They need all the help they can get. For example, help can include practical tools that facilitate the appropriate discussion and development initiatives.

With the recruitment market forecast to remain tight, the role of managers in retaining top talent becomes indispensable. It’s accepted that employees are more likely to stay with a company where they feel valued, respected, and supported. So, by prioritising empathy, communication, and relationship-building, managers can balance their roles,  create a more attractive workplace for top performers and foster a stronger sense of loyalty.

To explore our tailored and user-friendly tools designed for each team member, contact us.

Employee retention – how critical is the role of the direct manager?

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As we traverse this new world of work, one key area that needs attention is the role of the Direct Manager.

There’s been a seismic shift in how people work in the last few years. Indeed, the pandemic has driven millions worldwide to recognise that the traditional office-based work model is no longer the standard norm.

Direct managers have always been necessary for the workplace. Still, their influence is even more critical now as many businesses have moved to a hybrid work model.

In this blog, we’ll explore why a direct manager is essential in this new world of work. And we’ll look at their impact on employee satisfaction, productivity and retention.

What does direct manager mean?

Before we explore the importance of direct managers, let’s define what we mean by this term.

A direct manager is responsible for supervising and managing a group of employees.

Direct managers are often the main point of contact for employees when issues arise and play a crucial role in ensuring employees are working to their full potential.

 

The Critical Importance of the Direct Manager in Employee Retention

Clear communication is vital for effective direct management

One main reason direct managers are so crucial is that they act as a bridge between employees and the organisation. Effective communication is vital in any workplace, even more so when working remotely.

Direct managers ensure employees understand both:

  • the organisation’s goals and objectives and their role and
  • purpose within the company.

They also provide regular feedback and support. Therefore, assisting employees in feeling engaged and connected to their work.

Supporting employee well-being is a crucial aspect of direct management

Direct management is also crucial in ensuring employees’ well-being, even when working from home. With a blur between work and personal life, employers must pay attention to their workplace health and safety responsibilities. Employees should feel valued and supported by their employer. A remote work environment highlights this. Employees may experience feelings of isolation and disconnection from their team and organisation.

Further, being well-positioned, direct line managers more quickly identify when employees struggle with their workload or face increased stress. They offer support and guidance, such as providing access to mental health resources or adjusting an employee’s workload.

Maintaining team morale is the responsibility of the direct manager

Working from home can sometimes be isolating. Ensuring that team morale remains high is paramount. Direct line managers play a vital role in this area. Examples are providing opportunities for team building and socialising, even if done virtually. Regular team meetings, social events, and other initiatives promote a sense of community and belonging among employees. All this boosts morale and productivity.

Encouraging development and growth is another important responsibility of the direct manager

Finally, direct managers are essential in helping employees to develop and grow within their roles. This responsibility needs more emphasis in a hybrid working world where employees may interact less with colleagues and managers.

Direct managers provide:

  • training and development opportunities
  • guidance to employees in identifying their strengths and weaknesses and
  • direction on advancing their careers within the organisation.

The significant impact of Mediocre Managers

Research from SEEK tells us that mediocre management is the number one reason people leave companies. Let’s face it, managing people is complex. Add to it the complexity of hybrid working – and the degree of difficulty goes up a few levels.

How to support Direct Managers?

In summary, direct line managers need all the help they can get.

Dentists need specialist tools to treat patients.

So too, managers need the right tools to lead and support their people in each of their roles.

 

At, Great People Inside we offer a fantastic, cost-effective range of customised online tools for each individual. Our tools include development suggestions and guidance.

Reach out for help to be in the presence of more Magnificent Managers in your organisation.

 

How to measure values alignment to strengthen your organisation

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It doesn’t matter whether you’re a small family business or a large multinational; values alignment is at the heart of an organisation’s culture. A strong set of values can help build a positive work environment and foster:

  • trust,
  • integrity, and
  • accountability.

Values provide a sense of purpose and direction to clients, stakeholders and employees. Both are vital to you as a business, identifying business identity and as an individual. Values represent your inner voice reflecting your morals, scruples, and integrity. They are what you stand for. They are the personality of your business, which in turn affects your decisions. So, what you do and how you do it; your culture.

Importance of values alignment

Most business owners and leaders proudly feature the organisational values:

  • on their websites,
  • in job advertisements, and
  • during company presentations to stakeholders.

While your company’s values define your culture, how can you be sure that everyone in your team is on the same page? Think back to when you experienced a situation where you were required to compromise your values. How did you feel about it?

For most people, it makes them uncomfortable, and they struggle to reconcile the differences.

But why should we be bothered if not all employees align with corporate values?

Aren’t values just a guide?

After all, it’s not like they are a government regulation!

Values and company culture are important because they significantly impact the success and longevity of a corporation.

Leaders should be concerned. Your culture, the heart of your business, can quickly become a liability if the core organisational values are not accepted, embraced, and practised by every team member in your company. A lack of alignment by team members with your values can interfere with the ability of your business to deliver its strategic goals. As a result, this position can negatively impact the overall productivity and success of the organisation.

Team members must align with organisation values to avoid misunderstandings, miscommunication, and a lack of trust among team members. Without solid values, alignment can lead to:

  • reduced morale,
  • decreased motivation, and
  • lower levels of job satisfaction.

It can negatively impact the overall performance of the team and the organisation as a whole.

Current methods used to measure alignment at interview

Discussions about values often come up during the interview process. And most hiring managers have their own approach to checking alignment. This approach may include:

  • articulating the organisation’s values and their link to operations,
  • asking the candidate about their decision-making process, or
  • inviting them to state their interpretation of the organisation’s values.

No matter what questions you ask, it’s not an objective measure. Especially given that research for SEEK shows that almost half the candidates say they haven’t been sincere in their interview.

You could flip a coin as you have a 50/50 chance of getting it right. If you fail to verify alignment, the issues arise months after the employee joins the team when it’s too late.

Therefore, it is critical to understand which values align with your vision of the company.

Values alignment and cultural measuring tools are essential for organisations to assess the potential candidates’ values and cultural fit. By using these tools, organisations can identify candidates who share the same values and beliefs as the company, leading to:

  • increased job satisfaction,
  • higher levels of employee engagement, and
  • better overall performance.

Additionally, values alignment and cultural measuring tools can help to reduce turnover and increase the likelihood of a successful long-term employment relationship.

Objective information will inform your decision

Our flexible values alignment assessment solution scientifically measures more than 13 different values, so you can choose which ones to include for your organisation. We start by benchmarking values alignment in your business. Then you compare potential candidates to determine a “fit” for your company.

Typically feedback we receive from our clients says:

“The flexibility of the tool is impressive. It has helped us hire people who fit as we can develop custom benchmarks and assessments that measure our precise role requirements and ensure alignment with our values.”

 

“GR8PI has improved our hiring success and reduced employee turnover by 76%.”

When values align, employees are motivated, engaged, and committed to the company’s success.

To learn more about our values assessments, email with “values” as the subject, and we will be in touch shortly.

 

 

Motivation – how to measure this attribute in a reliable way

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Motivation is the key to performance and success. The past two years have caused many workers around the globe to re-evaluate what’s really important to them. 

Maintaining productivity while working flexibly from home has prompted a massive shift in employees’ thinking. The Great Resignation is evidence of this reset.

Organisations have quickly adapted to the increased complexity of almost half of all workers now working remotely in some capacity. Employees have reported challenges with not being able to “unplug”, communicate, and generally stay motivated.

While organisations have implemented guidelines to manage boundaries and new apps to address communication, motivating employees from a distance is a different kettle of fish!

Motivation, engagement, or drive?

Ask anyone who set and achieved a personal goal what helped them achieve it, and they will usually say something such as I just “wanted” it. This situation describes motivation.

It doesn’t matter what you call it – engagement, drive, motivation, dedication or enthusiasm. The challenge for businesses has always been maintaining motivation in their team.

Studies tell us that motivated and engaged employees are more productive, innovative and creative than disengaged team members.

One Emerald Group study concluded that “motivation is the main force through which individuals allocate effort to generate and implement innovative ideas”.  

Two main types of Motivation

Intrinsic and extrinsic (think internal and external) are the two main types of motivation. Rochester University describes them as follows:

 

Intrinsic motivation involves performing a task because it’s personally rewarding to you.

Extrinsic motivation involves completing a task or exhibiting a behaviour because of external causes such as avoiding punishment or receiving a reward.

 

 

Examples of extrinsic motivation are increased salary, a bonus, a company car, or a promotion. These rewards are external and separate from the job itself.

On the other hand, intrinsic motivation refers to factors that come from within a person. Intrinsic motivation is about behaviours driven by sheer enjoyment and wanting to do well at your job. 

Of course, sometimes intrinsic and extrinsic motivation go hand in hand to help you complete a project or task.

Intrinsic and Extrinsic Motivation at work

Giving positive feedback at work is highly motivational. We all like to know we are doing well. And that our contribution is appreciated by others. However, it’s vital that your positive feedback should be specific. And in addition, it helps your team members understand your standards and expectations.

You may also wish to use extrinsic motivation as a manager or leader. In this case, it’s important to offer rewards strategically. For example, giving a reward to your sales team to increase the ranging of a product with their clients may focus your team’s efforts solely on ranging. Perhaps with a result to the detriment of sales.

Business benefits

The 2021 Employee Experience Survey, conducted by Willis Towers Watson, discovered that 92% of employers worldwide said the employee experience would be a priority over the next three years.

Gallup researchers studied the differences in performance between engaged and actively disengaged work units. They found that those scoring in the top half on employee engagement nearly doubled their odds of success compared with those in the bottom half.

In fact, across a range of areas, work units in the top quartile in employee engagement outperformed bottom-quartile work units by:

  • 10% on customer ratings,
  • 22% in profitability,
  • 21% in productivity.

How do you quantify Motivation?

These numbers speak for themselves- and most CEOs and CPOs would be delighted to achieve these levels in their business. But given the complexity that HR teams and leaders are navigating, how can they quantify and qualify a diverse group of employees to understand their motivational drivers truly?

Quantifying and qualifying motivational drivers is where we come in. Great People Inside has released six new dimensions in its psychometric assessments, two of which are:

  • Internal Motivation
  • External motivation

You can easily make sense of the data, and benchmarking key motivational drivers for your business can also be performed.  

This scientific information helps organisations pinpoint the relevant motivational approaches in their psychometric testing across the board – for Individuals, business units, and teams in any department anywhere in the world.

Like some more information?

We’d be happy to help your organisation better understand its employees through internal and external motivation evaluations. Reach out by email or phone on +61 2 8850 6520 to find out more.

A Coaching Culture – how does this Protect Productivity and Profit?

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You need to attract and retain the best talent for your organisation and adopt a coaching culture to ensure you win. 

However, as the vaccine rollout in Australia gains momentum and the economy continues to rebound, research tells us the labour market will get tighter. For this reason, this situation will result in the war for talent becoming more likely to happen.

Hybrid work arrangements and work from anywhere policies are now the norm in most organisations. Then, to win this talent war, it’s now mission-critical:

  • to have your dispersed team highly engaged 
  • led by outstanding remote managers 
  • supported by a strong organisational culture. 
Productivity

Markedly, more than 70% of employees state they are more productive working from home, and businesses report 47% productivity increases during COVID. 

Most business leaders agree that increasing employee engagement increases productivity significantly and improves bottom-line profit. 

The fact is, it’s never been more important to focus on the productivity of your remote teams for the long term. And equally, ensure your managers feel equipped with the skills and tools they need to meet and exceed company goals.

Managers hold the key

If you have been fortunate to work for a great manager, I’d like to invite you to reflect for a moment. What was great about them? How do you remember them? Certainly, the fact is that managers can make or break a team. 

  

The Oxford English dictionary defines a manager as “a person responsible for controlling or administering an organisation or group of staff”. 

 

This is one definition; rather, my personal definition of a manager in 2021 and beyond is a “person that leads, supports, and develops a team of people to deliver the organisational goals.”  

 

By and large, the way we work has shifted forever. Being a manager has always been a tough gig, but in the hybrid environment, it sucks!

So how can you ensure your managers are ready for the hybrid normal?

Future-ready culture with a coaching culture

A culture of coaching is an approach in which leaders, managers and staff members work together to increase individual, team and company organisational performance.

The future hybrid workplace with a strong culture will be one where workers feel empowered to work towards their own goals independently. Managers who foster this type of working environment will positively impact employee engagement and organisational productivity. 

Gallup research has shown that managers are a massive influence on engagement rates. It was found managers account for at least 70% of the variance in employee engagement scores across business units. And with high engagement rates comes better company results.

So how can you transform your managers into coaches to create a culture of coaching in your workplace?

Teach coaching skills

The first steps are knowing:

  • who you are as a leader, and 
  • whom you have on your team. 

Its commonly accepted that not everyone has the required traits to work remotely long term. And business WHS responsibility for their employees does not change just because they are not working at the office. The solution we recommend is using established science to predict how your managers and team members will perform in a long term remote/hybrid environment.

I’ve used many people assessment tools over my 20+ years as a coach and a people leader. With this in mind, I find the bespoke next-gen people assessment tools from Great People Inside are easy to use. And, their predictive capability and insights are second to none for this exercise. They are outstanding, too, when you’re hiring a new remote employee. They truly de-risk the recruitment process and increase your success rate by 300%!

Not all managers have a coaching mindset, but all great managers do. Certainly prioritising coaching in your workplace training is the best way to create a coaching culture. This type of training is essential for employees transitioning into leadership roles or those coming to grips with managing people remotely.

Rank employee engagement as a top priority

Tying together talent and employee engagement to achieve important business objectives is what coaching is all about. 

To nurture employees’ professional development to keep them engaged, a good step is discussing with each employee their professional goals from their point of view. Then communicating clearly and precisely how the organisation can support them to achieve their goals.

In this way, the employee owns their own development and their careers. 

A coaching culture fosters an environment of trust.

Trust influences everything. A work environment in which managers coach and trust their employees and employees trust their managers is one where productivity can thrive. Creating trust is challenging. Again this is where a coaching mindset can play a huge role.

 

Professor Ralph Stacey, a renowned organisational theorist and Professor of Management at University of Hertfordshire, in the UK., says it best – “the quality of the system is determined by the quality of the relationships which is determined by the quality of the conversation.” 

 

When individuals have accountability over their work, they are more likely to achieve important business outcomes independently. Autonomous workers also understand how their everyday work contributes to the overall success of the company. Having this connection to the purpose helps to empower individuals to reach their highest potential.

Contact us today to find out more about incorporating a coaching mindset for your leaders and our Great People Inside assessment tools.