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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.

Isn’t it more important to prioritise job fit over white vs blue collar?

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Historically, blue collar vs white collar jobs referred to manual labour jobs that involved physical work. In the 1940s, this classification was not only based on the job itself but also on social class. Examples of such occupations include those in the construction, trades, and manufacturing sectors.

 

Fast forward to today, and collar colours

Today, blue collar jobs form an integral part of the workforce for many organisations, regardless of the industry sector. These individuals serve as the backbone of a company, frequently working in physically demanding environments and can face heightened risk.

Although businesses must prioritise customer satisfaction, ensuring all employees are content and well-suited for their respective roles and company are equally important.

 

What are the advantages of fit for white v blue collar and all employees?

There are numerous advantages, even in collar colour roles such as blue collar vs white collar jobs. Let’s look at some benefits here.

Any improvement in productivity translates to increased profits regardless of collar colour

A contented team of workers can greatly enhance their own productivity levels. A cheerful workforce creates a favourable work atmosphere that inspires employees to put in extra effort, resulting in improved organisational productivity. As most business people know, any productivity boost translates directly to increased profits.

Keep your top people

Happy employees, regardless of blue collar vs white collar or another collar colour, can also help reduce employee turnover. A high employee turnover rate can cost businesses severely.

 

According to AHRI, employee turnover costs 1.5 times the employee’s salary. 

 

Better mental health across all collar colours for jobs

Today, mental health has become a top priority in all workplaces. Employees well-suited to their job roles tend to experience higher satisfaction levels and are more likely to maintain good mental health. These aspects ultimately result in a more secure work setting.

 

When employees are happy in their jobs, they tend to be more alert and have greater attention to detail. And so, the likelihood of workplace accidents or injuries is reduced. Providing a safe work environment is always a must for organisations.

 

How to hire the right candidate for blue collar jobs?

Modern psychometric assessments can predict role success with high levels of accuracy. But they are rarely used for wage-based or less-skilled roles due to perceived cost constraints in many instances.

 

Great People Inside has a solution to this issue for successful business outcomes. Our highly precise psychometric evaluations are unbiased and efficient in assessing candidates for all job levels. From entry-level to executive positions, from the machine room to the boardroom.

 

The GR8PI platform can design cost-effective assessments to precisely measure fit and what’s essential to each specific role. The result for people in companies is improved productivity, reduced employee turnover, and better mental health.

Are you aware of other collar colours?

In addition to the well-known blue collar and white collar jobs, several other types of jobs are distinguished by collar colour. Each is explained in an article written by Kelly Campbell.

  • Gold collar – Signifies white collar workers with higher skills and are in higher demand. These include doctors, engineers, lawyers, and pilots.
  • Red collar – Refers to workers that work in the government whose salaries come from the red ink budget. This category may also include farmers.
  • Pink collar – An outdated term used to describe sectors historically dominated by women, including nursing and secretarial work.
  • Grey collar – These jobs are often associated with the gig economy or freelance work. Examples of grey collar jobs include graphic design, web development, and writing.
  • Green collar – This is one of the newest additions which refers to jobs in the environment.

We’ve seen the effects. We encourage you to try GPI for blue collar and other roles to make a real difference to your company.

How an HR management tool can predict sales people performance

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Better sales staff equals more sales revenue. It sounds simple. However, an HR management tool can help significantly to increase your salespeople’s productivity.  A complex task fraught with misunderstanding.

Finding high-performing staff involves a specific hiring approach that targets those with precisely the right attributes for the job at hand.

Once you have the right players, it doesn’t stop there. It’s a question of matching them to the right sales roles, managing them and developing the sales team in an ongoing way to ensure maximum efficiency and results.

Remember the old maxim ‘If you can sell, you can sell anything’?

Well, times have changed. Not all sales positions – or reps – are created equal.

According to studies by Herb Greenberg, Harold Weinstein and Patrick Sweeney in their book How to Hire and Develop Your Next Top Performer:

around 50% of sales employees lack the fundamental traits necessary for effective salespeople, and

a further 25% are selling the wrong thing, for the wrong managers, in the wrong place.

That leaves just 25% of salespeople operating to total capacity and producing great results.

So one size doesn’t fit all when finding the right salesperson to sell your product or services.

Financial benefits of hiring the best salespeople

Having a sales team composed of star performers can make a significant difference to your bottom line.

In a study of 100 businesses, Sales Force of Top Producers – A Manager’s (and Owner’s) Dream, reported in Employer’s Advantage, the company’s top performer outsold the bottom performer by a whopping average of 5.7 to 1 – with a range of 3:1 to 9:1.

Just imagine what kind of results you’d get if your entire team worked at the lower margin of 3:1, not to mention 5:1 or higher.

Salesforce Work.com and the TAS Group drew some more shocking statistics from their research. These include:

  • Two-thirds of salespeople miss their sales target.
  • More than half of all salespeople close less than 40% of potential deals.
  • Top-performing sales reps are 250% better at qualifying leads.
  • High performers are 2.5 times more likely to be effective qualifiers than the general population.
  • Revenue can be up to 25% greater at companies where sales and marketing integrate well.

Talent Management – how do you measure an individual salesperson’s productivity?

All this begs the question, just how productive is your own sales team? Can you measure individual productivity? And once you’ve measured it, how do you replace or improve average or poor performers?

The answer is using the advanced science from the next generation of smart psychometric assessment tools. Our award-winning Great People Inside psychometric testing platform will help you identify those essential success attributes for each sales role. As a result, you can match each position with the right employee.

Great People Inside’s psychometric analysis will tell you:

  • what makes your top performers so great
  • why your average performers are less effective
  • how to improve your least successful performers

How to hire the best people with an hr management tool

The right psychometric assessment tools can help you find the right people for your sales roles.

Applied correctly, the Great People Inside HR management tool can make your recruitment of future high performers up to three times more successful and also significantly reduce sales team turnover. When considering the statistics, these results should be music to any employer’s ear.

Figures reported in Employer’s Advantage show that three out of four new sales employees don’t last the distance. They have, in fact, only a 25% chance of staying with the company for an entire year.

Of those that do stick, only one in 10 go on to become a genuine top performer within three years.

So what is the essential DNA of these star performers?

Many have fundamental traits and attributes that help drive their peak performance for the longer term. Using our validated and reliable customised sales assessments, we work with you and scientifically study your current top-performing salespeople.

These measures enable us to create a customised job profile benchmark specific to your company based on your company’s top performers, not a random benchmark based on a collection of external organisations. A company customised standard means you can clearly see what sets your top performers apart from the rest.

This benchmark can also be used to significant effect when recruiting new sales staff, ensuring that candidates fit these rigorous criteria and carry the ‘work genes’ critical to success in their roles. You don’t take risks when buying a personal asset such as a car, so why risk it when hiring your most crucial business asset.

Try us! Just click HERE and we will be in touch.