To find out how to use Recruitment Automation to ‘hire with heart’, we also have a great eBook on recruitment automation with humanity.
Most people are very familiar with a performance review. It’s the annual anxiety fest when every employee has their performance assessed and rated, perhaps against benchmarks agreed at last year’s review or defined by their job description.
So is a talent review basically the same thing? Well yes and no. While a talent review will still see employees rated and ranked, the focus extends beyond current and recent performance to consider their potential as future leaders in senior or key roles within the business. It’s all about mapping an organisation’s business needs against the capabilities and potential of its people.
Talent review plays an essential role in business planning, pinpointing skill gaps and helping organisations to develop and retain their best talent.
Forward-thinking organisations believe that talent review is bigger than an annual event. Rather, it’s an essential part of an always-on process of talent management that fosters a high-performance culture from the very first engagement with employees.
Sapia’s Ai-enabled chat interview platform helps businesses to plan for future success by ensuring candidates with the very best potential are identified and engaged upfront. This approach provides talent momentum from the outset, ensuring every hire is building ‘bench strength’ and providing leaders with confidence that the next generation is ready to step-up and step-into key roles as needed.
It’s no secret that high performers and team leaders share certain personality traits and behaviours. In fact, it’s a science that organisations have long embraced in their pursuit of excellence and competitive advantage.
Since it was first published in 1962, The Myers-Briggs Type Indicator that classified 16 personality types has been at the heart of most personality assessments and recruitment science. Much of the appeal of Myers-Briggs was its simplicity in reducing complexity to concise descriptors. These descriptors may have sufficed when only human intelligence was doing the processing and decision-making.
But in an age of data, it’s a big compromise – a compromise in accuracy, nuance, and the real diversity of personality types that exist in our population. It’s also a compromise we no longer need to make.
Read: Hire for Values
Sapia is a leading innovator and advocate of leveraging data and technology to enhance the recruitment process. In developing our award-winning automated chat interview platform, our data science team looked at how we could move beyond the limits of Myers-Briggs personality testing.
Our data team fed text responses to interview questions from 85,000 job applicants into our personality classifier. Spread across two regions, the UK and Australia, 47% of applicants were identified as male, 53% as female.
Identifying 400 unique personality groupings and how they could be usefully applied to decision-making is beyond the ability of the human brain… but not beyond technology. Using Natural Language Processing (NLP) and machine learning, our artificial-intelligence enabled platform got to work with findings that were both surprising and not surprising at all.
What did we find?
The ‘not surprising’ part of our research is that even at 400 groupings, there are distinct differences in personality profiles. It’s not surprising when you consider that humans are not linear beings and that our personalities are highly complex and nuanced.
The most surprising thing we discovered was that personality types by role were distinct. The personality profiles attracted to sales roles, for example, were noticeably different from the profiles attached to a carer role. Even more surprising were the imperceptible differences in the personality distribution across the 400 types between men and women – a sign of how conscious or unconscious biases can play into our decision processes.
Differentiated by size, sector, structure and history, every organisation is unique. So every talent review will be unique too. Talent reviews need to be designed around the specific needs of the business but generally will bring performance management, learning and development and succession planning together.
When senior leaders meet for a talent review, their principle objective is to talk about the performance of individual employees in their teams and how those employees might take on more responsible roles in the future. Through this process, the critical positions in an organisation will be identified. Critical positions mean any role that business operations would stop or be seriously compromised if no one was able to step into the role immediately.
Keep in mind that these critical roles may not necessarily be management roles and will also depend on the nature of the business. In a manufacturing business, for example, the chief engineer might be solely responsible for keeping a production line in working order. Talent reviews need to consider every employee across an organisation.
An ongoing talent review process not only matches an organisation’s talent to existing roles, but it also helps identify new roles that will need to be created to achieve plans for future growth or expansion. It’s also possible that as a company moves forward, key roles may change or even become redundant. The most successful businesses are dynamic and flexible.
A structured review process reviews employees in terms of key strengths, career ambitions and readiness for promotion. Talent reviews provide a forum for a range of important conversations that every organisation interested in best practice needs to have:
There is a range of methods that organisations use to assess their employees for talent reviews. While some will arrive at a ranking or score, others may use a more nuanced approach to assessing their talent.
Talent reviews can often reveal glaring disparity and bias in team leaders’ expectations of employees and how they rate them. An agreed and standardised approach across the organisation is essential. By ensuring employee expectations are aligned among leaders and cultural values are socialised across the organisation, potential friction around accountability can be diffused.
Rank and yank – what not to do
Though their ranking process has long been dropped, Jack Welch, the celebrated or controversial (pick your own path!) CEO of General Electric once insisted on an evaluation that reduced every employee’s performance to a number. Following evaluations each year, the lowest ranking 10% were fired across the business. In contemporary business, this ‘rank and yank’ approach would not be considered best-practice HR.
The 9-box performance and potential matrix
A less controversial ranking for employees is the 9-box matrix. This commonly-used assessment tool assigns employees to one of nine boxes on a grid that on one axis rates their performance (underperformance, effective performance, outstanding performance) and on the other rates their potential (low, medium, high). Employees ranked in the box where outstanding performance and high potential meet are those assessed most likely to be future leaders.
Taking a step back from the talent review process, Sapia has worked to solve and improve the frontier problem of every recruiter and every employer – how to get the right talent on board sooner.
With policies and process to put the best candidates in place every time, ongoing talent management and talent reviews can be more streamlined and rewarding for employers and employees alike.
The first step to creating a step-change in the process is ensuring that everyone is assessing talent on the same criteria. These need to align with your organisation’s specific needs and values, which are ideally defined and documented as part of your business, brand and employer brand plans.
While Sapia’s early data breakthroughs were based on 85,000 interview responses, machine learning and artificial intelligence means that our platform never stops learning. Today, our Ai-powered platform has analysed more than 165 million words in text-based interviews from more than 700,000 candidates.
Continuous learning means that Sapia can help recruiters and employers make smarter, evidence-based employment decisions at the early career stage.
Within our science-based approach, behavioural interview questions are tailored around the agreed assessment criteria for the role. These questions are related to past behaviour to reliably assess personality traits. They can be customised to the specific role family – sales, retail, customer service etc– and aligned to the organisation’s agreed values and characteristics that will define their leaders of tomorrow.
Sapia’s bespoke Ai-platform analyses candidates’ responses across a range of criteria including readability, text structure, semantic alignment, sentiment and personality to identify candidates with the best future potential.
Making the wrong choices for future leaders can put your business at risk. At times of talent review, careers can be derailed and employees demotivated. A properly executed talent management process that begins with smarter recruitment choices is one of the best investments in the future of your business.
The insights delivered through a disciplined, standardised and ongoing process of talent assessment can be used at both organisational and managerial levels to drive your business forward. Creating a culture of high performance begins with best practice in early career candidate assessment. With Sapia’s platform as a key element, a robust talent review and management process will work to:
This article is presented by Sapia as part of our mission to promote best practice in contemporary recruiting and HR. Our Ai-enabled text chat interview platform can help any organisation identify future leaders while providing candidates with an efficient, empowering and enjoyable experience. The user satisfaction rate for our award-winning platform is 99%.
Predictive Talent Analytics turns the imaginary into reality, presenting a variety of businesses, including contact centres, with the opportunity to improve hiring outcomes and raise the performance bar. With only a minor tweak to existing business processes, predictive talent analytics addresses challenge faced by many contact centres.
Recruitment typically involves face-to-face or telephone interviews and psychometric or situational awareness tests. However, there’s an opportunity to make better hires and to achieve better outcomes through the use of Predictive Talent Analytics.
Many organisations are already using analytics to help with their talent processes. Crucially, these are descriptive analytical tools. They’re reporting the past and present. They aren’t looking forward to tomorrow and that’s key. If the business is moving forward your talent tools should also be pointing in the same direction.
Consider a call-waiting display board showing missed and waiting calls. This is reporting.
Alternatively, consider a board that does the same but also accurately predicts significant increases in call volumes, providing you with enough time to increase staffing levels appropriately. That’s predictive.
Descriptive analytical tools showing the path to achievement taken by good performers within the business can add value. But does that mean that every candidate within a bracketed level of academic achievement, from a particular socio-economic background, from a certain area of town or from a particular job board is right for your business? It’s unlikely! Psychometric tests add value but does that mean that everyone within a pre-set number of personality types will be a good fit for your business? That’s also unlikely.
The simple truth is that, even with psychometric testing and rigorous interviews, people are still cycling out of contact centres and the same business challenges remain.
With only a minor tweak to talent processes, predictive talent analytics presents an opportunity to harness existing data and drive the business forward by making hiring recommendations based on somebody’s future capability.
But wait, it gets better!
Pick the right predictive talent analytics tool and this can be done in an interesting, innovative and intriguing way taking approximately five minutes.
Once the tool’s algorithm knows what good looks like, crucially within your business (because every company is different!), your talent acquisition team can approach the wider talent market armed with a new tool that will drive up efficiency and performance.
Picking the right hires, first time.
Consider this. Candidate A has solid, recent, relevant experience and good academic grades, ticking all the right hiring boxes but post-hire subsequently cycles out of the business in a few months.
Candidate B is a recent school-leaver with poor grades, no work history but receives a high-performance prediction and, once trained, becomes an excellent employee for many years to come.
On paper candidate A is the better prospect but with the fullness of time, candidate B, identified using predictive talent analytics, is the better hire.
Instead of using generic personality bandings to make hiring decisions, use a different solution.
Use predictive talent analytics to rapidly identify people who will generate more sales or any other measured output. Find those who will be absent less or those who will help the business achieve a higher NPS. Bring applicants into the recruitment pipeline knowing the data is showing they will be a capable, or excellent, performer for your business.
Now that’s an opportunity worth grasping!
Steven John worked within contact centres whilst studying at university, was a recruiter for 13 years and is now Business Development Manager at Sapia, a leading workforce science business providing a data-driven prediction with every hire. This article was originally written for the UK Contact Centre Forum
The value is greatest when companies harness the differences between employees from multiple demographic backgrounds to understand and appeal to a broad customer base. But true diversity relies on social mobility and therein lies the problem: the rate of social mobility in the UK is the worst in the developed world.
The root cause of the UK’s lack of social mobility can be found in the very place that it can bring the most value – the workplace. Employers’ recruiting processes often suffer from unconscious human bias that results in involuntary discrimination. As a result, the correlation between what an employee in the UK earns today and what his or her father earned is more apparent than in any other major economy.
This article explores the barriers to occupational mobility in the UK and the growing use of predictive analytics or algorithmic hiring to neutralise unintentional prejudice against age, academic background, class, ethnicity, colour, gender, disability, sexual orientation and religion.
The UK government has highlighted the fact that ‘patterns of inequality are imprinted from one generation to the next’ and has pledged to make their vision of a socially mobile country a reality. At the recent Conservative party conference in Manchester, David Cameron condemned the country’s lack of social mobility as unacceptable for ‘the party of aspiration’. Some of the eye-opening statistics quoted by Cameron include:
The OECD claims that income inequality cost the UK 9% in GDP growth between 1990 and 2010. Fewer educational opportunities for disadvantaged individuals had the effect of lowering social mobility and hampering skills development. Those from poor socio economic backgrounds may be just as talented as their privately educated contemporaries and perhaps the missing link in bridging the skills gap in the UK. Various industry sectors have hit out at the government’s immigration policy, claiming this widens the country’s skills gap still further.
Besides immigration, there are other barriers to social mobility within the UK that need to be lifted. Research by Deloitte has shown that 35% of jobs over the next 20 years will be automated. These are mainly unskilled roles that will impact people from low incomes. Rather than relying too heavily on skilled immigrants, the country needs to invest in training and development to upskill young people and provide home-grown talent to meet the future needs of the UK economy. Countries that promote equal opportunity for everyone from an early age are those that will grow and prosper.
The UK government’s proposal to tackle the issue of social mobility, both in education and in the workplace, has to be greatly welcomed. Cameron cited evidence that people with white-sounding names are more likely to get job interviews than equally qualified people with ethnic names, a trend that he described as ‘disgraceful’. He also referred to employers discriminating against gay people and the need to close the pay gap between men and women. Some major employers – including Deloitte, HSBC, the BBC and the NHS – are combatting this issue by introducing blind-name CVs, where the candidate’s name is blocked out on the CV and the initial screening process. UCAS has also adopted this approach in light of the fact that 36% of ethnic minority applicants from 2010-2012 received places at Russell Group universities, compared with 55% of white applicants.
Although blind-name CVs avoid initial discriminatory biases in an attempt to improve diversity in the workforce, recruiters may still be subject to similar or other biases later in the hiring process. Some law firms, for example, still insist on recruiting Oxbridge graduates, when in fact their skillset may not correlate positively with the job or company culture. While conscious human bias can only be changed through education, lobbying and a shift in attitude, a great deal can be done to eliminate unconscious human bias through predictive analytics or algorithmic hiring.
Bias in the hiring process not only thwarts social mobility but is detrimental to productivity, profitability and brand value. The best way to remove such bias is to shift reliance from humans to data science and algorithms. Human subjectivity relies on gut feel and is liable to passive bias or, at worst, active discrimination. If an employer genuinely wants to ignore a candidate’s schooling, racial background or social class, these variables can be hidden. Algorithms can have a non-discriminatory output as long as the data used to build them is also of a non-discriminatory nature.
Predictive analytics is an objective way of analysing relevant variables – such as biodata, pre-hire attitudes and personality traits – to determine which candidates are likely to perform best in their roles. By blocking out social background data, informed hiring decisions can be made that have a positive impact on company performance. The primary aim of predictive analytics is to improve organisational profitability, while a positive impact on social mobility is a healthy by-product.
A recent study in the USA revealed that the dropout rate at university will lead to a shortage of qualified graduates in the market (3 million deficit in the short term, rising to 16 million by 2025). Predictive analytics was trialled to anticipate early signs of struggle among students and to reach out with additional coaching and support. As a result, within the state of Georgia student retention rates increased by 5% and the time needed to earn a degree decreased by almost half a semester. The programme ascertained that students from high-income families were ten times more likely to complete their course than those from low-income households, enabling preventative measures to be put in place to help students from socially deprived backgrounds to succeed.
Bias and stereotyping are in-built physiological behaviours that help humans identify kinship and avoid dangerous circumstances. Such behaviours, however, cloud our judgement when it comes to recruitment decisions. More companies are shifting from a subjective recruitment process to a more objective process, which leads to decision making based on factual evidence. According to the CIPD, on average one-third of companies use assessment centres as a method to select an employee from their candidate pool. This no doubt helps to reduce subjectivity but does not eradicate it completely, as peer group bias can still be brought to bear on the outcome.
Two of the main biases which may be detrimental to hiring decisions are ‘Affinity bias’ and ‘Status Quo bias’. ‘Affinity bias’ leads to people recruiting those who are similar to themselves, while ‘Status Quo bias’ leads to recruitment decisions based on the likeness candidates have with previous hires. Recruiting on this basis may fail to match the selected person’s attributes with the requirements of the job.
Undoubtedly it is important to get along with those who will be joining the company. The key is to use data-driven modelling to narrow down the search in an objective manner before selecting based on compatibility. Predictive analytics can project how a person will fare by comparing candidate data with that of existing employees deemed to be h3 performers and relying on metrics that are devoid of the type of questioning that could lead to the discriminatory biases that inhibit social mobility.
“When it comes to making final decisions, the more data-driven recruiting managers can be, the better.”
‘Heuristic bias’ is another example of normal human behaviour that influences hiring decisions. Also known as ‘Confirmation bias’, it allows us to quickly make sense of a complex environment by drawing upon relevant known information to substantiate our reasoning. Since it is anchored on personal experience, it is by default arbitrary and can give rise to an incorrect assessment.
Other forms of bias include ‘Contrast bias’, when a candidate is compared with the previous one instead of comparing his or her individual skills and attributes to those required for the job. ‘Halo bias’ is when a recruiter sees one great thing about a candidate and allows that to sway opinion on everything else about that candidate. The opposite is ‘Horns bias’, where the recruiter sees one bad thing about a candidate and lets it cloud opinion on all their other attributes. Again, predictive analytics precludes all these forms of bias by sticking to the facts.
Age is firmly on the agenda in the world of recruitment, yet it has been reported that over 50% of recruiters who record age in the hiring process do not employ people older than themselves. Disabled candidates are often discriminated against because recruiters cannot see past the disability. Even these fundamental stereotypes and biases can be avoided through data-driven analytics that cut to the core in matching attitudes, skills and personality to job requirements.
Once objective decisions have been made, companies need to have the confidence not to overturn them and revert to reliance on one-to-one interviews, which have low predictive power. The CIPD cautions against this and advocates a pure, data-driven approach: ‘When it comes to making final decisions, the more data-driven recruiting managers can be, the better’.
The government’s strategy for social mobility states that ‘tackling the opportunity deficit – creating an open, socially mobile society – is our guiding purpose’ but that ‘by definition, this is a long-term undertaking. There is no magic wand we can wave to see immediate effects.’ Being aware of bias is just the first step in minimising its negative effect in the hiring process. Algorithmic hiring is not the only solution but, if supported by the government and key trade bodies, it can go a long way towards remedying the inherent weakness in current recruitment practice. Once the UK’s leading businesses begin to witness the benefits of a genuinely diverse workforce in terms of increased productivity and profitability, predictive hiring will become a self-fulfilling prophecy.
During this seasonal holiday a great many of us will start to create plans for the forthcoming New Year. We’ll think about events, occurrences and happenings of the year gone by and many will commit to doing things better next year.
Even though studies have shown that only 8% of people keep their New Year’s resolutions , we still make (and subsequently break) them. But the intention was there, so good work!
Have you ever stopped to think about the processes your brain undertakes to enable you to set your goals for the New Year? No? Well, luckily I’ve done that bit for you. To make that resolution you combined your current and historical personal data and produced a future outcome, factoring in the probability of success, based on your analysis. A form of predictive analytics, if you like!
Thinking about those things you did (and didn’t do) this year and predicting/projecting for next year.
So now you know what it involves and we are (loosely) agreed that you’re on board with predictive analytics, when better than to tell you now that 2016 is going to be the year when we really start to see the benefits of predictive analytics within our jobs and people functions at work.
I think it’s now universally accepted that when technology is used in the right way it can enhance and improve our lives across every sector and industry. Most fields have seen significant developments over the last 20-30 years as technology is increasingly used to further our understanding of the way things work, enabling us to make better decisions in areas such as medicine, sport, communication and, arguably, even dating (predictive analytics is used in all of those sectors by the way!) so why not use it to help us find the right people for the right organisations?
Did you know you no longer need a top-class honours degree to work at Google?
Every employee is put through their analytics process allowing the business to match the right person with the right team, giving each individual the best environment to allow their talent to flourish.
Companies such as E&Y and Deloitte are using different methods to tackle the same problem – removing conscious and subconscious bias attached to the name and/or perceived quality of the university where applicants studied.
Airlines, retail, BPOs, recruitment firms a growing number of businesses within these sectors are using or on-boarding predictive analytics to achieve upturns in profits, productivity and achieving a more diverse and happier workforce.
Predictive analytics helps us make people and talent decisions to positively influence tomorrow’s business performance without bias, so I guess the question is this – if it’s already a proven science to achieve results, why isn’t everyone doing it? How long until everyone starts to use, and see the benefits, of predictive analytics?
Data can be big and it can be daunting, but it can also be invaluable if you ask and frame the right questions and combine the answers with human knowledge and experience. You will be surprised by the insights, knowledge and benefits that your business can obtain from even the smallest amounts of data. Data you probably already collect, even if it’s unknowingly or unwittingly!
So as you start rummaging through your brain trying to remember where you filed your finest seasonal outfit(s) (that might just be me!), start prepping for the new year budgets, or start writing your list of resolutions let me help you frame a few questions:
Statistically, your personal New Year’s resolution is unlikely to be on course in 12-months time so instead, why not make a resolution to bring predictive analytics into your talent processes in the upcoming year?
You’ll see the benefits for years to come, and that’s a promise we can both keep.