People Analytics in Recruitment Process

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The single flaw in the process of hiring is the fact that it lays too much emphasis on past successes & hard skill-sets of the individual. We fail to realize that the conditions in the enterprise being interviewed for are far different from the requirements of the earlier organizations. This subjective error results in increased costs associated with the “high maintenance” employees.

Deployment of people analytics at each stage of an interview process can bring about a high level of reliability in the process. Reliability in people analytics is a measure of the repeatability of behaviors at various intervals with a high degree of predictability of performance.

The notable point here is most people may be making career choices, which contradict their Personality style. If the style is on the opposite side of the dichotomy combination, it can create extreme situations of performance paralysis. Thus the first level is to look at Personality style and associated analytics & metrics.

A trait tool, which gives “Sten” scores is the best option to predict performance. Sten scores provide input as to how the individual is as compared to the majority of the people in the normed cohort group. This is a fair assessment of a broad cross-section of each trait. Sten scores offer a predictability of process drivers.

statementIdentify the correct behavioral “process drivers” for success by creating a correct work design. Evaluation of work design will give indicators that create noise in the current task scenarios. Also, look for correct signals that aid performance. The insight into psychological factors associated with tasks can give us an overview of desired traits. Also, align the work design and process drivers with the desired trait and personality tools.

It is essential to look at the score of conscientiousness. A psychometric tool with scores of correct drivers and a high score of conscientiousness has a very high predictability of success at work.

Now conduct a Behavioral interview and check for high scores relevant to the work design outcomes as regards to their intensity and frequency. Check for real-life situations on the application of these process drivers. This interview will now be a convergent process with the highest possibility of correct hires. One also needs to look for contra evidence as to when these drivers failed in their application. This could lead to a predictability coefficient of up to 0.7.

Onboarding process would now have a dashboard of measures of process drivers. Observations and feedback in simulated work environments & work samples will help amplify the development of these process drivers. This will also ensure early engagement and deployment. Dashboards will also act as productive coaching and review conversations tools.

The question thus arises should such an elaborate analytical process be implemented. The answer is “Yes.” Interviewers are not accurate predictors of human complexities thus costs of incorrect hires are huge. One has to operate through a hypothesis of whether to hire or not. This testing of hypothesis in people analytics is a crucial step. It can only be done through tested analytical tools and behavioral interviews.

Analytics can be designed for the entire life-cycle of an employee. Lack of measurement of behavioral facets results in lack of ownership that’s the simple “Physics of Analytics.”

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