predictive performance: decoding the human › › ...leaders and managers are the most influential...
TRANSCRIPT
Predictive Performance:Decoding the Human
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Truths about organizations...
People want to be part of a healthy cause
People, teams, and organizations are perfectly designed to get the results they are getting
Leaders and managers are the most influential component of organizational success, failure, performance, and culture
The Stats…
TURNOVER: Average worker has 10 jobs before age of 40 (Bureau of Labor Statistics)
LABOR SHORTAGE: 10,000 Baby Boomers will reach retirement age each day (Pew Research)
ENGAGEMENT: Roughly 67% of workers are “not engaged” and “actively disengaged” (Gallup)
FEEDBACK: 64% of all workers want feedback at least every two weeks (Tiny Pulse)
PRODUCTIVITY: Poor job fit is central to diminished performance at all levels of the organization (Forbes)
LEADERSHIP: 82% of the time, companies fail to choose the right person for management (Gallup)
* 10% of people are natural “wired” to develop other people (Gallup)
Know Thyself…
According to the American Management Association:
A survey conducted of 75 members of the Stanford Graduate School of Business Advisory Council rated _______________ as the most important competency for leaders to develop.
(2013 Critical Skills Survey)
self-awareness
Every step of the Talent Management continuum
RECRUIT HIRE ONBOARD MANAGE DEVELOP PROMOTE
Position descriptions based on key factors
Time invested in “best fit” candidates
Faster time to productivity and improved retention
Empower leadership capabilities
Grow people in better and more targeted ways
Career pathing based on people analytics
Science takes the guesswork out of putting people in a place where they will thrive...
CredentialsKnowledgeSkills
BEHAVIORAL COGNITIVE
People are hiredfor what they know…
They’re fired forwho they are…
When you can measure
theseYou can predict these
What Drives Us?
Exert one’s influence
Social interaction
Consistency and stability
Conform to rules and structure
“Using People Science to Solve Business Problems”
Harmony
Privacy
Action
Flexibility
Control
Interaction
Stability
Precision
Collaborative Assertive
SociableReserved
SteadyImpatient
ConformingSpontaneous
Drives Needs Behaviors
Connecting the dots...
“What comesnaturally”
“How Iadapt”
“How peoplesee me”
The E Score
SubjectiveIntuition
ObjectiveLogic
Team Analytics
Reference Profiles
Scholar Altruist Captain Controller Guardian Maverick Persuader Specialist Venturer
StrategistPromoterOperatorIndividualistCraftsmanCollaboratorAnalyzerAdapter